Case Study: Banking
HGS and Jamaica Bank achieve symmetry in CSAT and growth
Bank taps HGS to support growth due to M&A activity and new commercial banking offerings
35 employees
150% increase in support
In-/out-sourced solution at Kingston and Portmore locationsBusiness challenge
With a Jamaica hub of business operations in Portmore, the mission was to share resources and best practices with HGS’s Kingston location for an insourcing-outsourcing solution of inbound and outbound customer care. The location’s physical proximity allows for a naturally well aligned working relationship between the bank’s client care center and HGS. The client’s location is the site of HGS agent training for ideal brand alignment and symmetry of objectives.
The solution
Scale Staff, Services to Accommodate Growth
How we do it
This client partner has opened new horizons with a license for commercial banking. With this expansion, the bank has raised the bar for HGS, to support even more products and services. HGS is prepared to help. At the start of the partnership, HGS had 14 employees staffed. To align with this client partner’s growth, HGS now provides a team of 35 agents. HGS consistently remains positioned to match needs of this dynamic client by meeting CSAT metrics and demonstrating the capacity to grow with the client, with strong domain experience in the region.
Business result
Today, the HGS team is comprised of both inbound as well as outbound agents.
The team currently operates Monday to Sunday from 8:00am to 12:00 am. As per HGS’s mission statement, the company is prepared with the innovation and expertise to make this client more competitive.
Align with Client Culture, Inspire Customers
How we do it
This client has a reputation for their quality customer service and personal touch. In fact, outbound team members, after customers’ accounts are opened, make it a practice to call the customers personally to determine satisfaction and advise on services.
How does HGS perfect this brand ambassador role? It starts with recruitment. The client conducts interviews right along with HGS, at their site. The HGS-client team collaborates to ensure hires match the personality and culture of the client. Both the client and HGS are actively involved, as hiring decisions are 50%-50%.
Next, HGS team members are onboarded right along with client team members. The two-week, client- conducted onboarding is held at the client’s Dominica Drive location in Kingston, where the training facility is located. By law, HGS is required to complete an annual anti-money laundering and counter-financing of terrorism assessment. This is required for each member of our team to support the client. This assessment covers knowledge of the financial sector regulatory framework, financial laws, and the implications for the client and its business.
Business result
With the four-week client hiring and onboarding, HGS masters the client’s warm personal touch. Client leadership works closely with HGS to continuously train on new products.
Absenteeism
How we do it
Employee engagement is key for HGS to reduce absenteeism. Engagement now includes fun activities on the production floor and team excursions in addition to what was shared before.
Business result
Over the most recent months, our absenteeism is maintained below planned absenteeism at 8%. This is a direct result of the daily engagement activities that have taken place.
Results
150% increase in support
8%planned absenteeism
35 HGS employees, instead of the original 14,
are devoted to supporting this account
The way forward
Looking forward, horizons are bright for this partnership. The client’s expansion into commercial banking means that HGS may be called upon to reposition services to meet tomorrow’s needs.
