Case Study – Insurance Company
The client’s objective was to streamline operations by closing all high street branches and centralising the workload within a single contact centre, all while optimising the contact centre’s efficiency to minimise the need for workforce expansion.
Modus RP played a critical role in the transformation process by providing a comprehensive capacity plan that encompassed all 40 branches and their respective capacities. Leveraging this plan, strategic decisions were made to determine the optimal sequence and order of branch closures. Additionally, the capacity plan considered the existing state of the contact centre and identified the necessary adjustments and enhancements required to effectively handle the anticipated increase in demand. This valuable information was then shared with the project teams, enabling them to develop tailored plans to optimise systems and processes, ensuring adherence to the desired efficiency levels. Ultimately, these initiatives paved the way for a smooth transition as customer demand gradually shifted away from the branches and towards the centralised contact centre.
Modus RP not only conducted capacity modelling but also played a vital role in shaping the Resource Planning structure to effectively support the upcoming changes. By leveraging our expertise, we provided comprehensive support in designing the Resource Planning framework, establishing efficient processes, and developing an implementation plan. This ensured that the Resource Planning team was well-prepared for the transformative journey ahead. Specifically, our assistance encompassed the creation of a recruitment plan to acquire the necessary talent, the implementation of scheduling solutions to optimise resource allocation, and the development of real-time processes to enhance operational agility. By providing robust support in these areas, Modus RP empowered the Resource Planning team to seamlessly adapt to the organisational changes and effectively navigate the evolving demands of the centralised contact centre model.
The strategic transition of customer demand from the high street branches to the centralised contact centre was executed successfully, resulting in minimal disruptions for customers. Remarkably, this achievement was accomplished while keeping the increase in headcount at the contact centre to a mere 27%. This outcome demonstrates the effectiveness of the meticulously planned and executed strategies, optimised processes, and resource allocation techniques implemented throughout the transformation. By minimising customer impact and controlling headcount growth, Swinton insurance not only achieved a seamless transition but also realised significant cost savings.