Webhelp UK staff send Christmas cheer to Rainbow Trust Children’s Charity

Webhelp UK are pleased to have pledged a £1,000 donation to national charity the Rainbow Trust Children's Charity.

 

 

 

 

As one of the UK’s fastest growing contact centre business, Every Christmas we donate £1,000 to a charity that makes a real difference to people’s lives.

Having opened an online Christmas charity nomination site, we allow our teams to vote for the charity of their choice.

“The Webhelp UK donation will go directly towards supporting our work with families, providing them with both practical and emotional support when they need it most.” - Kimberly Butterfield, Corporate Partnerships Manager at the Rainbow Trust

CEO David Turner comments: “For the past five years, rather than sending corporate Christmas cards to clients, we’ve pledged the funds to a number of great causes, chosen each year by our employees.

“Over a third of those who took part nominated the Rainbow Trust Children’s Charity, which supports families who have a child with a life threatening or terminal illness. It’s an extremely worthy cause and I’m really pleased that we’re able to support them in this way.”

Kimberly Butterfield, Corporate Partnerships Manager at the Rainbow Trust said that “We are absolutely delighted to have been chosen by the Webhelp UK staff to benefit from such a generous £1,000 donation.

“Nobody can prepare themselves for the news that their child is facing a life threatening or terminal illness; at Rainbow Trust we recognise the impact this news has on the entire family. Through our eight teams of Family Support Workers we aim to maintain a sense of normality for the family, ensuring support is provided not only to the sick child, but also to anxious parents, grandparents and worried brothers and sisters.

“Our vision is that every family who has a child with a life threatening or terminal illness should have access to a Rainbow carer whenever they need one. We are currently supporting around 1,000 families a year but demand for our services is constantly growing."

Butterfield concluded, “the Webhelp UK donation will go directly towards supporting our work with families, providing them with both practical and emotional support when they need it most.”

 


Christmas boost for Rothesay contact centre

Rothesay contact centre handles customer service engagement for stationery firm Office Depot's Viking brand.

 

 

 

 

The team at one of Bute’s biggest employers have been given the perfect Christmas present with news of a three-year extension to a major contract.

As Scotland’s biggest contact centre company, we have been re-appointed by Office Depot to handle all of their customer service engagement for the Viking brand.

The contract will continue to be operated out of the firm’s contact centres in Rothesay and Dearne Valley in south Yorkshire contact centres.

The company recently employed its six thousandth team member, as it continues to expand across the UK. Earlier this year the company opened additional sites in Derby and Glasgow.

Andy Doig, chief operating officer at Webhelp UK, said: “Webhelp UK’s re-appointment by Office Depot is a huge testament to the hard work and excellent service our people in Rothesay and Dearne Valley have been delivering daily for Office Depot.

“Importantly the quality and professionalism of the staff in the two centres we have working on this account is of the highest standard and the centres have performed outstandingly since Office Depot first appointed us.

“We look forward to that level of service and delivery continuing as we go forward.”

Press

The Buteman


How to discover talent that will exceed expectations

To deliver great customer experience you need people who will surpass your expectations.

Lynda Beattie, Senior Recruitment Professional

 

As senior recruitment professional my task is to hire talent who will help Webhelp UK deliver outstanding customer experiences. For all kinds of businesses the critical question is, how do you spot the talent that can do it?

Look for passion

Start by looking for candidates who are passionate about what they do, that doesn’t need to be about a particular aspect of their skill set, but also about their genuine passion for life and work.

Secondly, look specifically for people who “get” your business. For us, that’s not as easy as it sounds, because, and I mean this is in a very positive way, most people will admit that they have never worked in such a demanding, challenging workplace like this before.

"Look for people who "get" your business."

This is an incredibly innovative, fast moving, exciting business to be in, but it’s not for everybody. The right people will instinctively know that we are definitely not the usual run of the mill business.  We attract a tremendous amount of applications from candidates who have worked in sectors and industries that dovetail perfectly into our business, for example, those with a background in consultancy, retail, contact centres, FMCG, hospitality and financial services.

We’re a young company, we’re a growing company, and we need to attract the right people, we want people who intuitively know how they can use their skills, experience and expertise to help drive the business forward.

Find people who intrigue you

"When I meet a candidate who educates me... I certainly won't be letting go of them."

Experience has taught me that when a candidate starts to talk to me about the business in detail, and I don’t mean whatever information they’ve sourced from the internet, that’s when I can see that person has definitely gone the extra mile to find out about our business.  I love it when I get to meet someone who starts to talk to me about specifics, when I get that shared experience of enthusiasm and interest, that’s when it gets exciting for me.

When I meet a candidate who educates me, who isn’t just aware of who our clients are and what campaigns we are running, when it’s clear that they are actually beginning to show a real understanding of the business, what it looks like for the future, what it looks like in terms of growth, that’s when I know this person is a live one, and as a recruitment manager, I certainly won’t be letting go of them.

Discover the people who stand out

"Being adaptable to change is another skill crucial to success in a customer experience business."

The main attribute that I see differentiating the maybe’s from the must haves is an instinctive ability to be innovative. The right candidate must also be able to present as pro-active and possess the ability to be mentally agile, to be confident and not shy away from anything.

Being adaptable to change is another skill crucial to success in a customer experience business, along with being resilient. People need to be tenacious as they are challenged, often!

Candidates with passion, who intrigue you, and have the ability to innovate and change are the ones who will make you think differently and drive your business forward.


Less is more: light regulation is better for business

A reduction in red tape can give businesses the freedom they need to grow.

David Turner, Chief Executive Officer

 

 

The Scottish Government has continually underlined the importance it is placing on the soon to be introduced Better Regulation Bill.

Let’s hope it really does take the hassle out business regulation – the complexities of which are, I’m sure, stifling Scottish business growth.

The time that businesses take to negotiate red tape is time that they could be out making a sale. Ultimately, sales create growth, wealth and, in turn, the opportunity to increase employment.

Safeguards should be protective rather than stifling

The public sector procurement processes should be designed to facilitate growth. Of course, it must also have safeguards that ensure public funds are properly distributed. But these safeguards should be protective rather than stifling.

Regulation is a key part of competitiveness and so the Scottish Government needs to continue to work with businesses to ensure the Better Regulation Bill achieves what it sets out to.

The public sector needs to offer more transparency in demonstrating how it is helping business – and the processes for accessing help have to be made simpler.

Help is there. In order to access it, companies need to work with the public sector and build a mutual understanding of how each other’s organisation works. I’d encourage business leaders to knock on the door and then if you’re not listened to – knock the door down.

High growth companies...understand their customer

Companies should be taking more responsibility for their own growth. High-growth companies have one thing in common – they understand their customer.

A lesson we have learned is that all the clues for where a business needs to go are not purely at board level. We have more than 6,000 staff interacting with customers daily – that’s where your real intelligence comes from.

Alongside understanding the customer, growth companies will have the flexibility to adapt and evolve their model to deliver what the customer wants.

The four pillars of reducing cost, increasing revenue, building advocacy and improving the customer experience is the key to growth. Although you can compete on price, you must also compete on value.

 

 

 


Delivering exceptional service performance

In tough economic conditions, delivering exceptional service performance is key to business success.

Andy Doig, Chief Operating Officer

 

 

Exceptional performance doesn’t happen by accident – it takes clear thinking, careful planning, and exacting execution. For me, there are four key areas to focus on:

1. Orientate towards strategic business outcomes

2. Engage hearts and minds

3. Create the right behaviours

4. Provide great leadership

Let’s examine each point in more detail.

1. Orientate towards strategic business outcomes

Many organisations bombard their service operation with a wide range of measures that often have no real relation to the strategic goals they are trying to achieve. Planning for exceptional performance in customer management needs to start with a clear vision of how the operation contributes to the delivery of strategic business outcomes from the customer viewpoint. This can then be developed into a suite of relevant service metrics.

To ensure goals are aligned throughout the service operation they need to be cascaded down to team and individual performance level. This will require careful consideration of how business information is shared.

2. Engage hearts and minds

At Webhelp UK we strongly believe that great performance is closely linked to great people engagement.

Engaging people is complex. Our experience tells us that people only become fully engaged when they understand why their contribution is important. This can then encourage them to perform at consistently high levels.

So it is essential to engage the ‘hearts and minds’ of your organisation with the success defined in key service metrics.

In practice this means thinking through how best to communicate the strategic business outcomes in a way that is relevant to every individual and the creation of a joined-up employee journey – starting with pre-recruitment and continuing through initial training, academies and delivering the service – that consistently supports people alignment and commitment to core service goals.

3. Create the right behaviours

Exceptional performance cannot be simply mandated or instructed if it is to be sustainable. Instead, service personnel need to actively ‘self-manage’ their delivery of great customer outcomes at each and every interaction.

...there should be a continual focus on creating, promoting and reinforcing the right behaviours..

On an organisational level there should be a continual focus on creating, promoting and reinforcing the right behaviours that deliver key success factors.

This requires consideration of the types of behaviour that will direct the operation towards the desired outcomes. For example, if customer resolution is key, it will be important to encourage the behaviours of taking responsibility and ownership.

The right behaviours needs to be reinforced and encouraged throughout training and ongoing coaching, and supported by consistent reward and recognition structures.

4. Provide great leadership

Exceptional performance needs to be driven behaviour and that means having exceptional leadership in place. High performance can be achieved by investing very heavily in supporting your front-line management.

While ‘managing by metrics’ is important at the organisational level, at the front-line level it is vital for management time and energy to be concentrated on coaching the right behaviours and skills that will deliver the required results.

Exceptional service performance is vital to business success

It is no coincidence that we have placed the development of effective performance coaching skills at the centre of our Management University programme.

Exceptional service performance is vital to business success, especially in the current challenging economic climate. By focusing on business outcomes, engaging hearts and minds, encouraging the right behaviour and providing great leadership businesses can set their operations on the right path to improved performance.