What changed when teams worked to their preferences.

• The situation. A global software provider supporting thousands of small and medium-sized accounting practices needed 42 more technical advisers for the end of the tax year, and gave the work to an outsourced contact centre.
• What they did. The contact centre mapped the top performers in the role at the client and benchmarked every candidate against that map during selection.
• What changed. One of the 42 left during induction. The other 41 stayed until the contract ended nine months later. The client then filled 28 internal posts straight from the contact centre’s team.

The contact centre won the contract because it could show its client how it would attract, engage, develop and keep the right people.

• The situation. Three sites, in London, Brighton and Nottingham, with teams dedicated to each client. New starters had to absorb the client’s culture, products and sales process quickly, and experienced agents needed to keep performing consistently.
• What they did. They selected against a map of each client’s top performers. Internal sales trainers learned to read the maps and rewrote the training to fit the preferences of the people in the room.
• What changed. In the trainer’s own words, 55% of new starters exceeded their sales target within four days. New agents held a 9.5% conversion rate and beat their first-month premium income target by £17,485, up 27%. On the Orange outbound campaign all three sites beat target, and Nottingham, whose trainer had used the maps, kept improving while the other two peaked and then fell back.

This is the closest early match to what Sariio does now. The sales process stayed the same. The coaching changed to fit the people.

• Where. Five major outsourced client campaigns at Sitel UK.
• What changed. Annual attrition fell by an average of more than 10%, and team leaders and campaign managers coached more effectively because they understood what each person in their team needed.

“Since implementing Saviio in five of our major outsourced clients’ campaigns we have managed to reduce the annual attrition rate by an average of over 10%, equivalent to an annual saving in excess of six figures. I have also noticed that our team leaders and campaign managers have created a “buzz about the place” by better understanding the needs of their teams and being able to coach them accordingly.”

Director, Corporate Development, Sitel

The saving came from people staying. The difference on the floor came from team leaders coaching each person in a way that suited them.

• The situation. Rising fuel costs and price-led online booking meant the airline needed crew who were motivated to sell and who kept to strict safety procedures without exception.
• What they did. They mapped top performers in the role, used that map to select, interview and recruit, and rewrote the language and behaviour guidelines for cabin crew.
• What changed. In-flight sales rose by an average of 17%. Crew said they were more motivated to sell and liked the new guidelines. Better retention saved about £100,000 against an investment of about £50,000 over six months, and the airline committed to using the maps for every role.

Selling and safety looked like a recruitment paradox. Mapping the people who already did both well showed what to select and coach for.