Please enable JS



Our Client is one of the leading credit union and credit card issuers in Canada, providing administrative services to banks and credit card systems. This Client required increased focus on performance standards and value-added work activities in their operations to increase organizational effectiveness. Services are delivered to cardholders through their network of 375 credit unions and financial institutions. The company is headquartered in Western Canada, with financial service representatives working from local call centers supported by regional sales team members covering Vancouver, Calgary and Toronto.


  • Absorbing work activity volume increases while maintaining existing cost structures.
  • Maintaining and enhancing the current levels of customer service and quality while work activity volume increases.
  • Upgrading the skills of the Front Line Managers to better manage work flow and provide support to their teams.
  • Facilitating team work while involving and engaging the employees in the change process.
  • Developing and implementing a comprehensive Management Operating System (MOS) across the country focused on best practices, and consistency in work application and management from region to region.

Assessment Findings

  • Work Time

  • Non-effective Time

  • There was an overall lack of cross-functional training and flexibility of personnel.
  • There were no back-up activities or secondary tasks once employees main tasks were completed.
  • Inadequate planning and communication methodologies to allocate and switch resources between areas.
  • Untimely workflow and backlog management in all areas causing other areas to wait.
  • Inconsistent working methods displayed by employees in the completion of their assigned tasks.
  • Excessive levels of rework caused by reactive levels of supervision and untimely management of employee work assignments.
  • Goals and objectives were not established and communicated by the Front Line Managers with their employees.
  • Front Line Managers were spending the majority of their time in their offices or in meetings, and not interacting, following-up or supporting their employees.
  • Front Line Managers were letting the work activity “follow its course”, leaving the employees to manage the process themselves, and at their own pace, which resulted in increased cost structures, and inadequate levels of quality, customer service and overall satisfaction.

PVA's Response

  • Developed and implemented training programs with all call center employees to improve product knowledge, and to improve selling skills and techniques.
  • Defined individual performance objectives and measurement criteria.
  • Balanced labor schedules to volume profiles throughout the day and week.
  • Reduced the cycle times for work activities by engaging all of the functional areas involved in the process.
  • Revised collection systems, processes, policies and procedures.
  • Installed an overtime approval program.
  • Monitored and managed the aging of accounts receivables.
  • Developed collection “scripts” for receivables personnel.
  • Improved call volume forecasting and subsequent update requirements to the forecasting models.
  • Improved planning and assigning of back-up tasks for periods of lower than predicted call volumes.
  • Implemented Front Line Manager follow-ups and assessments within pre-determined intervals throughout the day.
  • Clarified the roles and responsibilities of the management team to increase the organizations overall levels of proactive management.
  • Implemented effective problem solving techniques to focus on root cause analysis and opportunity resolution.

The Results

Hover over graphs for more information

Some significant results obtained by our Client included:

  • 30% improvement in accounts payable and accounts receivable cycle times.
  • 25% improvement in labor productivity ratios.
  • 10% reduction in bad debt loss and performance.
  • 95% attainment to CSR call handling performance.
  • 40% improvement in collection cycle times and costs.
  • 10% reduction in sales, general and administrative costs (SG&A).
  • 50% reduction in overtime costs.
  • 35% improvement in customer service and satisfaction levels.
  • 30% improvement in call center performance and customer service Key. Performance Indicators (KPI’s) such as:
    • Grade of Service (GOS)
    • Average Handle Time (AHT)
    • Average Speed of Answer (ASA)
    • Call Abandonment Levels
    • Call Waiting Levels
    • Not Ready Time (NRT)

Credit and Collection Hours

Finance Portfolio Management - Credits and Collections Hours

Cardholder Call Center Hours

Finance Cardholder Contact Centers Hours

Merchant Call Center Hours

Finance Merchant Contact Center Hours

Long Term Work Continuation

  • Client Coordinators were trained and certified during the PVA engagement.
  • A quarterly audit program of the new Management Operating System has been developed for the Coordinators.
  • PVA conducted audits over 18 months to ensure compliance to the continued utilization of the Management Operating Systems (MOS).
  • These Audits resulted in recommendations and action plans to further identify additional opportunities.

 Prev VIEW ALL Next