The document summarizes a presentation given by Marc Robinson of Sitel on their Work at Home solutions. Sitel is a global leader in customer experience solutions with over 75,000 employees across 70 countries. Robinson discussed Sitel's Work at Home program which has over 4,800 agents working remotely. He provided case studies of Work at Home programs for companies in industries like insurance, cable TV, and technology. Robinson also covered topics like the benefits of Work at Home, best practices for recruitment and training of remote agents, and the infrastructure and security of Sitel's virtual Work at Home environment.

1. Sitel Australia
Seminar Series
“Australia &
Work At Home
Solutions”
19 & 20 Oct 2016

2. Sitel and Work At Home Solutions
In October 2016 Sitel Australia held a seminar
series on the Work at Home revolution taking
place around the globe.
This presentation is a summary of his
presentation slides.
Our guest speaker was
Marc Robinson, the Sitel
global leader for Virtual
Desktop Integration.

3. - 3 - sitel.comExperience shared.
Sitel at a Glance
A global leader in omnichannel customer experience solutions
…complete package of
customer care services…
…delivered across all
world regions…
…focused on reducing
customer effort…
…serving a highly
diverse client base
United States 29
Canada 2
Mexico 1
Panama 3
Colombia 2
Brazil 3
Nicaragua 2
Netherlands 2
United Kingdom 7
Denmark 5
Germany 11
Spain 10
Portugal 3
Serbia 1
France 4
Morocco 3
Poland 1
Bulgaria 2
India 5
Philippines 13
New Zealand 1
Founded
1985
Countries
70
Locations
146
Revenues
*
Contacts
daily
2.1m
Languages
48
Employees
75,000
Source: Global F&F R2: Nov 2015, *R1: Feb 2015

4. - 4 - sitel.comExperience shared.
Work @ Home Case Studies:
 Global Insurance Provider
 Travel and Leisure
 Cable TV
 High Technology OEM

5. Experience shared. - 5 -
Experience
shared.
Work@Home Solutions: High-technology (OEM)
Global diversified electronic manufacturer that provides a
wide range of products and services in four business
domains: digital, electronic devices, infrastructure systems,
and home appliances.
Business opportunity
 Deploy a pilot to help client validate whether their business
could be handled in an at-home setting while still delivering a
level of support requiring a lab environment
How we helped
 Launched Work@Home utilising assessed and prequalified
agents
 Implemented dedicated chat SME group to simulate a virtual
“lab” environment
 Aligned agents to call arrival patterns for maximum efficiency +
created a “burst capability” for real time needs
Experience delivered
 Made a positive impact on client KPI’s and improved
overall concern in a high-touch environment
 39-second improvement in AHT
 5.13% increase in resolve rates
 Higher overall CSAT score
 13% increase in consent rate
13%
M2 M3M1
%Consent Rate

6. Experience shared. - 6 -
Experience
shared.
Work@Home Solutions: CableTV
One of the world's leading providers of digital television
entertainment services, delivering a premium video
experience for more than 32 million customers in the U.S.
and Latin America.
Business opportunity
 Accommodate peaks and valleys (client’s volume spiked heavily
in the mornings and again later in the day)
 Align staffing in center to split shifts and part-time schedules to
meet call arrival patterns
How we helped
 Aligned call volumes with client forecasts
 Successfully “burst” hours and staffing for seasonal spikes
during NFL season
Experience delivered
 Top 3 out of 12 in sales and upgrades
 #2 Site out of 12 for ACE in FY‘12
 Added three additional lines of business
 Reduced the call transfer rate by 50%
4.5%
M2 M3M1
%Conversion Rate (Call/Upsell)

7. Experience shared. - 7 -
Experience
shared.
Work@Home Solutions: Global Health Care: Insurance Provider
Household name in the Healthcare, Medical Insurance enrollment space. Low
off-peak volume with aggressive headcount requirements for 5 months of the
year.
Business opportunity
 Provide a low level of non-seasonal support in order to maintain product
expertise
 Scale at peak season to support cyclical volume events
 Create a real time burst mechanism to support “just in time” volume event
How we helped
 Yr 1. piloted 50 agents to prove the model
 Yr 3 providing 300-500 FTE support capacity
 Largest scaling region providing the highest number of seasonal support agents;
bests solution for client needs
 Ability to ebb and flow support more fluidly, improves TCO
 Fast reaction burst capability, providing a safety net when unexpected volume
materializes (20-30% )
Experience delivered
 Average 45 day speed to proficiency verses physical sites
at 60-90 days
 Reduced production attrition
 Reduced Production absenteeism
 Quality assurances scores improved

8. Experience shared. - 8 -
Experience
shared.
Work@Home Solutions: Travel & Leisure
M2 M3M1
26
Handle Time (secs)
One of the largest and most successful lodging companies in
the world representing more than 490,000 rooms, in the
United States, 30+ countries, and territories: providing
travelers with a range of high-quality, high-value lodging.
The Objectives
• Client required a partner that could provide:
 Additional support during peak travel season
 As well as the desire to pilot a Work@Home
solution for seasonal support
The Solution
• Sitel embarked on a pilot of 35 W@H agents
• Agents were hired and trained virtually, providing access
to “the best of the best v. the best of the available”
• Provide a blended offering both captive in center and
have a contingent @Home
The Results
• Moved from pilot to “steady state” with growth to 4X
• 4% increase in Sales Conversion
• 26 second improvement in AHT
• 5.9% increase in revenue per call
• 5% reduction in attrition
• Flexibility; Ramp-up during peak and move agents during off
peak to different programs
• Moved 100% of support to W@H in 2014 (336 agents)

9. - 9 - sitel.comExperience shared.
Work @ Home
 Total Cost of Ownership
 W@H Readiness Checklist

10. Experience shared. - 10 -
Total Cost of Ownership
TCO considerations can
be thought about in
terms of the size and
scope of the outcomes
desired, and the level
of engagement with
partners.

11. Experience shared. - 11 -
W@H & Total Cost of Ownership
Key Attributes & Typical Cost/Savings Categories
• Agent cost for labor, attrition, & absenteeism
• Facilities/CAPEX
• Under performing operations/sales/shrinkage
• Sub-optimized processes including operations, hiring & training
• Admin/clerical environment vs. production-based
• Technology investment and management
• Investments (contact strategy) misaligned to return
• Client customer retention / satisfaction
• Bonus/Penalty plans not achieving desired results

12. Experience shared. - 12 -
W@H Readiness Checklist
Is there a distinct service capability that a virtual
workforce can offer?
Is there a quality need or issue that greater agent
maturity addresses?
Is there a demographic or skills need that bricks and
mortar can’t meet?
Has the client outgrown their current labor market?
Is there a call volume, load factor, or arrival pattern to
solve?
Is there an emergency response or contingency need
to address?
Is there a productivity problem to solve?
Is there a domestic pricing situation to mitigate?
escalations, high end support, customer relations
offshore backlash, historic CSAT concerns, stressed
customer base
languages, location of customers, jurisdiction
requirements
recruiting challenges, chronic understaffing
peaks/valleys, staffing swings, seasonality, overflow
business continuity, public health contingency, hot
site needs
depressed efficiency, weak occupancy,
absenteeism/attrition
cost inflation, lack of offshore alternative,
competitive pressure
R
R
R
R
R
R
R
R

13. - 13 - sitel.comExperience shared.
Australian Conditions.
Work At Home Ready.
 Size of Work At Home in Australia
 Adoption Factors in Australia
 Demographics
 Infrastructure
 Employee Benefits
 Security

14. Experience shared. - 14 -
What is Australia’s W@H population size?
Australia is expected
to increase its share
of global outsourced
home agent
deployments to
nearly 3% by the
end of 2017
Australia is viewed
as having many
commonalities with
US economic and
work culture, and to
date appears to be
viewed favorably
among home-agent
vendors looking for
regional expansion
*Source: Ovum
2015 Total Market
~ $3.8B/Annum 165K Seats
According to Ovum* the
USA dominates, but
growth is forecast into
other geographies
including Australia, Canada
and the UK.

15. Experience shared. - 15 -
What is impacting the Australian
adoption of Work at Home?
• Work at Home has the ability to uncover new sources of high
skilled labour (across ‘Australian sized’ geographies)
• Staff can be scaled very quickly to meet demand spikes such as
seasonal, just in time, crisis, and ‘follow the sun’ operations
• Labour Cost Reductions can be obtained onshore as the labour
pool net is significantly expanded.
• Business Continuity is enhanced through geographically
distributed agents and IT infrastructure
• Key Cost metrics improve under Work at Home including removal
of ‘brick and mortar’ costs, lower attrition and rehire costs,
shorter training times resulting in lower ramp costs.
• Access to technology solutions that deliver highly secure work at
home outcomes.

16. Experience shared. - 16 -
Industry Verticals Doing W@H
Industrial Automation &
Process Control
Travel & Hospitality
Consumer Technologies
Information & Communication
Healthcare
Banking/Fin Svcs/Ins
Electronics & Security
Minerals & Mining
Chemicals, Materials
& Food
Automotive Transportation & Logistics
Energy & Power Systems
Measurement & Instrumentation

17. Experience shared. - 17 -
Experience
shared.
Benefit Sitel Model Contractor Model Benefactor
Employee Skill Level   All
Language and Cultural Issues   All
Flexibility  All
High Employee Motivation  All
Reduced Cost per Contact   Customer & Sitel
Higher Sales Close Rate   All
Reduced Attrition / Churn   Sitel & Customer
Quality / Productivity   Sitel & Customer
Management Control  Sitel & Customer
Improved Work Flow   All
Improved Customer Satisfaction  All
On-Demand Operational Capabilities   All
Increased Dollars/Order   Customer & Agent
Increased Brand Loyalty  All
Improved Performance  All
Access to Larger Labor Pools   All
Targeted and Specialized Recruiting   Customer & Sitel
DR Enhancement for Operation   Customer
Why Australia is ready for work at home.

18. - 18 - sitel.comExperience shared.
Sitel and Work Home Solutions.
 Sitel’s Work at Home Footprint
 Industries that fit Work At Home
 Processes and Lines of Business that fit Work At Home
 The Development of Work at Home
 People, process and technology

19. Experience shared. - 19 -
Sitel Work@Home Solutions™ Summary
4,800+
Agents
Opened in
2008
City
Photo
Languages
Supported
• English
• Spanish
• German
• + more
Industries
Supported
• 34 States
• Canada
• Germany
• Nicaragua
• UK EOY
• Food & Beverage
• Technology
• Satellite Internet
• Retail & E-
Commerce
• Insurance
• Travel &
Transportation
• Media &
Entertainment
About W@H Services Workforce
• Unlimited capacity
• Average tenure: +2 yrs
• Managers tenure: +5 yrs
• Secure and Secure Plus platforms
• Tethered/Untethered Centre of Excellence
• Sales
• Membership
• Customer Care
• Complaint management
• Technical Support
• Retention/Saves/Upsell
• Emergency Service
• Highly skilled mature agents
• Full-time, part-time, flexible
• Talent capture specific to client industry
• Steady-state/Seasonal/Holiday carry
• Virtual/remote training & video
conferencing

20. Experience shared. - 20 -
What industries tend to fit work at home?
Sitel W@H by Industry
Source: Everest 2016
Global Sitel

21. Experience shared. - 21 -
What processes tend to fit work at home?
Source: Everest 2016
Global Sitel
Sitel W@H by Process

22. Experience shared. - 22 -
The development of work at home
Evolving into
Work at Home
Telecommuter
Hub &
Spoke
TETHER
ED
VPN
DaaS /
PaaS
Fully
Virtual
UNTETHE
RED
- Diverse
W@H
offering
- Online
recruiting
- Centralize
d Mgmt
- Cloud
solutions
- Global
labor pool
- VoIP
Softphone
-Dispersed
mgmt.
staff
-MFA
-Owned
assets
-Ring
Fencing
-Centralized
IT
-VDI
-Virt
Recruiting
Maturity ---→
Time----→

23. Experience shared. - 23 -
Take full advantage of unique skill
sets, a flexible labor forces, and
talent while optimizing existing
challenges
People:
High-quality,
Experienced,
Mature
Process:
Virtualized
Performance
Driven
Technology:
Automation &
Improved
Efficiency
W@H best practice based ,
servicing some of the world’s
largest brands, expounding on
Sitel’s Global Operating System
With home based employees on two
continents, we leverage strong secure
virtualization technology to take on
global technology challenges
W@H Transforms Customer Care
• Maturity, 34-36 yrs
vs. early 20’s
• Get ‘your’
Customers Serving
Customers
• Faster speed to
proficiency
• Increased reliability
& dependability
• No boundaries:
onshore, nearshore,
offshore
• Global support
structure
• Time zone
diversification;
business continuity
• Fully PCI compliant
• VDI Encapsulation
• Dedicated
Infrastructure
• Thin Client & BYOC
solutions
• Various scalability
models
• FT, PT, Flex models
• Better alignment of
agents to volumes
• Unmatched burst
capacity

24. - 24 - sitel.comExperience shared.
Australian Conditions.
Recruitment and Training:
 Get access to superior talent
 Recruit in the virtual online environment
 Faster, more effective virtual training

25. Experience shared. - 26 -
Requirements
Notification
Application
Screening and
Review
Voice
Audition
Job
Preview
Testing &
Evaluation
Interview &
Background
Checks
Virtual Hiring Process
Offer
Follow-up
and Analysis On-Boarding
Process
• Automated, integrated platform
• Operations complete final
interview
• Assessment tools
• Customized position profiles
Follow-up with Learning Team
on Progress during Training
Conduct 45-Day Review
with Learning Team and Associates
Conduct 90-Day review
with Associates, Operations and Learning Team
Employment Data Captured Recruitment
Team
Applicant Communication

26. Experience shared. - 27 -
Designing W@H Training Delivery
W@H Virtual
Training
Delivery
Product Focused
• Product line (SKU) changes and
updates
• Virtual engagement monitoring
dashboard
Optimisation
• Reduced training times
• Decreased training costs
• Lower handle time
• Increased customer satisfaction
Continuous Improvement
• Alignment to quality requirements
and challenges based on customer
feedback and call reviews
Quality
• Alignment to quality requirements
and challenges based on customer
feedback and call reviews
Delivering training in a work at home virtual environment can be more effective
than face to face training if the virtual environment is harnessed effectively

27. Experience shared. - 28 -
Changing Agent Behaviour
• A cross-cultural, multi-generational
labor force
• Adaptive learning ecosystems
• Rely more on metacognitive
approaches
User
Console
• Behavioral psychology and retrieval based practices
• Teach employees to be more aware of how they learn
• Informal peer networks will help the
intergenerational transfer of knowledge
• Agile and immersive learning will enable the
simultaneous improvement of employee skills
• Gamification integrates senses beyond sight and
sound to further learning experience and memory
• Adapt training to learning styles of the workforce to
close generational gaps
• Micro-learning, daily, in short bite-sized bursts
solidifies learning
Synchronous, Asynchronous, Gamification

28. - 29 - sitel.comExperience shared.
Australian Conditions.
Infrastructure and Security
 Faster, more effective virtual training
 Data endorsed lower security risks

29. Experience shared. - 30 -
Infrastructure Overview
The technology used for our Work@Home solution consists of:
Virtual Desktop
Infrastructure
Standardized
HDW & SFW
Multi Channel
Support
Security &
Validation
PCI Compliant
Architecture
Multi-factor
User Validation
Sitel W@H SolutionsTM
Infrastructure
• Support @Home agents via video, live chat, and
telephone 24x7
• PCI compliant enabling us to handle sensitive
information safely and securely
• Security solutions virtually eliminating the
possibility of fraud
• Network (Spectrum, Big Brother, Watchdog, Visual
Uptime Select, ping plotter)

30. Experience shared. - 31 -
W@H Operational Delivery
•Escalation (chat, email, phone, blogs, etc.)
•Virtual Coaching
•Performance (GOS, CMS, Online Mgmt)
•Monitoring (voice, data, WFM, network)
•Distance based learning
•IT Support
Tools & Processes
Creating a centre of excellence
approach that drives operational
aspects.
Centre of Excellence

31. Experience shared. - 32 -
Protective & Proactive Security Measures for
Work at Home
• Predict future requirements and complying
with those requirements today
• Satisfy compliance requirements (e.g., ISO,
PCI-DSS, and HIPPA)
• Ensure PCI standards applied to protect
Credit Card details
• Make implementing a proactive risk
management program easy
• Generate investment in core PCI solutions
to enable leveraging Policies & Processes,
Network Mgmt tools, Logging & File
Integrity checking, etc.
• Use anti-fraud operational best practices
every day and make them part of the
contact centre DNA

32. - 33 - sitel.comExperience shared.
5th Quadrant Research.
What is happening in the contact
centre industry that impact Work At
Home Solutions?

33. 34
Customer Experience is defined as the internal response of an individual to their interactions with an
organisation's communications, products, channels, technologies, processes, people and environments. Internal
response includes the thoughts, feelings, senses, physical reactions and emotions of the experience.
As a result of a Customer Experience the person will have a level of engagement which
is a physiological state. As a result customers will display positive future behaviours
including propensities to: recommend, purchase, or renew.
CUSTOMER EXPERIENCE DEFINED

34. 35
Q3. What are the main factors which have driven the customer experience initiatives
and strategy in your organisation?
Base: All respondents that have or plan to have a CX strategy n=208
Organisations recognise that improving CX through better products and operational
efficiency will drive customer retention and business growth, and alleviate
competitive pressures
DRIVERS OF CUSTOMER EXPERIENCE INITIATIVES AND
STRATEGY
Source: Fifth Quadrant CX Strategy Report
76%
57% 56%
48%
44%
39%
IMPROVING THE CUSTOMER
EXPERIENCE
DESIRE FOR BUSINESS
GROWTH
INCREASING CUSTOMER
RETENTION
IMPROVING OPERATIONAL
EFFICIENCY
COMPETITIVE PRESSURES REDUCING OPERATING COSTS
81%
B2B
91%
FIN.SER
88%
COMMS
64%
FIN. SER
57%
B2B
50%
FIN. SER

35. 36
Q13. To what extent do you agree or disagree with each of the following statements:
Please use a scale of 1-5 where 1 is “Strongly Disagree”, 2 is “Somewhat Disagree”, 3 is
“Neither Disagree nor Agree”, 4 is “Somewhat Agree” and 5 is “Strongly Agree”?
Base: All respondents that have or plan to have a CX strategy n=208
% AGREE
86%
83%
79%
78%
72%
71%
68%
65%
65%
63%
48%
Customer Expectations of experience continue to increase
Demand for personalised and customised experiences will continue to grow
Physical and Digital channels are becoming more integrated
Employee experience is as important as CX (if not more so)
Customer journey mapping will remain a key tool to optimising the CX
Customer Experience design will gain traction
Competition for CX talent will grow
Your competition is investing in CX
The physical web (e.g. smart clothing, sensors, tags) will continue to expand
The role of emotions in CX will become clearer
Organisations must design mobile first and mobile only customer journeys
POOR EMPLOYEE
ENGAGEMENT
INCREASES
ATTRITION AND
ABSENTEEISM,
COSTING THE
BUSINESS MORE
As customer expectations for personalisation increases, there is a need to design experiences
for the customer that can be delivered seamlessly through physical and digital channels.
CUSTOMER EXPERIENCE TRENDS
Source: Fifth Quadrant CX Strategy Report

36. 37
Channel Investment In Next 12 Months
INVESTMENT IN ONLINE, MOBILE AND VOICE CHANNELS
INCREASE
Online Mobile Voice Correspondence Face-to-face
83%
Increase
62%
Increase
57%
Increase
34%
Increase
18%
Increase
Source: Fifth Quadrant Omni-Channel Strategy Report

37. 38
AUSTRALIAN CONTACT CENTRE INDUSTRY
Australia (AUD) 2012 2013 2014 2015
2016
(Estimated)
Number of companies operating a
contact centre
2,006 2,013 2,026 2,037 2,048
Total number of seats in Australia 214,035 214,060 213,120 213,759 213,546
Growth rate (seats) -0.4% 0.01% -0.4% 0.3% -0.1%
 The Contact Centre Industry has remained relatively static in size over recent years
 Market size has remained relatively static as a result of organisational budget restrictions,
an expectation to do more with less and increased usage of self-service channels
 The industry is not expected to grow or decline significantly in the next 2-3 years
 Across Australia, 50% of organisations run single centres, with the remaining half running
multiple sites, including 24% with three or more centres
Source: Fifth Quadrant Contact Centre Benchmarking Report

38. 39
INHOUSE VERSUS OUTSOURCED CONTACT CENTRES
33%
14%
24%
38%
29%
14%
19%
10%
10%
14%
10%
5%
10%
33%
Finance & Banking
Utilities
Information Technology
Telecommunications
Retail/Wholesale
Insurance
Government, Education & Healthcare
Transport & Freight
Manufacturing
Professional & Business Services
Hospitality
Tourism & Entertainment
Media
Other
CONTACT CENTRE OPERATING MODEL
INDUSTRIES SERVED BY OUTSOURCED CONTACT CENTRES
Agent Type
Wider A/NZ Contact
Centre Industry
In-house (captive) contact
centre
81%
Mixture of in-house
(captive) and third party
provider/outsourced
contact centres
8%
Third party
provider/outsourced
contact centre
11%
Source: Fifth Quadrant Contact Centre Benchmarking Report

39. 40
9%
9%
7%
4%
16%
9%
4%
7%
7%
7%
9%
4%
11%
7%
9%
2%
2%
9%
4%
11%
7%
4%
4%
7%
9%
13%
4%
24%
22%
22%
22%
20%
20%
20%
16%
16%
13%
Budgetary constraints/ Expectation to do more with less
Upgrade existing technology
Change management
Improving customer satisfaction
Difficulty in recruiting staff
Inadequate headcount to effectively meet business
requirements
Training/Agent development
Improving First Contact Resolution
Improving productivity/efficiency
Better utilisation of current technology
Rank 1 Rank 2 Rank 3
TOP 10 CONTACT CENTRE CHALLENGES
TOP 3 MOST SIGNIFICANT CHALLENGES
Budget constraints (24%) is the
biggest challenge closely
followed by upgrading existing
technology (22%), change
management (22%) and
improving customer
satisfaction (22%). This has
changed from previous years
with training and agent
development (30%) being the
biggest challenge in 2013.
Source: Fifth Quadrant Contact Centre Benchmarking Report

40. 41
FLEXIBLE WORK ARRANGEMENTS
PROPORTION OF CONTACT CENTRES ALLOWING
HOME-BASED AGENTS
PROPORTION OF CONTACT CENTRES ALLOWING
REMOTE AGENTS
8%
20% 20%
2013
AU/NZ (n=110)
2014
AU/NZ (n=45)
2015
(est.)
8%
11% 11%
2013
AU/NZ (n=110)
2014
AU/NZ (n=45)
2015
(est.)
Home based agents and remote agents have increased this year and is expected
to increase over the next 12 months
Source: Fifth Quadrant Contact Centre Benchmarking Report