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ANZ: balancing capability with capacity
Simen Munter, who runs ANZ’s global shared services, says the bank has hubs in Australia, New Zealand, Manila and Bangalore but all the staff are ANZ employees, offshoring without outsourcing. It’s a deliberate strategy, he says. “It’s all ANZ employees serving ANZ customers,” Munter says. “There is value in having ANZ people handling ANZ activities.”
Munter says chances are someone calling from Australia will go through to the Australian call centre. Much of the stuff done in the other hubs is not customer facing; however, the hubs have specialties. The Manila hub, for example, puts in outbound calls (chasing up people, for example, who might have overlooked paying their credit card). The hubs, he says, are built around talent pools and expertise.
“Capacity is the main driver,” he says. “It’s about where we have the right specialist to handle your call. Effectively what we do is we try to service people from the easiest, closest location first and we will leverage that. It’s like you are coming to the checkout cashier and there are multiple queues – we always try to send you to the shortest queue.
“We are looking at the ability to use the talent pool in those countries because there is a lot of expertise and experience in those markets in customer service, in HR, in processing, gained through years of sourcing from other countries. We want to tap into that in a way in which we lower the cost for us whilst ensuring that we deliver better and better quality for customers.
“By leveraging people who have knowledge and experience in how to run activities more effectively, take things like payroll and accounts payable, we have 33 countries to run it for. To find someone who is experienced at running that kind of diversity is actually very difficult in Australia, whereas it’s quite easy for areas where we have hubs. That’s our pool of skillsets in running multiple locations. It’s not typically found in Australia, but it’s widespread given what’s happening in the hubs.”
This has produced massive cost savings with the hubs producing economies of scale and lower unit costs contributing to a three per cent drop in operating expenses. Operations expenses growth in Australia is running at minus 10 per cent, while volume growth has increased globally by 12 per cent. “Instead of running it as 33 different banks, we want to run as one bank with scale across 33 different markets,” he says. “Instead of having 33 different systems we have only one system; instead of 33 management teams, we have one management team. That’s the point in reducing costs – it’s partly process, it’s partly a level of salary arbitrage, although we are also servicing low cost countries like Vietnam. It’s about getting that process efficiency and using that knowledge to drive quality improvements.
“There are two golden rules: quality cannot go down and price cannot go up. We don’t believe we need to compromise on quality to get the cost benefit out when we do this right.”
He says this is part and parcel of the ANZ’s culture that seeks to position it as Australia’s major global bank. And it has improved customer service. “What we are looking to do is deliver those Asian cost structures into our delivery of low customer fees. Our capabilities here enable us to invest in customer service because the operational model is cheaper than our competitors,” he says.
In terms of jobs shifting offshore, the ANZ seeks to redeploy as much as possible, and in cases where people are retrenched, the ANZ works with the union for retraining.
http://www.insidehr.com.au/offsh ... es-a-balancing-act/ |
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一个老头 （原创分享） (2015-6-11) ahyu 
2015年跑步总结 运动渣是怎么在半年里变成跑步爱好者的… (2015-12-16) peanut 
楼主:redevil23
发表于 2015-7-6 23:46
是做什么行业的呀，大哥能不能透露下
