Profile: Sam Y T Foo, Global Tele Sales
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Sam Y T Foo
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What do you do?
I lead a team of eight multi-skilled, bi-lingual customer service agents who are grouped by their skill and the dedicated markets they serve. I monitor agent performance as well as the general performance of the markets we support. If Singapore or Shanghai needs an extra effort from my team, I make sure the team is able to respond. I am also involved in the training of my team and product development.
What results are expected in your position?
As Team Leader, I am ultimately responsible for the entire team’s performance. We have specific Average Handling Time, Sales and market accessibility targets to achieve. These targets are then broken down into individual targets for each product. A General Reservations call has a separate target to that of a status or loyalty customer.
I also ensure my agent product knowledge is up to date so they are in the best possible position to deliver the standard of service we expect from them.
What has been your biggest career highlight to date?
I am very proud of the fact that I have worked my way up the ladder to my current role after starting as a customer service agent fresh out of training. However, my biggest highlight was achieving the “Employee of the Year” award in 2004 which was voted by staff and management.
What is the best and worst thing about your job?
I feel great satisfaction when I am able to help, and solve difficult cases both internally and externally. Customers are not just those on the phone – we deal with customers at all levels of the business and I am always pleased to help solve problems.
I am the type of person who wants to be constantly learning. Product developments, “big picture” briefings from senior airline management – they really interest me. I am very pleased to be learning the skills of good leadership both on the job and with formal training.
The worst part of my job is dealing with unreasonable customers. Sometimes it is as if the customer really does not want you to find a solution for them. They just want to stay angry and confrontational.
Any tips on how to get and stay ahead?
I tell my agents this everyday: “ALWAYS update yourself with the latest information”. And think ahead and be prepared. If you map out in your mind how a situation might turn out, you are ready.
How do you encourage loyalty with your staff and clients?
I believe loyalty originates from respect. And to gain respect you have to treat your staff and clients with honesty. They know I will do whatever I can to help when they need it. They always appreciate the extra effort I make.
What do you think employees want from their employer?
Employees want and need support from their employer. The other must have is honesty. Honesty comes from open communication flows and from managers behaving the way they expect the staff to behave.
Employees also need to have their achievements praised. Everyone wants to know when a job is well done. Employees are not machines and they cannot be perfect all the time. Mistakes should be highlighted with support to solve them or to help ensure they do not happen again. The support is very important.
What does your company do for its staff that you feel is different from what other companies provide?
I cannot really comment about what other companies might do as I have only worked for GTS.
As far as my experience goes, I feel fortunate to have had the opportunity to develop my skills and move into other roles. I have gone from being an agent, to Lead Agent and now to Team Leader. I have been involved in committees, helped train staff in a new office in Shanghai and represented the company at international meetings. I feel privileged to have had so many different experiences.
What are the biggest human capital issues your industry is dealing with? …and what should be done about them?
Many airlines are outsourcing their contact centres to other countries where the labour is cheaper than here. This might save money in the short term, but people lose their jobs, skills and training and development opportunities locally. Apart from the impact of people losing jobs, I worry about the long term loss of skills and lack of control over quality. The local knowledge is lost as well as brand presence and loyalty. I think companies that send their call centres overseas might come to regret this.