Why 9-5 is a thing of the past - and customer expectations are changing

  • Outsourcing
  • The Office
Why 9-5 is a thing of the past - and customer expectations are changing

The traditional nine-to-five is becoming an “antiquated relic from the past”, according to Forbes. Statutory changes will mean that, from April 2024, workers will have more power to request flexible working allowances from their employer, while the majority of firms that participated in the UK’s four-day week trial have since made the policy permanent. The pandemic has also contributed to a growing expectation for service providers be reachable outside of normal office hours.

Many senior lawyers will likely already know that the working day rarely ends at 5pm sharp, and the line between office hours and downtime is often blurred by the use of Microsoft Teams, email, company WhatsApp groups and other communication channels. But for many firms, important calls (including new business enquiries) continue to come in outside office hours – and our research has recently found that many Top 250 firms still rely on voicemail to handle them.

With generational attitudes to voicemail messages changing, and the legal landscape more competitive than ever, are answerphones, receptionists or in-house switchboards enough to ensure your customers receive an outstanding experience? Here’s why we think that 2024 should be the year that law firms rethink their switchboard solution to keep up with evolving customer needs.

When did you last leave a voicemail?

There’s a common belief that people under the age of 35 strongly dislike using voicemail, and will avoid doing so wherever possible. But it might not only be millennials who have turned their back on voicemail – our in-house research suggests that as many as 60% of people don’t leave a message if the person they’re calling doesn’t pick up the phone.


This can be a problem for law firms. Up to 6% of new business enquiries are made after-hours, and if they end with a voicemail prompt, chances are the caller will pick up the phone to a competitor instead.


This means losing out on an opportunity before you’ve even had the chance to follow it up – which is not ideal for your marketing ROI.


Voicemail doesn’t provide much data

Have you ever found yourself thinking, “This firm doesn’t get that many out-of-hours calls?”.

This is traditional thinking amongst many firms that aren’t using an external switchboard supplier to gather call data. It may sound obvious, but if calls coming in outside of regular business hours aren’t being picked up, they’re probably not being recorded either – meaning that the data is skewed towards the belief that most callers stick to the 9-5.

In a post-pandemic world, customers are more likely than ever to expect longer business hours, or even round-the-clock communication. Outsourced switchboards that pick up calls 24/7 — and capture analytics data – will be able to give you a clearer picture of who’s really calling you when you’re not able to get to the phone (as well as making sure your out-of-hours new business calls don’t go to a competitor instead).

What's the alternative?

There are increasing opportunities within organisations to employ alternative communications options, but not every call can – or should – be a webchat.

“Over the past 12 months, the availability of powerful generative AI tools, especially large language models (LLMs) that can parse and respond to unstructured text or speech, has opened new possibilities for technology in customer care”, according to McKinsey.

Before you commit to an AI solution for customer care, the same article states that “Gen Z customers are 30 to 40 percent more likely to call than millennials, and use the phone as often as baby boomers.”

This paints a more complex picture of the future. With more communications channels available than ever, many of us prefer to use quicker, less personal channels, like email, text, AI assistants or self-serve portals.

But this only holds true when we have to do something small – like pay a bill, chase up a non-urgent enquiry, or request a copy of a document. As seamless as self-service can be, most people still pick up the phone for urgent, complex, difficult or personal issues – and for the legal industry, these kinds of call are the ones that matter most.

Customer experience relies on difficult, sensitive or unusual calls being handled expertly and empathetically, and clients will almost always prefer to phone up and speak to a real person. They won’t try to deal with a difficult situation via email or webchat, and they certainly won’t feel grateful if their call is met with a dial-tone or a perfunctory voicemail message.

However, outsourcing your switchboard to a trusted supplier ensures that your firm is available around the clock. Suppliers such as ComXo provide highly-trained, empathetic and multilingual staff, dedicated to confidently handling client calls with a personal, human touch.


The 9-5 doesn't reflect your clients' lives

Does your client – or a potential new client – have an employment law dispute to discuss? If so, they may not be able to call during normal office hours, when they may be in earshot of their colleagues or their manager. It’s more likely you’ll get a call just after 6pm, or perhaps before 9am, where small windows of time become increasingly important for clients to have a resolution to their call.

Likewise, callers with family-related enquiries may be more likely to contact you on their lunch break, when they have more privacy than the evening hours. For many firms, 12-2pm can be a blind spot in terms of telephone cover – your own staff will likely be taking lunch breaks during these hours, and your cover may not be at full capacity.

As an extra consideration for the marketing teams, being able to make the most of the new business opportunities that come from your marketing spend is crucial for your ROI – so it’s vital to understand why the cover provided by an in-house switchboard might not be meeting evolving customer needs.


One-call resolution is the ideal outcome for customer service

While the service industry has often relied on being reachable beyond traditional office hours, the pandemic has led to a growing sense of expectation that all kinds of companies should be more accessible. This may mean that customers have less patience with businesses that appear to be difficult to reach.

In a world where your gym is open 24/7, packages are delivered to your home late into the evening and most large businesses have customer service coverage outside of traditional hours, client communication expectations have clearly shifted.

For law firms – and especially larger law firms – there is a standard of professionalism to maintain. If customers are paying for premium legal support, they’ll also expect outstanding client communication. Ensuring you have the resources to meet those expectations could give you a competitive advantage, as our research shows that first-call resolution significantly enhances client experience and helps build deeper, longer-lasting relationships with your clients.


Looking for a flexible switchboard solution? Here’s how ComXo can help...

ComXo are industry-leaders in transformational switchboard and business support services, committed to redefining the switchboard for law firms. With a combination of technology and great people, we help you deliver exceptional experiences more flexibly, and maintain peak productivity as you adapt to the challenges of hybrid working.

Our 24-hour switchboard service lets you filter cold calls, triage calls according to urgency, direct enquiries to the right people or department, and meet growing customer expectations in a hybrid world.

Why not talk to our team about how we can support your firm.

Written by
Harris

National Telephonist Day 2024

  • Company Culture
  • The Office
National Telephonist Day 2024

After the fun and celebrations of National Telephonists’ Day this month, Huma, Operations Manager, shares why it’s such an important date in our ComXo calendar:

Working behind the scenes to keep the business world running, is no easy feat. It’s a job which requires resilience, empathy, patience and an abundance of personality!

It would be easy to assume that the role of a switchboard operator, is to answer calls and simply connect them through. Yet this assumption isn’t entirely accurate. ComXo’s switchboard answer over 700,000 calls each year; each of these calls is handled proficiently, professionally and seamlessly.

Our operators form the most vital part of the business; they are quite simply the gatekeepers tasked with ensuring that every single call delivers a valued outcome to the caller, the client and ComXo. So, it makes sense to celebrate these individuals, for whom the most important thing is to deliver such a service.

This celebration comes in the form of National Telephonists’ Day. A day to recognise and reward telephonists, for the importance of their role. For my team and I, it allows the opportunity to show our appreciation and spoil our staff – namely through an endless supply of food and drinks!

Held annually in March, National Telephonists’ Day, coincides with the anniversary of the very first telephone call made by Alexander Graham Bell in 1876. With the first event being launched in 2014, it has since been celebrated by businesses across a wide range of sectors each year.

From breakfasts to hot drinks, raffle prizes and a charity car wash, massages and a pancake van, sweet station, games room and relaxation station, ComXo celebrations during NTD 2024 set the bar high. This was, in the words of one operator “the most superbly organised event in my 9 years working here”.

As a 24/7 business, the priority has always been to ensure our staff feel just as valued at 2am as they do at 2pm. This year as always, the office was the venue for an evening and night of food and games for those working on our out of hours teams. The low-key, less visible telephonists who diligently work in the background whilst we are tucked up asleep, can often be taken for granted. Their initiative and quick-thinking reaction on crisis escalations and high value calls, have to date, resulted in some of our greatest success stories. It’s for those very reasons, we raise our glasses and say thank you.

To all our operators, I speak on behalf of everyone when I say, you are exceptional. Your effortless handling of our switchboard calls has allowed us to be at the forefront of what we do. We are setting the standards high and paving the way for the next generation. We thank you and celebrate you, today and every day.

Huma Ghazanfar, Operations Manager

Written by
Harris

The Ultimate Guide to TUPE: What You Need To Know When Outsourcing To A UK BPO Supplier

  • Agile Working
  • Business Continuity
  • Client Experience
  • Data
  • Outsourcing
  • Productivity
  • Solution
  • The Office
The Ultimate Guide to TUPE: What You Need To Know When Outsourcing To A UK BPO Supplier

We asked specialist HR Consultants Kane HR to write our guest blog this month, covering everything you need to know about TUPE and the considerations when outsourcing.

Robert Burden, Managing Consultant dives in with an overview, the pros and cons, and some top tips for managing TUPE effectively.

TUPE stands for the Transfer of Undertaking (Protection of Employment) Regulations. Its purpose is to provide protection to employees who are transferring from one employer to another because of a business transfer or service provision change (SPC). It safeguards employee’s rights when there is a transfer of a business or service from one organisation to another and means that the grouping of employees concerned have a legal right to automatically transfer from one service provider to another on their existing terms and conditions of employment and with all their existing employment rights and liabilities intact, including their continuous service.

Under TUPE, both the current employer (“Transferor”) and receiving employer (“Transferee”) have a legal obligation to inform and consult with either elected employee representatives or a recognized trade union, if there is one present. Only in the event where there are fewer than 10 employees (and in the absence of elected representatives or a recognised trade union), should an organisation consider consulting directly with the individuals affected.
It’s important to remember that TUPE is a legal statute, therefore, even if it may seem that a business service provider can provide their services more efficiently, if the transfer falls within scope of the activities below, then TUPE is still likely to apply, and both organisations have a legal obligation to inform and consult. The following activities will indicate that TUPE is likely to apply.

  1. The activities that are currently being provided by a client are to be provided by a third-party provider. This is more commonly known as outsourcing.
  2. Activities currently provided by a contractor to a client are to be provided by a different third-party supplier to the same client, known as ‘contractor to contractor SPC’.

Options when handling TUPE
When choosing an outsourced provider, organisations are often looking for an effective and efficient solution, which can mean when TUPE applies there may be more staff currently doing the job than required if the work is to be outsourced.
In such instances, it is first important to establish which internal employees fall within the scope of the undertaking i.e. "fundamentally the same" as the activity to be carried out by the outsourced provider, it’s important to do this to prevent employees being assigned to a TUPE transfer who should not be affected.


Second is to understand your legal obligations to inform and consult regarding the transfer, it’s important to recognise that if found to have failed in fulfilling this obligation, liability could be both joint (i.e. shared between the transferee and transferor) and individual if taken to a tribunal.
Crucially, it is important to remember that any dismissal where the sole or principal reason is the transfer itself will be automatically unfair. However, there are of course practical and commercial considerations, that give options to handling structural changes during TUPE in a lawful, fair and practical way for all parties. One of these, is if the transferee envisages that there may be a potential redundancy situation by reason of economic, technical or organisational factors (ETO), and more on this is outlined further below.


In some cases, prior to TUPE it may be appropriate to offer staff members redeployment opportunities to other business areas or departments. Keep in mind that employees have a legal right to transfer, therefore, they may reject any offers.
As the current employer, there may be extenuating circumstances that result in a decision to provide individuals with an opportunity to exit from the business prior to the TUPE taking place, and generally this would form part of a settlement agreement. If considering this approach, it’s always best to seek independent employment law advice, as this wouldn’t mitigate from your obligation to inform and consult regarding the transfer.


If considering this approach, there is always the risk that the transferee could be liable for an unfair dismissal claim as they have not been privy to the agreement. In such cases, it may be an acceptable decision for all three parties (employee, transferor and transferee) that the employee does not transfer, and therefore a tripartite settlement agreement could be introduced to provide the necessary protection for all parties involved.


The commercial bits
When considering outsourcing arrangements, it's crucial to anticipate the potential impact of TUPE on the financial aspects of the agreement. One common strategy involves the inclusion of indemnification clauses in the commercial arrangement between the outsourcing organisation and the service provider.
Indemnification in the context of TUPE essentially means that the outsourcing organisation agrees to compensate the service provider for any additional costs incurred due to the transfer of employees under TUPE regulations. This can include expenses related to maintaining existing employment terms, addressing potential legal challenges, and handling administrative complexities associated with the transfer.


While the necessity of such indemnification clauses may not be immediately apparent, seasoned service providers recognise them as an essential aspect of risk management. They provide a safety net for service providers, ensuring that unexpected costs arising from TUPE do not become a financial burden that jeopardises the viability of the outsourcing arrangement.
It's important for both parties to engage in open and transparent discussions during the negotiation phase of the outsourcing agreement. Clearly defining the scope and limits of indemnification clauses, as well as detailing the specific scenarios under which indemnification would apply, lays the foundation for a successful and sustainable outsourcing relationship.


Redundancy situations?
We have covered that dismissal of an employee for the sole or principal reason of TUPE is unfair. However, certain circumstances may arise where the new service provider needs to make changes that could result in redundancies. This is where ETO reasons come into play. These changes are generally outlined within the measures of the new service provider, as part of the initial TUPE consultation process. Depending on what is agreed with the current employer, redundancy consultations could commence prior to the transfer taking place, with the view that redundancies are effective from the first day of an individual’s employment with the new service provider. Alternatively, the service provider may transfer employees, and then proceed with redundancy consultations afterwards.


ETO reasons refer to economic, technical, or organisational factors that entail changes in the workforce. These factors may necessitate alterations to the employment structure for the continued viability of the service that’s being provided. Here's a breakdown of each:


Economic Reasons: This involves situations where the employer faces financial challenges or restructuring to ensure the sustainability of the business. Cost-cutting measures, mergers, or market-driven changes fall under this category.
Technical Reasons: Changes in technology or the methods used to carry out work can trigger the need for workforce adjustments. This could include the introduction of new machinery or systems that render certain roles obsolete.
Organisational Reasons: Structural changes within the organisation, such as a shift in management or a restructuring of departments, might necessitate workforce realignment.
In addition to the above, it is very common for an employee’s place of work to change following a TUPE transfer. Where the change in location is significant this may also fall within scope of an ETO reason.
Where redundancy by reason of ETO could be a consideration, relevant legal advice should always be sought to ensure the correct consultation process is applied to avoid any potential unfair dismissal claims.


Positives of TUPE transfers for employees

• Preservation of terms - One of the key advantages for employees in a TUPE transfer is that their existing terms and conditions of employment are preserved.
• Job security -TUPE is designed to protect employees from losing their jobs because of a service transfer.
• Continuity of employment - TUPE ensures continuity of employment, meaning that the length of service with the current employer is usually carried over to the service provider.
• Protection against Unfair Dismissal - Employees transferred under TUPE are protected against unfair dismissal solely because of the transfer.

Negatives for employees in TUPE transfers

• Uncertainty and change - TUPE transfers often come with a degree of uncertainty and change. Employees may need to adapt to a new working environment, management style, and potentially different policies and procedures.
• Potential for redundancy - In certain situations, the service provider may identify ETO reasons that lead to redundancies.
• Integration challenges - Integration into a new culture and structure can be challenging. Employees may face difficulties adapting to new processes, procedures, and colleagues.
• Differences in employee benefits - While TUPE aims to preserve employment terms, there may be variations in benefit packages between the old and new employers.
• Limited control over the transfer - Employees have no direct control over the decision to transfer, and the process is often driven by the employers involved.

What if an employee doesn’t want to transfer?

Where there are employees who do not wish to transfer to the new service provider, they are entitled to refuse to do so. However, unless the individual can be redeployed, this would mean that their employment with the transferor comes to an end at the date of the transfer itself. Generally, the employee is not treated as having been dismissed, but having resigned. It is important to note that there are certain circumstances in which an employee could claim unfair dismissal, so it may be necessary to seek further advice if in this situation.
Although there is no specified manner in which an employee must refuse to transfer, it is sensible for the transferor to obtain the employee's refusal in writing, by way of the individual opting out of the transfer process.

Top Tips for managing TUPE effectively:

  1. Understand the situation as early as possible:
    Early awareness of an impending TUPE transfer is crucial for effective planning and communication. Understanding the scope, reasons, and potential impact allows for better decision-making and minimizes uncertainty among employees.
  2. Seek HR and Legal Advice:
    TUPE regulations are complex, and legal nuances can significantly impact the process. Seeking professional advice from HR and legal experts helps ensure compliance with UK Employment Law and provides guidance on best practice.
  3. Prepare a plan:
    A well-thought-out plan is essential for a smooth TUPE transfer. It helps anticipate challenges, allocate resources effectively, and ensures that key tasks are executed in a logical sequence.
  4. Obtain / Produce ELI (Employee Liability Information):
    Acquiring accurate and detailed information about the employees who will be transferring is crucial for planning and addressing potential issues. The ELI includes essential details about employment terms, contracts, and potential liabilities – legally this should be provided to the transferee no less than 28 days before the transfer date.
  5. Ensure you have plenty of time planned for consultations:
    Adequate time for consultations is vital for addressing employee concerns, providing information, and facilitating a smooth transition.

In summary, managing TUPE effectively requires a proactive and well-organised approach. By understanding the situation early, seeking professional advice, preparing a comprehensive plan, obtaining essential information, and allowing ample time for consultations, you can minimise the impact on employees and navigate the TUPE process with transparency and efficiency.

If you'd like to learn more about outsourcing your switchboard, connect with our team at wearehere@comxo.com.

This is for information and guidance only, please always seek professional HR and legal advice.

Written by
c_admin

Ask Andrew – Why are we all so curious about ChatGPT?

  • Agile Working
  • Client Experience
  • Productivity
  • Solution
  • The Office
  • Virtual Meetings
Ask Andrew – Why are we all so curious about ChatGPT?

ChatGPT is new. It’s AI, but in a seemingly more accessible format than the ‘artificial intelligence’ of old – think of those strange prototype robots at corporate events that weren’t really helpful at pouring drinks but were certainly talking points.

Since November when it was launched, ChatGPT has already piqued interest in every sector and whilst it has been in our consciousness for just a few months, I suspect more has been written about its potential to transform or adversely destroy our norms, than any other topic since the invention of printing in the 14th century.

The big question is how it will affect our industry. Do we need to worry about it and what should we be doing to maximise the advantages that it may present?

Chat GPT is different.  No question about that.  I tried it out as soon as it was available back in November, and I had a similar epiphany to when I experimented with the internet back in 1995: “This is a game changer”.  But disruptive tech comes with its challenges. Here’s my thoughts on the risks, and potential rewards of using ChatGPT.

What is ChatGPT?

ChatGPT is an LLM (Large Language Model, which is the term for generative tech that powers chatbots).  It’s simplicity is that it accesses data and then rationalises what appears to be insight from a culmination of data sets.  Data is interesting and on occasions enlightening but it lacks complexity and multi-dimension.  In contrast, the human brain is one of the most complex and extraordinary structures in our known universe. It uses electricity and chemicals (amongst other elements) to create conscious thought. According to google, our brain has more neuron connections than there are stars in our galaxy – sixty million or thereabouts. That surely cannot be replicated. 

And this is where the use of ChatGPT must be strategically planned and implemented.

The brain uses multiple data sources in decision making. Our left brains are logical and rational, right brains creative and emotional.  Human output and decision making is never determined just from data, no matter how rich the source. From my perspective ChatGPT is just surmised data. It is impressive in its speedy and prolific output, but don’t for a second believe it is ‘right’ - it is only reiterating data, and this is not necessarily factual.  ChatGPT is one dimensional. It is an automaton unable to triangulate data with emotion or that very human trait – feeling.  And for that reason, I cannot see it being trusted, and I’m not alone.

What does this mean for our industry?

If all is to be believed, the use of AI is growing exponentially, with benefits to productivity, efficiency, and client experience. So confident are some that this is the next tech revolution, predictions are being made that AI will raise annual global GDP by 7% (Goldman Sachs Research).

Whilst I agree that productivity and some automated processes could no doubt be enhanced in some areas, I challenge the concept that customer experience can be bettered when not using human experience, empathy and feeling.

In fact, if we take the legal industry at present, according to Reuters those in the legal profession “do not fully trust generative AI tools — and particularly the public-facing ChatGPT tool — with confidential client data.” (Reuters)

In service industries, where cases are often complex, high value or emotionally charged, can an organisation risk the loyalty and trust of their customers by putting them in the hands of artificial intelligence?

This leaves law firms in a situation where they are doubling down on client experience, and adding value at a human level, rather than risking tech in a bid to be innovative. My prediction for the future is that legal and consultancy will continue to help individuals and businesses navigate their world with the nuances and strategic insight that only experience can bring. What will likely disappear is the grunt work that they currently charge for, as AI will take over tackling document changes, policy writing and research.

At ComXo, we’re moving towards leveraging AI engines to help us analyse data patterns and enable our people to act quicker and more decisively, but we will not be replacing them.  Our industry is human at its core, and I believe its interactions will continue to be so too.

Andrew Try, Founder & Managing Director

Written by
Harris

How Data is Disrupting the Legal Industry

  • Agile Working
  • Client Experience
  • Company Culture
  • Productivity
  • The Office
How Data is Disrupting the Legal Industry

ComXo were joined by five legal tech experts from various technology providers in a virtual roundtable discussion, moderated by Andrew Lewis, Head of New Business at CTS. The discussion's aim was to examine the importance of data and analytics in the legal sector, as well as how law firms should use them to overcome sector-specific challenges and gain a competitive advantage.

Participants in this roundtable discussed data and legal analytics, law firms and new technology, client service, and the current hot topic in every industry: AI and ChatGPT.

In this roundtable, Andrew Try was accompanied by:

  • Ivan Packer, Consultant, Agilico
  • Rob Lawson, Strategic Sales Manager, Perfect Portal
  • Graham Moore, Founder & Managing Director, Katchr
  • Andy Lewis, Head of New Business, CTS
Disrutpion-in-the-legal-industry-cover

How is data disrupting the Legal Industry?

Complete your details below to download our free e-book.

Written by
Amanda

National Telephonists' Day 2023

  • Company Culture
  • The Office
National Telephonists' Day 2023

National Telephonists' Day is a celebration of people who keep the business world running behind the scenes.

Whilst we all are familiar with the frustrations of some call centres, the function they perform has become indispensable to our everyday lives. At ComXo we provide a range of services that support and enable some of the largest businesses on the planet. These huge enterprises are re-imagining their world of work driven by the cultural change experienced since the pandemic, and the underlying push to drive down corporate carbon footprints of commuting, office space and business travel.

Much of this transformation is being driven using technology, process and people to centralise, optimise and virtualise workplace services, making them self-serve, on-demand and curated. A huge part of this work is facilitated by telephonists working around the clock. Every telephone call into a business may now need:

  • Transferring to a home office
  • Coordinated desk booking and management
  • Employee wellbeing support
  • Complex escalation during incidents
  • IT or facilities help whilst on the move.

In today's world the corporate telephonist is not sitting plugged into an old-style switch-in head office, but instead integrated into Microsoft Teams, Zoom or corporate telephony and can be located anywhere in the world. They sit over existing corporate systems such as Condeco or Service Now to qualify and prioritise help desk incidents and service requests, and manage them in a way that drives outcomes in an efficient and instant manner. The world of work has become something that needs to be instantly available wherever and whenever - we require it like a utility. The experts that enable this to happen are the telephonists.

ComXo is a boutique operator in the world of workplace services and whilst we build and use the latest in technology and AI, we realise that the human interface of the telephonist is what adds real value to the daily workflows of our customers. We are more than just switchboard.

We celebrate the telephonists because they are what make our business successful and interesting. The ComXo values of the 4 P's Politeness, Professionalism, Proficiency and Personality and all human qualities that sit at the core of our culture and make us the amazing and enjoyable business we are.

On National Telephonists Day, we took the time out to treat the team to massages, a special barista drinks experience, sweet station and importantly, to share messages of thanks from clients that really show the value and impact of their work.

We thank our telephonists, celebrate them, and salute them. Happy National Telephonists Day!

Written by
Amanda

Ask Andrew: The forecast for 2023

  • Agile Working
  • Business Continuity
  • Company Culture
  • Productivity
  • The Office
Ask Andrew: The forecast for 2023

As we settle back into the office, we asked CEO Andrew Try to reflect on 2022 and talk us through predictions for the year ahead.

2022 can be best described as a discombobulation. So much of what we all considered normal was already out of kilter, and whilst this time last year I expected it to be a year of returning to norms, I think few predicted the rollercoaster of influences that affected work, personal, national and international sentiment.

As a business owner and manager, trying to forecast and predict in normal circumstances is hard and through 2022 it was harder still. However, sticking to key strategic anchors of creative, energetic people with a passion for being the best, challenging the status quo and building a better future' served us well at ComXo.

Here are my top 3 headwinds that we navigated as a business last year:

  1. Staff wellbeing

With a workforce that is fully hybrid, the business focus was to support the physical and mental health of our entire team, including those we could no longer see. ComXo is a boutique specialist delivering high service levels and market leading innovation, and for this a strong culture is required. Investment went into flexible shift patterns, "come into the office" events, wellbeing packages, parties , training and development, video team culture, resident mental health practitioners, and my weekly CEO video check in.

2. Change in workforce and workplace utilisation for clients.

As a workplace service partner to some of the largest professional service firms in the world, 2022 was uniquely challenging. The WFH (Work from Home) to WFO (Work from Office) ratio was difficult to forecast as "new normal" working practices evolved rapidly throughout the year. The spring saw the rebound from Covid and lockdown and war in Ukraine. The summer had the extra Jubilee bank holiday and 40C temperatures. In Autumn we mourned the death of the Queen, whilst numerous prime ministers came and went. Finally, Christmas was marred by strikes. How could we forecast this, and what normal would look like?

3. Inflationary forces, cost of living and the focus on value delivery.

Retaining and incentivising our dedicated and experienced teams has been essential. Searching for more value for customers as prices had to go up was, and remains, our focus. We have been helped by a tight labour market making customers look to outsource as an answer to their own staff troubles, but most importantly it's our continued effort to make ComXo a great place to work. We delivered 9 new team induction groups last year compared to an average of 5 per year, and our staff turnover is around 10% less than industry average which I'm very proud of.

This year what are my predictions?

It is impossible to second guess the macro except to say that complexity, global shock, fast moving trends and fluidity will continue to dominate. The companies that have the most flexible structures and elastic outlooks will benefit; those trying to hang on to the past will not. As the saying goes "When the big waves rain down upon you, the person who's smiling is the surfer!".

From the ComXo standpoint, creating flexible workplace and workforce environments is about the ability to "Centralise, Optimise and Virtualise". Central, virtualised services sitting on digital platforms, enabling AI and delivering data driven insight saves lots of money, increases workforce productivity and transforms client experience. As a business that thrives on managing complex challenges and streamlining them for a great result, we will continue to facilitate our customers on this journey, whatever 2023 and beyond throws at us.

Andrew Try, Founder & Managing Director

Written by
Amanda

Ask Andrew: Investing in innovation during uncertain times

  • Agile Working
  • Client Experience
  • Company Culture
  • Productivity
  • Solution
  • The Office
Ask Andrew: Investing in innovation during uncertain times

Andrew Try, Managing Director of ComXo talks about how technology can help through uncertain times.

What is the future of the workplace over the next 5 years? When so much big change is happening in the world and influences such as environment, war, economy and COVID, this is a difficult question to predict. However, there are certain companies who are pioneering people, process and technology that are sign posting where the market is heading.

Technology is an obvious enabler, however poor adoption or platforms that do not achieve traction cause huge friction in organisations and user frustrations cause productivity to drop with time and money wasted.

At ComXo a combination of software platforms, re-engineered processes and the expertise of virtual teams are combined to provide personalized business support services 24 hours a day which support technology adoption and drives productivity and return on investment.

The ComXo mantra of "centralise, optimise and virtualise" your business support services cuts costs typically by 30% and transforms client experience which drives revenue and profitability.

At the heart of these virtualised services, used by 9 of the top 20 law firms and the likes of PWC is the ComXo Gateway.

The Gateway is an client branded app available from the app store that gives a workforce access to client specific services, information and workflows available as a combination of self-serve and as a managed service.

The outcome is that any member of staff at any time can access their organisation business support services to reserve a resource, register a request, use a service or find out information. The apps are branded, personalised and self-serve, however in the event that the user cannot get something done instant access to an expert (who knows who the user is and where they are) can pick up the request and complete it for the user.

This 'Self-serve' as a managed service drives 100% outcomes and enables large complex business to deliver an on-demand culture that enhances workforce satisfaction.

The reporting that accompanies the functions allow super users access to dash-boards that return real time information on services such as space utilisation, ground transport use, help desk tickets and new business enquiries through switchboard.

The Business Services App is able to changed and adapted in real time such that new work flows or reaction to a crisis or event can be delivered into the user interface instantly making it perfect for business continuity or highly bespoke set piece occasions.

ComXo integrate into 3rd party software and API to enable easy outsourcing and virtualisation of existing services such as IT and Facilities Help Desk, Meeting Room booking, desk management, ground transport, concierge service, switchboard and business continuity management.

ComXo's Business Services Mobile App is a client branded "Super App" that combines Software as a Service capability with an on-demand 'expert layer' that enables any user to get things done without fuss or friction.

Book a demo with our consultants today.

Andrew Try, Founder & Managing Director

Written by
Amanda

Are legal chat bots ready to chat?

  • Agile Working
  • Business Continuity
  • Client Experience
  • Company Culture
  • Productivity
  • The Office
  • Virtual Meetings
Are legal chat bots ready to chat?

With talk of "post-pandemic challenges" now feeling passé , and businesses re-focusing on the longer term future, legal firms are looking to build efficiencies into sustainable hybrid work processes, and ways to further enhance and develop their client experience for competitive advantage.

The use of "lawtech" including AI and chatbots has been hyped over recent years as the solution to all problems, with chatbots in particular seen as the "quick fix, easy to scale, friendly face of Artificial Intelligence".

Some predictions have estimated that more than 85% of customer interactions will NOT include a human being in the legal sector. But we ask the question:

"Are you ready to hand over your valued customers to a client experience which is totally hands-off?"

Are legal chatbots ready to chat e-book cover

Are you ready to hand over your valued customers to a client experience which is totally hands-off?

This insight, written by conversational intelligence expert Andrew Moorhouse, takes a look at balancing the risk of losing human interaction, alongside the reward of combining better tech and processes for a highly personalised managed service.

In this insight you'll find:

  • Insights from over 10,000 conversations across sectors
  • Analysis of call volumes and qualified leads for the legal sector
  • How to balance risk and reward when introducing AI technology
Written by
Amanda

Ask Andrew: Recession, how real are the risks?

  • Business Continuity
  • Outsourcing
  • Solution
  • The Office
Ask Andrew: Recession, how real are the risks?

Recession and the risk of ongoing uncertainty is high on the list of business challenges right now. 

The last recession in 2008 saw a calamitous and sudden capitulation of capital markets; was a disaster akin to a tornado … sudden and unplanned.  The aftermath saw business cut hard and fast in reaction to it.  This time things feel more like a drought.  We know we are already in it, and we can feel the economic cogs moving slowly but with potentially devastating consequences.  

The headwinds are many: higher prices, supply problems, war, post-pandemic malaise.  Businesses however will be asking the same questions:  how do I cut costs, become more efficient, become less people dependent, how do I remain good value for my customers… how do I protect my stakeholders? How do I keep my job?

In 2008 ComXo experienced the first wave of office support outsourcing in professional services.  We saw the demand for our technologies and managed services increase, as we pivoted to meet demand for business transformation, helping to drive down costs. 

This time we expect even greater demand. 

 The combination of Brexit and the pandemic have changed so many contributing factors that this upcoming financial period is far harder to predict, with risks across a number of areas. The physical office is being used differently, hybrid work has evolved, data is more abundant and the balance in employee engagement has shifted.  The new corporate world is driven by business service personalisation, on demand access 24/7 to integrated services, insight-driven facilities management, self-service, intelligent triage, and outcome driven KPI’s.  Those that have not yet benefited from the technology dividend and business continuity benefits of support solutions, are likely to embrace it, or risk being out-manoeuvred by their competitors. 

Our professional service customers such as PWC are using ComXo outsourced business services to lead the charge of reimagined client experience, cost rationalisation and new generation business continuity.  Our legal and financial customers are following service roadmaps to do the same.  It is clear to see from our clients’ financial results that this approach works now, and for the future of a successfully functioning enterprise.

 Want to find out more? Talk to our team for insights and case studies that might help your planning.

Andrew Try, Founder & Managing Director

Written by
Andrew Try