Transcript The Power of 10: 10 Promising Techniques to Promote Excellent

TODAY WE WILL EXCHANGE INFORMATION &
IDEAS ON:
 Promoting consistency in excellent customer
service
Motivating your team members
 Identifying incentives for a diverse group
PRESENTER:
Cheryl North-Dickerson, CIRS
Quality Assurance Manager
TRUE COLORS CARD SORT
Know yourself and others
DIRECTIONS FOR CARD SORT:
1. TURN CARDS FACE UP
2. LOOK AT THE PICTURES ON
EACH CARD
3. READ THE BACK
4. SELECT THE CARD WHICH
BEST DESCRIBES YOU
Blue
• NEED TO FEEL UNIQUE &
AUTHENTIC
• LOOK FOR MEANING &
SIGNIFICANCE IN LIFE
• NEED TO CONTRIBUTE,
ENCOURAGE & CARE
• VALUES INTEGRITY AND UNITY
IN RELATIONSHIPS
• NATURAL ROMANTIC, POET &
A NURTURER
 Decorating
 Planning recognition
events
 Writing poetry or songs
 Interviewing people to get
their feelings about a topic
or concern
 Greeter
Follow the rules and respect
authority
Strong sense of right and wrong
Need to be useful and belong
Value home family and tradition
Natural preserver, good citizen,
helpful

APPROPRIATE TASKS
FOR GOLDS
 Planner or trainer
 Monitoring, scheduling,
and evaluating progress
 Detailing a specific
function
Projects for the aging or
infirm
 Financial aspects of a
project
Green
 Lives by their own standard
 Seek knowledge &
understanding
 Need explanations & answers
 Value intelligence, insight,
integrity, & justice
 Natural non-conformist, a
visionary, problem solver
APPROPRIATE TASKS
FOR GREENS
 Special assignments with
creative purpose
 Challenging tasks – use
intellect & knowledge
 Opportunity for
independent study
 Opportunity to design new
procedures
 Opportunity to train others
innovatively
 Resource database
ORANGE
 Act on a moment’s
notice
 Consider life as a game,
here and now
 Need fun, variety,
stimulation, and
excitement
 Value skill,
resourcefulness, &
freedom
 Natural trouble-shooter,
a performer & a
competitor
APPROPRIATE TASKS
FOR ORANGES
o Demonstrations involving
cleverness & humor
o Trouble-shooting a
difficulty or problem
o Joining or starting a
recreational club
o Starting a project or
enterprise
o Crisis line
BUILDING BLOCKS
Standards
Policy
Training
Plan
Coaching
Motivating
Team Building
Recognition
Communication
Morale Boosters
OUTLINE THE
OUTLINE THE
PERFORMANCE
PERFORMANCE
STANDARD
STANDARD
TRAINING
Coaching
HAVE A
DEFINED
CUSTOMER
SERVICE
POLICY
OUTLINE THE PERFORMANCE
STANDARD
http://www.opm.gov/policy-data-oversight/performance-management/performancemanage...
http://www.businessballs.com/performance_management.htm
Organization &
Departmental
Goals
Caring for &
Developing
Employees
Managing performance requires
managers to balance caring for and
developing their people with ensuring
that departmental and organizational
goals are achieved.
http://www.businessballs.com/performance_management.htm
Performance Standards Should:




Be objective
Measurable
Realistic
Stated clearly in writing
http://www.opm.gov/policy-data-oversight/performancemanagement/performance-manage...
Quality
Employee
Performance
•
•
•
•
Accuracy
Appearance
Usefulness
Effectiveness
Cost-Effectiveness
• Money
• Personnel
• Time
http://www.opm.gov/policy-data-oversight/performancemanagement/performance-manage...
Quantity
• How much
work is
produced
Timeliness
• How quickly
the work is
produced
Group Assignment- Setting the Standard





Join another color group
Develop a customer service standard
Use the information from the previous slides
Assign a recorder and a reporter
Prepare to report back momentarily
Training Builds Staff and Customer Satisfaction
Basic Introductory
Training
Ongoing Training
Coaching
• Up Training
• New System Training
• Advanced
Communication
Training
• Specialty Training
BASIC
TRAINING
 GENERALLY LASTS 2 TO 6 WEEKS
 ENCOMPASSES SEVERAL TOPICS
 TEACHES NEW AGENTS ABOUT THE
ORGANIZATION
 POLICIES AND PROCEDURES
 SYSTEM TRAINING
 COMMUNICATION SKILLS
© 2007 DMG Consulting LLC
TRAINING ALSO INCLUDES
KNOWLEDGE OF QUALITY
ASSURANCE CRITERIA AND
PERFORMANCE MANAGEMENT
AND EVALUATIONS
© 2007 DMG Consulting LLC
ONGOING TRAINING
 UP-TRAINING: NEW PROCESSES,
CHANGES, INITIATIVES
 NEW SYSTEM TRAINING: EXPLAINS THE
NEW SYSTEM, HANDS ON INSTRUCTION
 ADVANCED COMMUNICATION:
TRAINING AGENTS ON IMPROVING
CUSTOMER SATISFACTION
 SPECIALTY TRAINING: IMPROVING
SPECIFIC SKILL SETS
COACHING
INSTRUCTIVE
SUPPORTIVE
MOTIVATING
COLLABORATIVE
“Coaching is about specifics, not generalities –
specific behaviors, specific causes, and specific
actions. It takes self-awareness and ownership for
leaders to accept and respond to coaching.” ~ Dr.
Rick Brocato~
COACHING BUILDING
BLOCKS
Monitor & track
improvements
Provide
consistent &
timely feedback
& reinforcement
Communicate
with the agent
Create an action
plan
Diagnose
underlying
performance
opportunities
© 2007 DMG Consulting LLC
COACHING SHOULD NOT BE
CONFRONTATIONAL OR ADMONISHING
COACHING BEST PRACTICES
PRIVATE
SETTING
ESTABLISH
INCREMENTAL
GOALS
END ON A
POSITIVE
NOTE
BEGIN ON A
POSITIVE
NOTE
ENCOURAGE
OPEN
DIALOGUE
FOLLOW UP
FOCUS ON
SPECIFIC
EXAMPLES
PROVIDE
EXAMPLES OF
OPTIONS FOR
IMPROVEMENTS
PROVIDE
INFORMAL
SUPPORT
BETWEEN
SESSIONS
© 2007 DMG Consulting LLC
A CUSTOMER SERVICE POLICY SPELLS
OUT
• A BUSINESS’S HIGH STANDARDS OF
CUSTOMER CARE.
• SETS BENCHMARKS FOR TEAM
MEMBERS
• OUTLINES WHICH BEHAVIORS
EMPLOYEES SHOULD EMPLOY
WHEN WORKING WITH AND
INTERACTING WITH CUSTOMERS.
CUSTOMER SERVICE POLICIES CAN ENCOMPASS:
 POLICIES FOR THE TELEPHONE
 POLICIES FOR PLACING CALLS ON HOLD
 POLICIES FOR TRANSFERRING CALLERS
 POLICIES FOR HANDLING CALLERS WITH
LIMITED OR NO ENGLISH SPEAKING SKILLS
 POLICIES FOR TTY CALLS
 GUIDELINES FOR VOICE MAIL (INTERNAL
VOICE MAIL, GREETING, MESSAGES, ETC.)
 POLICIES FOR WRITTEN COMMUNICATION
 POLICIES FOR ELECTRONIC MAIL ( OUT OF
OFFICE MESSAGES, CONFIDENTIAL MESSAGES,
WEB-BASED INQUIRIES, ETC.)
BUILDING BLOCKS
5-7
Communication
Team Building
Motivating
COMMUNICATION
 We all have different communication styles.
 There is no one communication style that is
right or wrong.
 Communication styles have a great deal to
do with one’s personality
 Typically are complementary to each
person’s personality.
What’s Your Style?
 Go to the part of the room where your
communication style is posted.
 In your group assign a recorder and a
reporter.
 Answer the questions from the
handout.
We will report out momentarily.
 We all have our own communication styles that
are often different and unique in some way.
 There is no right or wrong communication style
Understanding and appreciating these differences
can make you a better communicator
 Understanding differences can help improve
relationships with others.
Some employees get great satisfaction from their
work.
 Some employees view work as a burden and
simply work to survive.
Question: Who is
responsible for
motivating your team?
Members or Managers?
It is not a manager’s job to motivate their
agents. It is however a leader’s
responsibility to create an environment in
which agents can be self-motivated.
Positive
Work
Environment
Promotes
Positive
Thinking
Energetic &
Fun
Emphasizes
Team Work
Develops
Employees
for Maximum
Success
Theory X Assumes:
Theory Y Assumes:
 Employees are naturally
unmotivated
 Employees avoid responsibility
and need to be redirected
 Employees need to be
supervised at every step, with
controls put in place
 Employees need to be enticed
to produce results; otherwise
they have no ambition or
incentive to work




Employees are happy to work
Employees are self-motivated
Employees are creative
Workers take responsibility
and are motivated to fulfill the
goals they are given
 Employees seek and accept
responsibility and do not need
much direction
 Employees consider work as a
natural part of life and solve
work problems imaginatively
Objective: To roll the marble from the
starting point of its journey, through
tubing, and into its final destination –
the bucket, in the fastest time possible,
without dropping it. The marble
represents your customer.
BUILDING
BLOCKS 8-10
PLAN
RECOGNITION
MORALE
BOOSTERS
• Consider the final outcome
• Use incremental incentives
• Make incentives visible
• Consider status power
• Focus on goal commitment
• Make competition part of your program
• Establish rules of conduct
• Create multiple program levels
• Use non-financial measures
• Leverage risk
 A positive work environment
 Creative employee recognition programs
 Solid training and ongoing employee
development
 A career path for your employees
 One on one coaching
 Theme contests
 Casual dress days
 “Time off” programs
 Team spirit
 Appropriate job title
TEAM
FUN!!
S – STRENGTHS
W – WEAKNESSES
O – OPPORTUNITIES
T – THREATS
1.PAIR UP WITH ANOTHER
PERSON THAT HAS A
DIFFERENT CARD COLOR.
2.TAKE A PIECE OF NEWSPRINT
AND CREATE A SWOT
ANALYSIS FOR EITHER OF
YOUR CALL CENTERS.
1. Amazon
2. United Services Automobile Association
3. Lowes
4. Trader Joes
5. Marriott
6. Home Depot
7. Barnes & Noble
8. Marshalls
9. Sam’s Club
10. Costco
www.money.usnews.com
1. Being hard to reach
2. Failing to say “sorry”
3. Being placed on hold
4. Not responding to requests quickly
5. Automation
6. Bouncing them around
7. Selling faulty products
8. Ignoring complaints
9. Making it hard to return
10. Nickel & diming them
 Presenter: Cheryl North-Dickerson
 Garber 50 Communications, Activities,
Icebreakers and Exercises
 http://www.etonline.com
 http://www.communicoltd.com
 www.businessballs.com
 http://www.incentivemag.com
 http://www.opm.gov/policy-dataoversight/
 [email protected]
 DMG Consulting LLC