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Optimal Performance Symposium November 2009 Tim Montgomery - The Service Level Group. Tim has honed his expertise by working closely with and advising some of the world’s most recognized service organizations. Gallup – Why Employees Leave?

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optimal performance symposium november 2009 tim montgomery the service level group
Optimal Performance Symposium

November 2009

Tim Montgomery - The Service Level Group

slide2

Tim has honed his expertise by working closely with and advising some of the world’s most recognized service organizations

slide3

Gallup – Why Employees Leave?

Lack of MANAGEMENT support in areas such as performance and development. No faith in LEADERSHIP or vision of the company. Concern with MANAGEMENT’s treating of people.

slide4

“I do what is required of me – nothing more”

“This is a temporary position for me - just buying my time”

“The managers just don’t get it – we see what’s really happening everyday”

slide5

“This is a wonderful place to work – feel proud to be an employee”

“My focus is making the customer I’m talking with happy”“I’m part of improving customer service every day”

slide7

Adherence

Talk Time

Attitude

FCR

Sick

Bathroom Time

Hold Time

Recommendations

Wrap Time

Accuracy

slide8

Quality

    • The resulting score on the monitoring form
    • Team and group comparisons of the score
    • Number of audits completed
slide9

Productivity/Adherence

    • How much time is focused on customer work?
    • A number, goal, or range
    • Encouraging and rewarding better results
slide11

Call Volume

250,000

350 Seconds

Handle Time

265

FTEs

slide12

Call Volume

250,000

320 Seconds

Handle Time

240

FTEs

slide13

Call Volume

225,000

350 Seconds

Handle Time

235

FTEs

slide14

Call Volume

225,000

320 Seconds

Handle Time

215

FTEs

slide19

Measurement Traps

Focused on Self

Looking Backwards

FAITH in Numbers

Gaming the Metrics

Sticking TOO LongHBR Oct 2009

slide20

Internal Measures Not Connected with the Customer or Competition

Why does the customer care?

slide21

Quality

    • Was it right and do I feel comfortable?
    • Do I feel valued?
    • Did I get everything I needed?
slide22

Productivity/Adherence

    • How much time was taken from me?
    • Did I feel rushed?
    • Was someone available when I wanted?
slide23

Too Much Time Spent Analyzing the Score

More Time On the Game Film and Moving Players

slide24

Outliers from the Norm

Personal Best

Behaviors from Metrics

Coaching beyond QA

…Buy-In and Easy

Talk Time

Quality

Adherence

slide25

Measures Put In Place Because Everyone Else Does It

Understand That Size Makes Call Centers Different

slide28

Measures With Holes That Lead to Excuses

“Wishful Thinking and Denial”

…Look Beyond the 4 Walls

slide29

GATEWAY - I Built This Company, I Can Save It – Fortune Magazine

Many of these changes hurt more than just morale. They hurt business. For example, one policy put a time limit on customer-service calls; reps who spent more than 13 minutes talking to a customer didn't get their monthly bonuses. As a result, workers began doing just about anything to get customers off the phone: pretending the line wasn't working, hanging up, or often -- at great expense -- sending them new parts or computers. Not surprisingly, Gateway's customer satisfaction rates, once the best in the industry, fell below average. What's more, many customers stopped recommending Gateway to their friends and families; Gateway's referral business -- once 50% of total sales -- fell to about 30%

slide30

Comparing Apples to Watermelons and the resulting AVERAGE

Give leaders the tools to COACH the solution

slide31

79%

89%

slide32

Agent Empowerment Limited by the Numbers

Outline the Behaviors First, Then the Drivers

slide35

Quality Monitoring Becomes a Numbers Game

Connect Quality to Improvement the Entire Process

slide37

Ongoing Internal and External Process Changes,but Static Goals

Leaders That Can Coach to the Exceptions and Change

slide38

USAA - Positioning Supervisors for Success with a Call Center Curriculum (From CC Management Review)

“Many times, supervisors are promoted from within; we select the best agent to be the next supervisor. They are the leaders of your customer service staff and the “voice” of your company – but have you equipped them with more than a Stephen Covey book? Invest in the future of your company by giving new and upcoming supervisors a thorough understanding of how to run an effective and efficient call center – from communication skills to Erlang C.”

slide39

Agents Can’t Make the Connection to the Why

Educate Everything About the Driver and the Real Results

slide41

Spend a lot of Time “Cleaning-Up” After Others

Get Everyone Excited About First Contact Resolution

slide43

Reliance on After Call Coding for Front-line Feedback

Engage Them to Help Fix the Process – and Reward Them

slide46

Quality

    • Scores don’t change behaviors
    • Trends indicate opportunities
    • Goal is to improve service not manage agents
slide47

Productivity/Adherence

    • Without the reality, the planning process is flawed
    • Indicators of opportunities to coach new behaviors
    • Fluid – changes with the processes