contact centre workshop for social housing 2014 martin jukes mpathy plus

Contact Centre WorkshopFor Social Housing

2014

Martin JukesMpathy Plus

Welcome

Programme10:00 Welcome and Introduction, 10:10 Transforming to lead in empathy, whg11.10 Break11.25 Speed Networking 11.45 Project solving workshops12.30 Lunch13.15 Feedback from workshops & discussions13.45 Customer Service Training – what is it and why do it14.45 Break15.00 Setting up a Contact Centre in 30 minutes15:40 Question Time16:00 Close

#mpathyworkshop

follow Mpathy Plus @mpathyplus

Transforming to lead in empathy

Who are whg?

Walsall Housing Group Stock transfer in 2003 19,000 units House one fifth of the boroughs population Listen to our customers, culture of customer

involvement.

What was it like in 2012?

What was it like in 2012?

Why did you want to change?

• Extended hours for Asset Management• New Town Office• External environment• Commercial vision• Continued development of Customer Contact Centre• Supporting Digital services• Other service offerings

Where did you start?

Identify options and appraise each for:• Implications of change• Structure• Support• Cost• Benefits

Options

M - F Sat Comments

1 9 – 5 n/a Does not meet future requirements

2 24 x 7 24 x 7 Insufficient demand – high cost

3 8am – 6pm n/a Does not meet Asset Management requirements

4 8am – 8pm n/a Does not meet Asset Management requirements

5 8am – 8pm 8am – 1pm Preferred option

6 8am – 10pm n/a Low demand after 8pm

7 8am – 10pm 8am – 1pm Low demand after 8pm

What were the major changes?

1. Clear direction and vision 2. Greater customer focus3. People changes4. Relocation

What else?

Recognition of the need to change

Great support from HRSalary benchmarkingConsultationRing fencing for alternative roles in whg

Planning how to migrate from then to now

What else?

What were the things that worried you the most?

How did your team react to the uncertainty of change?

How did you involve them?

How many staff did you recruit and how did you do it?

Requirement Current Gap in shifts Total Resource Requirement

Gap in resource (for recruitment)

21.4 FTE (791 hours)Working a shift pattern as calculated to include•12 X Full Time•7 x 25hr Part Time•1 x 15hr Part TimeNOTE: This is a shift pattern not a Colleague plan. More staff than shifts are required to cover absence, training etc.

Total = 10.7 FTE (396 hours)•9 x Full Time•1 x 18.5hr Part time•1 x 20hr Part time•1 x 25 hr Part time

Nil. Cover required for all shift patterns

Suggested split as follows:•11 x Full time•4 x Part time 18.5 hrs•11 x Part time 25 hrs•1 x Part time 20hrs•1 x Part time 15 hrs

•10.7 FTE•2 x Full time•3 x Part time (18.5 hrs or possibly 1 FT + 1x 18.5)•10 x Part time 25 hours•1 x Part time 15 hrs

What were the outcomes of the change?

• First week was difficult• Increase in call volumes • New Team Leader texted resignation• Awaiting new starters

• Call handling performance improved very quickly• Team leaders started leading instead of answering calls• Focus on getting it right• More hours at reduced cost

How call patterns have changed

2013 2014

How did you measure performance?

• Traditional measures

• Call recording quality monitoring

• Customer Experience Audit

What is a Customer Experience Audit?

• An independent assessment of the empathy shown towards customers• Presented from a customers perspective• Detailed analysis of transactions – 47 measures• Independently validated by Oxford Brookes University*• Correlated against profit across 28 companies*• Template for excellence

• Absolute measure• Cross industry benchmark

Sections of Analysis

COMMON VALUES

HANDLING THE

TASK

DEVELOPING THE

RELATIONSHIP

Overall SUB-

CONSCIOUSIMPRESSION

Overall SUB-

CONSCIOUSIMPRESSION

Overall CONSCIOUSIMPRESSION

Overall CONSCIOUSIMPRESSION

WRAP UP

FACTS AND

FEELINGS

PROMOTION

•Mail Order•Utilities•Retail•Manufacturing•Telecommunications•Legal•Public Sector•Travel•Distribution•Outsourcing•Hospitality•Entertainment•Information•Charities

How did it go?

Whg Empathy Rating

How you make us ‘Feel’

What did you do after the audit?

What were the key areas?

Focus on customer and meeting their needs Fill gaps and silences Follow call recipe Develop consistency

What did the second audit show?

whg Empathy Rating

How you make us ‘Feel’

whg Versus Competitors Part 2

Where is whg’s prime focus?

%

Me 67%Their computer system 3%

The product (phone, etc) 0%The sale 0%The account 0%

Their procedures 30%Themselves 0%Other 0%

MeTheir computer system

The product (phone, etc)The saleThe account

Their proceduresThemselvesOther

2013

2014

0%0%

0%0%

55%

5%10%30%

2013

Generally we (customers) feel most treated as? A very special person 0%A friend 3%

An individual person 38%A customer 46%A number 0%A 'sale' 0%

As one of the crowd 13%An object 0%A child 0%An irritation 0%

A very special person 3%A friend 8%

An individual person 69%A customer 20%A number 0%A 'sale' 0%

As one of the crowd 0%An object 0%A child 0%An irritation 0%

2013

2014

What else did you do?

New office

And finally

What was the biggest challenge?

What are you most proud of?

Thanks for listening

Any Questions?

Speed Networking

NetworkingSome suggestions

• Who are you, where do you work and what do you do?

• What is the biggest challenge you are facing at work?

• How do you know how well you are performing?

• How is your Contact Centre changing

Workshop Activities

• Group discussions exploring problem/issues/experience/solutions

• Work with other organisations – share ideas/learnings

• Feedback after lunch – 5 minutes per table (lunch at 12.30)

www.mpathyplus.co.uk

Welcome Back

www.mpathyplus.co.uk

Group exercises - feedback

1. Webchat launch

2.Food poisoning

3. Facebook hysteria

4. Network failure

5. Customer Complaints/Increasing demand

WelcomeCustomer Service Training – what it is and why we need it

Neville Beardsmore

4th December 2014

Can you name these celebrities?

A question.....

What is Customer Service?

How many letter F’s below?

FINISHED FILES ARE THE RE-SULT OF YEARS OF SCIENTIF-IC STUDY COMBINED WITH THEEXPERIENCE OF MANY YEARS.

Perceptions

How many legs does this elephant have?

Perceptions – an old favourite

Which line is the longest?

Standard of service

Remember this one?

Treat your customer as you would like to be treated yourself

Dissatisfied customers

For every 1 complaint you receive:

• 19 others had the same experience

• Each tell 10 other people on average

• Therefore 200 people have heard about the poor service

• Area population: 500,000 people• Potential customers: 3,000• You already have 300 customers• You receive 5 complaints in your first month

1. How many dissatisfied customers do you actually have?2. How many people do they tell?3. How long until you lose all of your potential customer

base and go out of business?

Losing your customers

What do we know about your customers?

They have 3 common concerns:

1. You won’t understand their problem2. You won’t / can’t help them3. As a result, they will need to assert

themselves and take control

90% of what your customer thinks of you is formed in the first 9 seconds

90% in 9 seconds

First impressions

Building trust and confidence in 9 seconds

They have 3 common concerns:

1. You won’t understand them2. You won’t / can’t help them3. As a result, they will need to assert

themselves and take control

1.Positive opening

2.Identify the issue

3.Resolve the issue

4.Check Customer Satisfaction

5.Complimentary Close

The Customer Service Recipe

Why are these people so watchable?

The secret: Consistency

“You get what’s on the packet every single time”

You’ve been a wonderful audience

Thank you and Goodbye

Building a Contact Centre in 30 minutes

Steve Cutler

Q & A and open discussion

Closing Comments

Thank you

Feedback

Have a safe journey home