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Best Practices:
Quality Management on the
Customer Experience
03.01. 2017
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Agenda
Best Practices:
Quality Management on the Customer Experience
1. Strategy
2. Leadership
3. Change Management
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3 perspectives
Peter Drucker,“The Founder of Modern [Business] Management”
How can your call center
think more like Google?
Liam, Ethan, and Adam’s Coverage Spectrum
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Presenters
Liam Anderson, Quality Management Consultant
• 20+ Years in Consulting on Business
Process Improvement
• 100+ ZOOM Customer Programs
• Examples: Bank National Paribas,
British Telecom, Olympus, Rostelecom
• MBA, Lean 6 Sigma Green Belt
Adam B. BloomVP of Marketing
• 20+ Years in Software—Spanning CRM,
Customer Experience, Marketing Ops,
Cloud, Java, & Big Data Analytics
• Variety Contact Center Consulting Gigs
• Siebel Systems, Oracle, Venture Capital
Backed Startups, Unica (IBM)
• Founded: Web-based Training Company
(CSAT and Loyalty), Big Data Security
Ethan BryantManager of US Training and Consulting
• 15+ Years in Contact Center
• 100+ ZOOM Customer Programs
• Examples: Paypal, Dell, Comcast, Delta
Airlines
• Ran Workforce Management Globally at
Microsoft—Forecasts, Schedules,
Costs, Satisfaction
• 10 years at ZOOM competitors
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Perspective 1
Liam Anderson, Quality Management Consultant, ZOOM International
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What is Quality?
“Quality in a product or
service is not what the
supplier puts in. It is what
the customer gets out and is
willing to pay for.”
– Peter Drucker
“Fitness for use.”
– Joseph M Juran
“Value to some person.”
– Gerald M. Weinberg
“The degree to which a set
of inherent characteristics
fulfills requirements.”
– ISO 9001 standard
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Musicians in Sicily & the 3 Cs!
• Compliance – Is what we are doing legal?
• CSAT – Will what we do satisfy the customer?
• Cost – Is this the fastest / cheapest way to do it. Do we really need to spend more
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Strategy
• Competitive Advantage: Why Contact
Centers have to get into Omnichannel
• 2 models of QM
• Reality checks
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Strategy: Competitive Advantage & Omnichannel"Strategy is about making choices, trade-offs; it's about deliberately choosing to be different.“ – Michael Porter
• Many business sell more or less the same product – what makes them different is the service.
• E-mail and chat volumes are growing while voice is falling.
• We need to look at the customer’s experience from start to finish.
• Omnichannel is about evaluating that series of interactions, the customer journey:
• Is this series of interactions, and every interaction in it, legal?
• Does this series of interactions meet customer requirements?
• Is this the fastest /cheapest way to do it?
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“Policing” Model
• “Evaluate 2 interactions per agent per week”
• Long term focus, maintains discipline, agents learn how to get and maintain high scores
• Doesn’t make/save money, it doesn’t drive change/improvement
“Problem Solving” Model
• “Evaluate calls where FCR not
achieved to identify root
causes”
• Short term project focus,
designed to identify/validate
root causes of problems
• Can make/save money, drives
change/improvement
Strategy: 2 QM Models for Omnichannel
“So companies have to be very schizophrenic. On one hand, they have to maintain continuity of strategy. But they also have to be good at continuously improving.”
– Michael Porter
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Strategy: Reality Checks!
“Truth in philosophy means that concept and external reality correspond” - Georg Wilhelm Friedrich Hegel
• Calibrate your Quality Standards against the outside world
• Check with legal/compliance to see if you are within the law
• Do post call/chat/e-mail surveys – the forms will be different, but the numbers should correlate
• Marketing research including NPS etc. – what is really important to your customers?
• Get an outsider to review your processes – are you doing something unnecessary? Are you collecting data that is not needed?
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Leadership• The key principle
• Evaluation forms
• Feedback
• Participation
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“Without me, you are nothing! Without you, I am nothing!”
Captain Vostrikov – From the film “K19 - The Widowmaker”
Leadership: The Key Principle
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Leadership: Evaluation Forms
“Let's not be afraid to speak the common sense truth: you can't have high standards without good discipline.” - William Hague
• The evaluation form is not just a standards document – it’s a communication tool
• Feedback is based on the evaluation form – a bad form means:
• Incorrect data collected & poor decision making
• Ridiculous feedback & loss of credibility with the agents
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Negative language
EG: “You forgot to ask the customer for the order when he said it was cheaper than he expected”• Concentrates on mistakes,
Oriented to the past• Removes choice & opportunity• Blames the listener
Positive language
EG: “Next time, ask the customer for the order when he says it is cheaper than he expected.”• Concentrates on getting it right,
next time• Gives opportunities for
improvement & growth• Encourages the listener• Thank the agent for his work!
Leadership: Feedback & Positive language
“The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.” - Max de Pree
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Leadership: Participation“Tell me and I forget. Teach me and I remember. Involve me and I learn.” - Benjamin Franklin
• How to involve more people in Quality Management
• Self evaluation: Get agents to evaluate themselves – then calibrate against their supervisor’s evaluation of the same interaction
• Calibrations: Let supervisors choose interactions to be calibrated – based on good ones, bad ones or ones that are difficult to evaluate. Why not include agents as well?
• Problem solving: Involve agents in process analysis – they know what’s REALLY going on!
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Change Management• How people react to change
• Why change projects fail
• Why communication is the key
• Selling the change
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Change Management: Fear & Grief
• Elizabeth Kubler-Ross compared reactions to change with the 5 stages people go through when someone close to them dies
• Denial – “This can’t be happening” – “There’s been a mistake”
• Anger – “It’s not fair!” – “It’s not right!” – “It’s not ethical!”
• Bargaining – “If I do X, do we really have to go through all this?”
• Depression – “This will be the end of the world! We’re doomed!”
• Acceptance – “OK – looks like we’re stuck with it, let’s see how we can live with it.”
• How many times have you seen this behavior?
“Change management is a systematic approach to dealing with change both from the
perspective of an organization and the individual” – SearchCIO/Techtarget Website
For the individual, change management is managing fear!
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Change Management: Why Change Projects Fail
“The Hard Side of Change Management” – Harvard Business Review, written by Sirkin, Keenan & Jackson, change projects fail for 4 reasons:
1. Duration: Companies try do it too fast & don’t monitor the project regularly (Steering committee meetings at least every 2 weeks)
2. Integrity: The best people are not always put on the project team
3. Commitment: if senior management do not show massive commitment to the project, no one else will be committed to its success.
4. Effort: Change projects require a lot of extra work. If an employee’s workload increases by more than 10%, the extra work will probably not get done
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Change Management: The Importance of Communications
The “5 Ws” from the “Managing Change” Pocketbook, Neil Russell-Jones
• Who should be told? (e.g. All contact center staff)
• When should they be told? (Should they all be told at the same time? How do we stop leaks?)
• What should they be told? The message must be clear and consistent.
• Where should the message be delivered? (Face to face is much better than e-mails – which can cause a LOT of resentment)
• Who should control the communications process? (It should be the most senior manager, consulting HR, operations etc.)
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Change Management: Communicating Change by Selling ItThe act of selling is a form of change management – so why not use sales techniques?:
• The “Hook” – briefly present the problem and the solution
• The “Needs analysis” – allow questions, note them but don’t answer immediately. This can and should include any rumours.
• The “Product presentation” – present the change and its benefits in detail –use this time to answer the questions in the needs analysis – including the rumour.
• Objection handling – ask for and answer further questions
• The “Close” – present the next steps clearly, secure acceptance, if not agreement
You will need to do this many times!
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Key Takeaways
• Service quality is the way to define and maintain the difference between you and the competition.
• True Omnichannel will give your organization a competitive advantage.
• Leadership is a relationship – you need your staff as much as they need you.
• Your evaluation form is your most important leadership tool.
• Positive feedback & thanking your staff will get you better results
• Change management is managing fear – your staff have good reasons to be frightened. They need your reassurance and support.
If we do all this, we can stay out of trouble and make customers happy for a reasonable cost.
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Perspective 2
Ethan Bryant, Manager of US Training and Consulting
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What is Workforce Management?
Essentially, it is the art of placing the right
people, with right skills, in the place, at the
right time.
What is the relationship between Quality
Management and Workforce Management?
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How has Workforce Management Changed?
• Inbound Telephony
• Outbound Telephony
• Chat
• Back Office
• Projects
• Etc.
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Strategy, Leadership,
and Execution
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Strategy: Showing an ROI in the Short Term
• Break Optimization
• Real Time Adherence
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Leadership: Real Time Adherence Pitfalls and Suggestions
• Rolling out Functionality in Stages
• Getting Buy-In from Supervisors
• How to Develop an Adherence % Metric
• Sally the Super Star and the Slippery Slope
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Perspective 3
Adam Bloom, VP Marketing, ZOOM International
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ZOOM provides WFO Software.
We are an Industry Leader.
We have an 82%* Net Promoter Score.
*93.2% of the time we Score an 8, 9, or 10.
That’s 1677.6 out of 1800 Surveys.
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Change Management
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ChangeManagement
#1?
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SurvivalStimuli
Social Status
Ambiguity
Control
Trust
Fairness
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Change Management: 3 Fs
Freeze
Fight
Flight
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Leadership
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Leadership: Behaviors
HBR: The Most Important Leadership Competencies, According to Leaders Around the World
67% = #1 Answer
“Taken together, these attributes are about creating a safe and trusting environment.”
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Leadership: Portfolios and Risk
65
15
5
45
25
0
10
20
30
40
50
60
0 10 20 30 40 50 60
Valu
e
Cost
Y - Value
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Leadership: Decision Making
• Accurate Data
• Sufficient Data
• Individual Bias
• Group Bias
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Strategy
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Think Like Google
How can
your
contact
center…
…think
more like
Google?
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Strategy: Think Like Google
Buyers
Information Broker
Customers
Viewers
Sellers
Suppliers
Advertisers
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Strategy: Think Like Google
Someone with a
Problem
Someone with a Solution
Information Broker
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Strategy: Think Like Google
Here are my keyword
inputs.
These keywords
represent my needs.
Here are your outputs.
These results represent solutions.
Information Broker
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AB: Strategy: Think Like Google
243M Unique Visitors
Per Month (U.S.)
https://www.comscore.com/Insights/Rankings/comScore-Ranks-the-Top-50-US-Digital-Media-Properties-for-February-2016
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AB: Strategy: Think Like Google
60+ Billion Searches
Per Month
http://searchengineland.com/google-now-handles-2-999-trillion-searches-per-year-250247
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AB: Strategy: Think Like Google
60+ Billion Needs & Solutions
Per Month
http://searchengineland.com/google-now-handles-2-999-trillion-searches-per-year-250247
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Strategy: Think Like Google
60+ Billion Segment Data Points
Per Month
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Strategy: Think Like Google
Optimizing this is Quite Profitable
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Strategy: Think Like Google
Like Google, Your Contact Center
is an Information Broker
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AB: Strategy: Think Like Google
Your Unique Visitors’ calls, IVRs, emails, and chats are searches with needs, solutions…and…segment data points.
Your contact center is asearch engine powered by people, process, and technology.
Optimizing Your Contact Center is Quite Profitable.
Strategic use of WFO helps a lot.
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Contact Centers Being Quite Profitable
The 5 Disciplines of Customer Experience Leaders (2015)
“Companies that excel in customer experience
grow revenues 4%-8% above their market.”
“Promoters have a lifetime value
that can reach 6 to 14 times that of detractors.”