driving improvements in quality and customer...

National Best Practice Seminar

© Professional Planning Forum 2013

Driving improvements in quality and customer experience

19th November 2013

Lancashire Cricket Club


Meet others on your table…

■ What do you want to get out of this session?

■ What are your biggest challenges when trying to drive consistent behaviour in your organisation?

This session is being videoed

■ Table conversations will not be recorded

■ Questions or comments in the whole room will be recorded, so it helps if you introduce yourself

■ If you want a remark excluded from the recording, please say this at the time

Before we start …



Driving improvements in quality and customer experience

19th November 2013

Lancashire Cricket Club


Chris Rainsforth Customer Experience and Quality Specialist Professional Planning Forum

Paul Smedley Founder and Chair Professional Planning Forum

Welcome


Sponsors and experts


■ Karl Fletcher, Freeman Grattan

Holdings

■ Bob Horton, LV= Insurance

■ Ivan Smith, Motability Operation

■ Clare McMillan, Tesco Bank

Insurance

■ Dave Conway, UKAR

■ Nicola Callan, UKAR

■ Chris Kenny, AVIOS

■ Martin Hill-Wilson,

Brainfood Consulting

■ Ian Morton, Budd UK ltd

■ Chris Hawley, DAS

■ Letty Croxton, Direct Line

Group

■ Ro Constable, EE

Table hosts


10:00 Opening keynote and case studies

10:35 Table group discussion

11:00 Break – in the Expo area

11:25 Questionnaire and group feedback

11:45 Panel Discussion – 10 Critical Factors

12:35 Next steps – moving forward

12:45 Lunch

Agenda


Chris Rainsforth

Customer Experience and Quality Specialist

Professional Planning Forum

@ppfchris

Keynote


Is it time to rethink quality?


An amazing number of organisations are participating in programmes this year to support changes in quality and customer experience. This is a growing movement for change in the industry.

■ 40 organisations at April conference workshop

■ 25 organisations took part in the September seminar hosted by Motability Operations

■ 40 organisations are undertaking the P&Q challenge in the first two cohorts

■ 10 organisations in our Quality Master Classes

■ 65 organisations in this room today

A community of best practice


The P&Q campaign Have you seen these results already?


■ The elements that make up performance and quality interact like an ecosystem

■ That means when you upgrade one element you must consider how it affects the overall ecosystem

■ A healthy ecosystem constantly adapts to new internal and external changes

■ That means we have to maintain our P&Q ecosystems as much as use them!

The ecosystem


A strategic quality framework


An operational framework

for quality assessment


■ The traditional call flow process

■ The Five Star framework

■ Risk and impact assessment

■ A competency framework

Some assessment frameworks

Different frameworks offer:-

■ Different kinds of information

■ Drive different kinds of change and improvement


Ten Critical Factors


The first 3 critical factors

Risk and Outcomes

• Distinguish compliance vs. customer satisfaction

• Understand outcomes

Customer Alignment

• Put the customer first

• Correlate quality & customer feedback

Performance

• Targeted performance improvement coaching


Call Stage Performance Standards

1. Call Opening Process

Does the advisor welcome caller with company name?

Does the advisor introduce themselves by name?

Does the advisor offer assistance?

2. Listening Skills

Does the advisor capture information the first time?

Does the advisor give verbal cues and fill the silence?

Does the advisor express willingness to help?

3. Acknowledgement & empathy skills

Does the advisor use please and thank you appropriately?

Does the advisor use the callers name in appropriate places?

Does the advisor acknowledge the caller's issue or enquiry?

Does the advisor empathise appropriately?

Does the advisor express willingness to help?

4. Verbal Communication skills

Does the advisor sound enthusiastic and engaged?

Does the diction sound clear and distinct?

Does the advisor adopt an appropriate tone and pace?

5. Questioning skills

Does the advisor clarify the issue(s)?

Does the advisor guide the caller appropriately?

Does the advisor control the call flow and pace?

5. Skills in offering solutions

Does the advisor present the solution clearly and confidently?

Is the solution appropriate to the caller's need?

Does the advisor educate the caller by offering appropriate information?

6. Corporate standards and processes

Is the information provided to the caller accurate and appropriate?

Does the advisor follow the hold/transfer steps?

Does the advisor comply with the appropriate scripts and statements?

7. Conclude call

Verify understanding of solution, test agreement

Offer additional assistance

Thank caller for calling xxxx

Welcome

Listen

Empathise

Close Call

Follow standards

Question

Offer Solution

Traditional Scorecard


The P&Q campaign Have you seen these results already?



Who is doing something different?

'Tick list' question set approach

DPA checks completed correctly?

Did not confirm date of birth

Were customer circumstances understood?

Did not discuss circumstances at all, cannot be

confident the solution is right for the customer

Systems fully updated?

Correct system actions taken but minor issue

with notes update

'Tick lists' fundamentally flawed

approach, key issues being:

• Interpretation required from each call

assessor

• Inconsistency between assessors

• Difficult to differentiate between

different degree of issues identified

• Weightings may not accurately

reflect Good/Bad calls

• Comments supporting Yes/No

responses cannot be used to drive MI,

root causes or underlying trends

Outcome based approach scores calls

based on impact on the customer

rather than adherence to process.

Example of Outcome Based Assessment

Legal

Customer circumstances

Were systems updated correctly?

Box for additional commentary

Box for additional commentary

Benefits of Improvement Coaching

Average Quality Scores - underpinned by Improvement Coaching

80%

82%

84%

86%

88%

90%

92%

94%

Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Quality Scores

Trendline

Benefits of Improvement Coaching

Average Quality Scores - areas NOT underpinned by Improvement

Coaching

82%

84%

86%

88%

90%

92%

94%

Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Quality Scores

Trendline

Call QA Process

Identify Key

Performance

Indicators

relevant to

area

Example:

• AHT

• Upheld

Complaints

• Previous

Quality

• Arrangement

Kept Rates

Colleague Level Performance Key PointsPerformance

Measures

No. Calls

Assessed

= 2

Outcome based QA assessment (Nil risk - Low – Medium – High – Detriment)

De

fin

e T

ole

ran

ce

s

+

-

Nil triggers

One trigger

Two or more

triggers

c.50% of

colleagues

c.35% of

colleagues

c.15% of

colleagues

= 4

= 6

If issues identified on

initial calls, up to 2

further calls

assessed to a

maximum of 6

Lower performers

supported through

Improvement

Coaching

Reduction in QA

volumes by 25-30%

Independent QA of

calls – Team Leaders

focus on

performance uplift

Customer Experience – QA of flow across processes assessing customer outcomes

UKAR Quality Assurance Framework

Colleague Performance

Customer-Process

Assessment

Intervention

Technology &

Automation

• QA Database

• Workflow controls

• Speech Analytics

• Customer Survey

• Customer

Experience

• Customer survey/

feedback

• Random call assessment

• High risk process QA

• Statistical sampling

• Colleague level support

• Improvement Coaching

• Continuous improvement

• All Colleagues' performance

randomly assessed each month

• Customer journey assessed -

ensure we are following Process

and Treating Customers Fairly

• Improve performance and

controls through focused

Intervention and support

• Through Technology what levels

of QA and business controls can

be automated or mitigated

Outcome Based

Assess Performance

Drive Improvement

RWE npower 11/20/2013 PAGE 29

Why did we change? Why 5* Service?

> Internally our quality scores were consistently around 90%, externally we were

rated the worst energy provider in the UK – there was a clear disconnection!

> Our advisors were robotic and scripted – following a call flow to the letter which

was un-natural

> Our assessment form drive negative behaviour, not only at advisor level but TM

level as well – We were not coaching the right things!

> We needed consistent performance, and for the advisors to have the freedom to

have a conversation – focus on the customer not the assessment checklist!

> We needed to be more competitive in a market place where customer

expectations changed continually and general loyalty to the service is low


Where did we come from?

> Traditional Y/N percentage based

assessment form

> Easy to manipulate

> Didn’t focus on customer

> Mentality of ‘protect the yes’

> Didn’t drive real insight

> Was a ‘tick box’ exercise for advisors

and managers alike

Y/N

Warm response

Complaint raised

Account query raised

Relevant notes on system

Data protection

Sales validation script

Compliance

PCI

DD Guarantee

Vunerable customer indicators

Behaviours

Use of Voice

Use of language

Focused

Listening

Customer Engagemnet

check customers understanding

Set correct Expectations

Product upsell

Offer relevant service

Good Goodbye

Finish the call with a 'Warm Feeling'

Find out

Question to establish requirements

Confirm action required

Answer and service promotion

give right business answer

Meet and greet

corporate greeting

positive responding phrase

name exchange

Take customer telephone number

Npower - Old evaluation form


5* focuses on 5 critical elements when dealing

with customers – regardless of channel?

Individuality

Ownership

Courtesy Expectations

Compliance


Results – Clear Performance Improvement


Not just internally!

35 © 2012 Experian Limited. All rights reserved.

Experian Public.

Competency Scorecards

1. Identify you compliance touch points (Mapping)

2. Risk assess your documented procedures (Advice / Issue)

3. Agree and calibrate key skills for role (Mapping)

Competency Weight

Compliance

DPA Compliant 12

FCA Compliant 12

PCI Compliant 12

General Information 1

Was the correct information provided to the customer?

3

Were all the required systems updated to resolve the issue?

3

Issue Resolution 1

Was the correct information provided to the customer?

8

Were all the required systems updated to resolve the issue?

12

Skill Checks

Issue Diagnosis Did you provide a solution to the correct issue/s?

Education Did you teach the customer something new that you can use for future reference?

Ownership Did you establish trust and integrity when resolving the issue?

Adaptability Did you resolve the customers issue with a 'can do' / 'low effort' manner?

Call Management Did you effectively use your time to efficiently resolve the issue/s?

Experience Did you provide an exceptional level of service

36 © 2012 Experian Limited. All rights reserved.

Experian Public.

Competency Maps

Action Required Advisory Success Advanced

Issue Diagnosis

Limited questions were asked to identify the customer's core

query

We demonstrate developing questioning skills to identify the

customer's query

We show a clear understanding of the nature of the query

We always take everything that the customers say and distil it

down to the core issues

We frequently jump to conclusions, relying on our 'best

guess' for what the customer has asked

We demonstrate a lack of understanding regarding the core

nature of the query

We can clearly identify the real reason for an issue and explore

the needs that have arisen

We go beyond what customers tell us and are able to engage in

purposeful small talk to understand the root cause of

their issues

We may make customers feel inept for asking about common

issues

We mis-interpret the information available to us, resulting in

confusion

We use verbal cues and proactively ask questions to better understand customer

situations

We are able to understand information from multiple

sources to arrive at a logical diagnosis

Education

We have a basic understanding of the products and services but would need to put the customer

on hold to answer specific queries

We are able to answer low skilled queries about the report and processes without consulting

knowledge tools

We are fully knowledgeable on the membership and report and

can provide answers to customers fluidly during

conversations

We have an understanding of the credit industry and factors which

would impact the customer

We give incorrect information when discussing the products

and services

We are able to navigate customer through some aspects of the service / website but need

support for others

We have a solid grasp of product and service related issues, and

can effectively answer most customer questions without

difficulty

We are able to look beyond the customer's initial query and

educate them on the report / service as a whole to assist them

in the future

We are unable to navigate customer through the

membership / report without assistance or support

We can't confidently provide answers and solutions in the

moment for more complex issues / queries

For more complex questions, we correctly use knowledge articles

or seek help from others.

We can confidently discuss benefits of the product and

service, always fully tailoring these to the customer's situation

and future needs We do not further educate the customer by speaking to them about any of the products or

services we offer

We can speak about the benefits of the service and products, but are unable to tailor these to the

customer needs

We can tailor advice and the benefits of the service to the

customer's current needs and situation


Operational Framework (2)

Agent

Assessor

Customer

“It was easy to access to someone who will help”

“Person sounded / appeared positive and eager”

“Person listened well to what I had to say”

“I was given enough time and I didn’t feel rushed”

“I got a chance to ask questions”

“Person seemed to have a good level of knowledge”

“Gave me the impression they enjoyed serving me”

“The interaction was concluded to my complete satisfaction”

Touchpoint Research by Cape Consulting 2010


Re-thinking Quality Two of the 2013 Innovation Award judges

■ There is a changing focus on quality. It’s not just a tick-box exercise any more; there is metric that has a purpose. People are using it for analysis and customer focus.

Emma Botfield

■ A lot of departments must work together to focus on the customer. You need a collaborative approach – all focussing on the problem and brining different points of view to make it better for the customers.

Sven Hill


■ Give everyone in your group the chance to answer the main heading question

■ People may focus on different sub question(s), depending on the time available

■ There are other questions for discussion later – feel free to take these back to work on with your colleagues

After the break, we will take feedback from around the room and share with the wider group

Table Group Discussion



Break – 30 mins Make your way to Expo….



Ten Critical Factors in driving improvements

A chance to discuss the

important issues and

challenges with our panel of

experienced practitioners


The first 3 critical factors Foundations for an effective quality framework

Risk and Outcomes

• Distinguish compliance vs. customer satisfaction

• Understand outcomes

Customer Alignment

• Put the customer first

• Correlate quality & customer feedback

Performance improvement

• Targeted performance improvement coaching


Critical factors (2) Quality as a strategic tool for change

4. Strategic use of quality and alignment with corporate goals

5. Changing the focus of levelling and calibration, to create a common understanding of ‘good’

6. Engaging the ‘front line’ and learning from them

7. Analytics, insight and data are a vital part of continuous improvement


Critical factors (3) Raising our expectations for the customer

8. End to end quality across all channels and customer journeys

9. Emotional intelligence and engagement with the customer

10.Enabling technology – including analytics, knowledge management and social media


Reflecting on the operational quality frameworks and the 10 Critical Factors …

■ Which have you already done significant work on so far? Could you share your experience?

■ Which are you looking to prioritise for future work? Do any not seem relevant to you?

■ What do you look for from rethinking quality in your organisation? What should people expect it to involve? Any top tips?

Practitioner Panel Re-thinking Quality & Customer Experience

What is the most interesting thing you have heard or learnt so far today?

What are your top questions for the panel?

Spend the next 9 minutes discussing and then we will open up the floor for questions and comments



Next Steps


■ Join Martin Hill-Wilson and Chris Rainsforth on the 28th November at 1pm as we talk through the P&Q challenge in more detail

■ Designed to help you understand the process and timescales involved

■ Perfect opportunity to take the learning from today, sign up to the challenge and drive real change in your organisation

■ The P&Q challenge offers 6 workshops at no cost to support you and help you engage colleagues in your first ‘eco-system review’

Are you up for the P&Q Challenge?


The P&Q Challenge

Achievement #1

Evidence

Achievement #2

Evidence

Annual Best Practice Dinner


Tailored Training & Coaching

■ 2 day workshop to support you in re-designing your quality framework

■ A great opportunity to review your quality framework and ensure it is fit for purpose

■ Learn from expert practitioners, award winners and industry experts

With Chris Rainsforth, Paul Smedley and a small group of practitioners

The Quality master class Build on our work on rethinking quality


■ Membership is there to support you in making changes in your organisation

■ New training programmes are being developed as part of the new BSc, with the first modules in the autumn. The master class is the first step towards this

■ In 2014, we plan to offer

■ Business Accreditation for Quality

■ Personal Professional Accreditation

■ Qualifications for quality assessors as modules within year 1 of the BSc

Membership, mentoring, support qualifications and accreditation



Lunch

Afternoon Sessions to start

at 13:45 – be in your seats

in good time to meet others

on your new table groups!


#ppfconf

What is the purpose of your assessment framework?


#ppfconf

What changes and improvements has your

assessment been driving this year?


#ppfconf

Can QA drive improved customer experience?

driving improvements in quality and customer...

Documents