Best Practices:

Quality Management on the

Customer Experience

03.01. 2017

Gratitude.

www.zoomint.com

Agenda

Best Practices:

Quality Management on the Customer Experience

1. Strategy

2. Leadership

3. Change Management

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

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

Perspective 1

Liam Anderson, Quality Management Consultant, ZOOM International

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

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

Strategy

• Competitive Advantage: Why Contact

Centers have to get into Omnichannel

• 2 models of QM

• Reality checks

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?

“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

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?

Leadership• The key principle

• Evaluation forms

• Feedback

• Participation

“Without me, you are nothing! Without you, I am nothing!”

Captain Vostrikov – From the film “K19 - The Widowmaker”

Leadership: The Key Principle

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

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

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!

Change Management• How people react to change

• Why change projects fail

• Why communication is the key

• Selling the change

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!

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

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.)

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!

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.

Perspective 2

Ethan Bryant, Manager of US Training and Consulting

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?

How has Workforce Management Changed?

• Inbound Telephony

• Outbound Telephony

• E-Mail

• Chat

• Back Office

• Projects

• Etc.

Strategy, Leadership,

and Execution

Strategy: Showing an ROI in the Short Term

• Break Optimization

• Real Time Adherence

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

Perspective 3

Adam Bloom, VP Marketing, ZOOM International

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.

Change Management

ChangeManagement

#1?

SurvivalStimuli

Social Status

Ambiguity

Control

Trust

Fairness

Change Management: 3 Fs

Freeze

Fight

Flight

Leadership

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.”

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

Leadership: Decision Making

• Accurate Data

• Sufficient Data

• Individual Bias

• Group Bias

Strategy

Think Like Google

How can

your

contact

center…

…think

more like

Google?

Strategy: Think Like Google

Buyers

Information Broker

Customers

Viewers

Sellers

Suppliers

Advertisers

Strategy: Think Like Google

Someone with a

Problem

Someone with a Solution

Information Broker

Strategy: Think Like Google

Here are my keyword

inputs.

These keywords

represent my needs.

Here are your outputs.

These results represent solutions.

Information Broker

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

AB: Strategy: Think Like Google

60+ Billion Searches

Per Month

http://searchengineland.com/google-now-handles-2-999-trillion-searches-per-year-250247

AB: Strategy: Think Like Google

60+ Billion Needs & Solutions

Per Month

http://searchengineland.com/google-now-handles-2-999-trillion-searches-per-year-250247

Strategy: Think Like Google

60+ Billion Segment Data Points

Per Month

Strategy: Think Like Google

Optimizing this is Quite Profitable

Strategy: Think Like Google

Like Google, Your Contact Center

is an Information Broker

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.

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.”

Gratitude.

www.zoomint.com