TRAINING PROGRAM PLAN

Training Program Plan

(SBC Customer Service Center)

By

John Smiley

submitted in Partial Fulfillment of

COS4840 Training Program Development

For

R. Lance Hogan, Ph.D.

School of Technology

Lumpkin College of Business & Applied Sciences

Eastern Illinois University

November 24, 20XX

TABLE OF CONTENTSI. Corporate Background 3II. Current Corporate Status ..4III. Purpose and Benefits of Training 5IV. Training Goals 6a. Higher Levels of Satisfaction 6b. Create Uniform Policy 7c. Develop Customer Service Procedures 7V. Time Required to Prepare Training ...8VI. Proposed Training Costs .9

VII. Learning Objectives 10

VIII. Training Lesson Plan for Objective #2 12IX. Training Methods and Materials 13a. Lecture & Demonstration .13b. Games & Role Play ..14

X. Evaluation of Training 15a. Reaction .16b. Learning .16c. Job Behavior ..17d. Organizational Results 17I. Corporate Background

The SBC Service Center has been providing customer service to the Champaign-Urbana community since 2000. There are a total of 150 employees at their 24-hour Operations Center. Customer Service Representatives (CSR) make up the bulk of the employees and their duties include: resolving customer complaints, identifying customer needs, electronic troubleshooting of high-speed internet equipment, creating new customer accounts, and renewing customer subscriptions. There are a total of 120 CSRs equally divided among the three shifts (7:00am 3:00pm, 3:00pm 11:00pm, and 11:00pm 7:00am). There are four Floor Managers (FM) assigned to each shift. Floor Managers provide immediate problem solving assistance to CSRs by connecting to CSR terminals. They also assist in resolving minor technical/software problems CSRs may encounter on a terminal. Each shift is assigned a Shift Manager (SM) who oversees shift operations and can monitor any CSR/Customer call from his/her office. Customer complaints that cannot be resolved at the CSR or FM levels are transferred to the SM. On average, each CSR handles 25 customers per hour. The remaining employees represent executive and administrative personnel and include the Site Manager. The HRD department only covers recruiting and employee benefits/compensation. The Champaign-Urbana site is responsible for approximately 3,000 new subscriptions annually. However, for the past three quarters, SBC has seen an increase in customer complaints by 50% and 1,500 cancelled subscriptionsII. Current Status of CorporationCustomer Service Representatives (CSRs) complete a 3-day employee orientation. Days one and two of employee orientation are presented in a classroom environment with lecture as the primary format. The lectures, which cover SBC history, customer service philosophy, safety, and policy of professional conduct, are provided via DVD and include briefings from senior management personnel from SBC Corporate Headquarters. Day two concludes with a tour of the facility. On day three of employee orientation candidates spend a full day shadowing active CSRs and listening in on live customer calls. The HRD department at the Champaign-Urbana site does not include a full-time trainer; therefore, shift managers and CSRs share training responsibilities during day three of the employee orientation. Candidates will continue the shadowing process through their first week of employment and will usually manage their own terminals during week three. While shift managers make every effort to provide concentrated assistance with the newest candidates, they rely heavily on CSRs to provide spot-training as needed. III. Purpose and Benefits of TrainingA Training Needs Analysis (TNA) was conducted over a 2 day period and it was immediately determined, after meeting with the Site Manager that the key contributor to the triggering event rested between the operational and personal areas of the organization. As mentioned earlier, the triggering events that now warrant a reactionary TNA are the number of cancelled subscriptions coupled with a 50% increase in the number of customer service complaints. After spending one day with top managers and two days with first line supervisors and CSRs, using interviews (one-on-one and focus group) along with employee questionnaires, the target areas are those involving task performance and people. CSRs lacked the fundamental Knowledge, Skills, and Attitudes to effectively handle customer concerns. For example, the employee orientation provided CSRs with a basic knowledge about the most common types of customer calls one would encounter on any given shift. The how a CSR went about performing appropriate customer service was modeled during the shadow portion of On-The-Job training. However, neither provided CSRs with specific information to develop certain skills (i.e. empathetic listening, critical thinking), that not only satisfied customers but left them with a favorable impression of the company. This, of course, is paramount to continued increase in subscriptions, fewer cancellations due to poor customer service, and incompetence. Therefore the primary goal of training is to improve customer service.IV. Training GoalsGoal #1: Achieve Higher Levels of Customer SatisfactionOne of the many findings discovered during the TNA was frustration among CSRs. A majority of newly hired CSRs do not feel adequately prepared and trained to successfully handle the most simple of customer complaints. Most are more concerned that theres not a standard policy or resource to follow that describes in great detail how to pinpoint the core customer problem and either resolve or forward it to another for resolution. When concerns are raised about their level of training and adequacy in dealing with difficult customers, management seems to focus on their lack of productivity. This frustration has lead to high turnover rates with CSRs. SBC, on average, loses about 15-20 CSRs per month. Since a conclusive correlation exists between lack of skills training and high employee turnover, our training will target developing usable customer service skills to employees which will result in increased job satisfaction and reduce turnover rates. We would also propose implementing an awards and recognition program for exceptional customer service (via use of customer feedback)Goal #2: Create a Uniform Customer Service Policy

While CSR candidates receive a briefing on SBCs Corporate Customer Service Philosophy during employee orientation, there does not exist an accessible written copy of such policy outside the management working area. We will create a standard CS policy tailored specifically to the Champaign-Urbana sites mission statement and business philosophy. We will mass produce these so that each employee receives his/her personal copy during orientation. In addition each CSR station will be required to have a copy to provide quick reference for CSRs.Goal #3: Develop Customer Service Procedural GuidanceWe will provide training that equips CSRs with the knowledge, skills, and attitudes that will increase product knowledge, maximize problem-solving resources, and provide exceptional customer service to the Champaign-Urbana client base. We will develop a ready reference customer service procedural guide, posted on each workstation that will provide immediate direction to CSRs to effectively identify a customers concern and the process to most efficiently resolve it.

V. Time Required To Prepare TrainingTo adequately provide quality training that maximizes CSR potential for improved performance and retention, 23 days will be required to prepare a completed training program. The table below provides a breakdown of the factors used to determine the time required to prepare training. L=Low, M=Medium, and H=High refer to the levels of effort required to design proposed training and subsequently correlate with the estimated number of days taken to develop one day of instructor-led training.

The following variables call for a Low level of effort: The designers knowledge and skills related to instructional design

The designers knowledge of the training and subject matter

The designers and the clients track record for sticking to plans

Data Collection

The following variables call for a Medium level of effort:

The size and complexity of the target training group

The designers interaction with the client

The clients level of involvement

The following variables call for a High level of effort:

The elements included in the training materials

The clients or organizations expectations regarding packaging

What is considered final product

The programs degree of interactivity

Totals: L = (5 x 1 = 5), M = (3 x 2 = 6), H = (4 x 3 = 12) Total = 23 daysVI. Proposed Training Costs for Customer Service TrainingThe following itemizes the proposed costs associated with the development of Customer Service Training for 15 CSRs over a five (5) day training period.Developmental Costs

1. 23 days of directors time at $50,000 per year $4,600

2. 5 days of trainers time at $30,000 per year $600

3. Materials $1,000

Total Developmental $6,200

Direct Costs

1. 5 days of trainers time at $30,000$600

2. Training facility/room (provided by client) $0

3. Materials and Equipment $2,000

4. Coffee, Juice, and Muffins $300

Total Direct $2,900

Indirect Costs

1. 1 day trainer preparation $120

2. 3 days administrative preparation at $20,000 per year $120

Total Indirect $240

Participant Compensation

1. 15 CSRs attending 5 day training (Avg $25,000 per year) $7,500

a. factor this out for 120 CSRs and it equals $60,000

Total Participant $7,500

Evaluation Costs

1. 6 days of evaluators time at $30,000 per year $720

2. Materials $800

Total Evaluation $1,520

Total Training Cost $18,360

VII. Learning Objectives

Using the data collected from the Training Needs Analysis, we have determined 5 learning objectives to concentrate training to select staff members of SBC. These objectives are developed based on specific operational conditions, desired behaviors, and standard criteria used to judge the minimal adequacy of desired behavior. Key:

C = Condition

B = Behavior

S = StandardL.O. #1: The trainee will conduct a customer service interviews

without the use of the procedural manual and will identify core customer concerns according to the standards established within the policy and procedural manual.C - Conduct CS interviews w/o the use of procedural manualB The Customer Service Rep (CSR) will identify core customer concernsS According to the standard of policy and procedural manualL.O. #2:The trainee will utilize the telephone customer service checklist to forward customers to appropriate departments

according to the standards established by the customer

service procedural guidance.C Utilizing telephone customer service checklistB Forward customer to appropriate departmentS Customer service procedural guidanceL.O. #3:The trainee will use specialized customer service (cs) software to document/update customer concerns into

database upon completion of immediate interview with customer.C-Using specialized CS software

B-update/document customer concerns into database/file

S-upon completion of immediate interview with customer

L.O. #4:Using standardized assessments, the trainee will

demonstrate basic customer service philosophy and procedure according to standard in customer service policy

manual.C- Using standardized assessments/testingB-CSR will demonstrate basic customer service philosophy and procedureS-according to standard in CS policy manual

L.O. #5: Using customer service and simulation exercises, the CSR will demonstrate proper CS techniques in accordance with

established CS satisfaction protocols (i.e. etiquette,

timelines, empathetic listening)

C-Using customer service and simulation exercisesB-CSR will demonstrate proper CS techniquesS-in accordance with established CS satisfaction protocols (i.e. etiquette, timelines, empathetic listening)

Lesson for Training Objective #2Objective: Successfully complete a customer service call according to the standards set for in the customer service policy.

Event Media Prescription

1. Informing the learner of the objective.Live instruction and overhead media (PowerPoint)State the objective is to properly handle a CS call, one in which the customers needs are met and the customer is happy when they hang up.

2. Stimulating recall of requisitesOverhead projector and discussionHave the learners recall procedure from their previous training.

3. Presenting the stimulus materialSameRestate the problem in general terms and then add specific details, such as customers amount due, service plan, etc.

4. Providing learning guidanceSameThe student will need to properly handle the customer call and enter their information into the system.

5. Eliciting Performance

6. Providing FeedbackOral reviews and critique by Instructor and fellow traineesProviding feedback via an oral review.

7. Assessing PerformanceInstructorAssessing performance by providing another CS call with different parameters.

8. Enhancing retention and transferPre-Post Training Worksheets and QuestionnairesEnhance retention by providing a series of simulated calls with different types of customers.

VIII. Training Methods and MaterialsTo ensure the maximum possibility of knowledge retention we will incorporate two primary methods of training: Lecture/Demonstration and Games/Role Play. On-the-Job training will be provided as needed by first-line supervisors who will also attend training. Each session should last approximately 50 minutes and allow for 10 minute break.

Lecture and Demonstration

We will begin the training sessions with a combination of straight lecture and lecturettes on the fundamentals of quality customer service to ensure that each trainee has a general understanding of customer expectations. We concluded that most CSRs possessed an experiential knowledge of how to perform their tasks but lacked the fundamental principles that ensured consistently competent performance. Because CSRs possess some knowledge of their tasks we will combine the lectures with discussion (especially interactive discussions with other attending CSRs due to similar attitudes and experiences). The lecture format is not designed to re-teach what theyve already learned, but to provide a springboard from which to add knowledge. In accordance with our learning objectives, the use of audio/visual and multi-media is instrumental in providing CSRs a visual representation of the fundamental customer service principles the lectures emphasize. We will introduce video clips that demonstrate the successful customer service call as well as the unsuccessful. We will draw particular attention to the techniques and attitudes used by CSRs in video scenarios and will discuss similarities and differences between video characters and CSR trainees. Allowing CSR trainees to critique video scenarios will also cause them to begin to think critically of their own attitude and performance when handling customer calls.

Games and Role PlayThrough use of games and role play we will prepare scenarios similar to those observed during the audio/visual lectures and simulate actual customer service calls. CSR trainees will be selected to act as customers while other trainees will act as CSRs. Trainers will effectively facilitate this portion of training to ensure the previously learned principles and performance expectations are learned. For example, trainee #1 (customer) will be separated from his/her classmates and isolated in a different room. He/she will be given a scenario card that identifies the concern he/she is to present to the CSR. Trainee #1 will also be directed to display diverse temperaments (i.e. anger, sarcasm, etc) consistent with the unsatisfied or frustrated customer. Trainee #1 will have access to a telephone that is programmed to a different phone in the general classroom (complete with external speakers to ensure classmates can hear and observe communications). Trainee #2 (CSR) will remain with the class and has no knowledge of what type of customer he/she will encounter. The goal of the exercise is to follow learned performance expectations, pinpoint and clarify specific customer concern, make attempt to resolve customer concern, and update the electronic customer file. (all without allowing the customers concern or temperament to effect the quality of service the CSR provides). This method will also include classroom discussion and each participant receives immediate and constructive feedback from classmates as well as trainer. The following is a list of materials required to effectively conduct training according to plan:1. Audio/Visual Projection Screen (for PowerPoint lecture and video scenarios)

2. Dry Erase Board and markers

3. Dedicated Telephone Line

4. Notebooks (One per trainee)

5. Pencils/Pen/Highlighter (One per trainee)

6. Training Manuals (One for each trainee)

7. Moveable tables (5ft x 3 ft) and Chairs (one extra table should be dedicated for refreshments)

Note: Classroom should be arranged in Theater Style with two chairs (trainees) per table. Trainee should have room at front of classroom to pace and interact with trainees. The primary entrance into the classroom should be as close to the rear as possible to allow trainees to exit when necessary without distracting learning process.IX. Evaluation

Several tools will be used to evaluate training and knowledge retention throughout the week. They include:

ReactionMost training companies use this form of evaluation at the conclusion of training. We believe it is best to present one questionnaire on the first day of training and another on the last day. By providing one during the first day of training were able to determine how trainees view training (i.e. do the welcome training; is the attitude positive/negative, etc) and they have the opportunity to communicate their goals for training. The second questionnaire will evaluate their overall satisfaction of training content and its relevance to their everyday working environment. This will also assist us in determining how well tailored our training program met your specific organizational needs.

LearningOur TNA confirmed that CSRs possess an experiential knowledge of their day-to-day tasks, but lack specific training in customer service principles and procedures. We will provide pre-testing at the beginning of training to determine depth of knowledge, skills, and attitudes of CSRs. A comprehensive written assessment is conducted on the final morning of training to determine how much knowledge was retained, particularly from the lectures where fundamental principles are taught.

Job BehaviorTrainees will be given immediate constructive feedback following games and role play exercises. This feedback is designed to provide immediate evaluation of CSR performance in accordance with taught principles and organizational philosophy. Further, trainees will be evaluated during their day-to-day operations. A formal checklist will be used to measure learning objectives transferred to the worksite.Organizational Results

We will incorporate software into the telephone system that gives customers an opportunity to complete a customer satisfaction survey at the end of each call. Customers will be informed of the voluntary survey prior to connecting with a CSR and reminded by the CSR when concern(s) have been resolved. Note: If customer concern is forwarded to other SBC personnel for resolution, he/she will remind customer of survey before terminating call. Results of the voluntary customer survey will be recorded and used to determine overall level of satisfaction and likelihood of future business.

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