HDI Customer Service Representative Participant Handbook

HDI®

Customer Service Representative release 3.1.0

PARTICIPANT HANDBOOK

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HDI Customer Service Representative Certification Training

Participant Handbook

v.3.1.U.S.Stud.Sample

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AcknowledgementsMany thanks to the following people and companies for their time and assistance in the release of the HDI Customer Service Representative (HDI-CSR) courseware:

Ingrid Bradford, Sr. Instructional Designer, HDI

Rick Joslin, Executive Director of Certi�cation and Training, HDI

Deborah Kowal, President, Customer Training Solutions

Paul Dooley, President, Optimal Connections, LLC

Darrell Bond, Radar Solutions Group

Iain Maitland, Help Desk Association Australasia

Mia Melanson, Principal, Performance Consulting

Sandra Keough, Help Desk Association Australasia

Virginia Scuderi, President, Competitive Advantage, Inc.

Luiz Couto, General Manager, HDI Brazil

Tatsumi Yamashita, Chief Executive O�cer, HDI Japan

Version 3.0.2 Copyright © 2012 UBM, LLC All rights reserved. Printed in the United States of America.

ISBN: 978-1-57125-019-3

HDI 121 S. Tejon Street • Suite 1100 Colorado Springs, CO • 80903 • US US and Canada: (800) 248-5667 www.�inkHDI.com

HDI assumes no liability for error or omission.

No part of this publication may be reproduced without the consent of HDI, with the exception of trade publications reporting on the data. In such cases, credit must be given to HDI.

HDI is a registered trademark of UBM, LLC. HDI is a

Copyright © 2013 ITpreneurs. All rights reserved.

part of UBM TechWeb, a division of UBM, LLC.

Portions of this document include information based on the ITIL and IT Infrastructure Library publications of the UK O�ce of Government Commerce. ITIL is a registered community trademark of the O�ce of Government Commerce, and is registered in the US Patent and Trademark O�ce.

Portions of this document include information based on the Knowledge-Centered Support publications of the Consortium for Service Innovation. KCS is a registered service mark of the Consortium for Service Innovation.

All other product or service names are the property of their respective owners.


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Welcome to HDI®.Thank you for selecting HDI for your professional development needs. By participating in this course, you will learn knowledge and skills based on the IT service and technical support industry’s best practices, frameworks, and methodologies with the guidance of industry experts and practitioners from the HDI community. HDI is the world’s largest membership association for IT service and technical support professionals and the premier certification body for the industry. This course has also been designed to assist you in preparing for the related HDI certification exam.

Why is industry certification important? It demonstrates that you—and your staff—are equipped with the knowledge and skills required to provide best-in-class support. Achieving HDI certification speaks to your personal commitment to excellence and your desire for continual growth. I challenge you to get HDI Certified and to promote yourself as a certified support professional.

HDI’s membership association is built by industry professionals like you. Guided by an international panel of industry experts and practitioners, HDI is the leading resource for support center emerging trends and best practices. HDI offers a vast repository of resources to our members. Through our online community, you can connect with your peers and industry experts, access publications and information to help you with your support center processes and goals. If you are not a member, I personally invite you to join our community.

If you have suggestions on how to improve our offerings, or if you would like to become an active member in our community, please call us at 1-800-248-5667.

Best of luck in your journey to support excellence!

Regards,

Rick Joslin, HDI Executive Director of Certification and Training

WELCOME Letter


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TABLE Contentsof

Introduction

Section 1: Getting Started .......................................... I-2

Section 2: Maximizing Your Learning Experience .....I-4

Section 3: About HDI ................................................I-6

Unit 1: Your Role in the Support Center

Section 1: Role of Customer Service Representative ...1-2

Section 2: Support Center’s Role in the Business ........1-2

Section 3: Total Contact Ownership ........................1-10

Section 4: Call Handling Procedures .......................1-13

Section 5: Quality Assurance ....................................1-26

Unit Summary ..........................................................1-32

Unit 2: Communication Skills

Section 1: �e Communication Process .................... 2-2

Section 2: Cultural Sensitivity ..................................2-11

Section 3: Vocal Elements........................................ 2-13

Section 4: Active Listening .......................................2-16

Section 5: Incident Documentation ..........................2-18

Section 6: Writing Skills .......................................... 2-26

Unit Summary ......................................................... 2-30

Unit 3: Problem-solving and Troubleshooting Skills

Section 1: Problem-solving and Types of �inking ... 3-2

Section 2: Questioning Skills ....................................3-6

Section 3: Solve Incidents ....................................... 3-10

Section 4: Request Ful�llment ................................ 3-16

Section 5: Knowledge Management ..........................3-18

Section 6: Additional Skills ...................................... 3-23

Unit Summary ......................................................... 3-26

Unit 4: Maximizing E�ectiveness

Section 1: Your Customer’s Psychological Needs ....... 4-2

Section 2: Emotional Intelligence ..............................4-4

Section 3: Handling Con�ict .................................. 4-10

Section 4: Di�cult Customer Behaviors ..................4-17

Section 5: Stress Management ................................. 4-22

Section 6: Power of Service Attitude ........................ 4-25

Unit Summary ......................................................... 4-27

Appendices

Appendix A: CSR Standards .....................................A-2

Appendix B: Exam Preparation ...............................A-73

Appendix C: Practice Test ....................................... A-76

Appendix D: Glossary of Terms ..............................A-86

Appendix E: Bibliography ........................................A-98

Release Notes

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Contents

Section 1: Getting Started ................................................................................ 2 Section 2: Maximizing Your Learning Experience ............................................ 4 Section 3: About HDI ...................................................................................... 6

INTROduction

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H D I C u s t o m e r S e r v i c e R e p r e s e n t a t i v e ( H D I - C S R )

C o p y r i g h t © 2 0 1 3 H D I , V e r s i o n 3 . 1

Intro-2

INTROduction

Section 1: Getting Started

Course ObjectivesWelcome to the HDI Customer Service Representative (HDI-CSR) certification course. This one-day skills training and certification course focuses on call handling best practice procedures, methodologies for effective customer care, and communication strategies. In this course you will learn to:

• Improve critical thinking skills to resolve incidents quickly and consistently

• Satisfy customers by using active listening skills and effective communication strategies

• Identify and defuse challenging customer behavior

• Develop an awareness of the core processes and best practices used in service and support


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I n t r o d u c t i o n


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Course MaterialsYou are responsible for reading all of the materials you receive as part of this course. The course materials include:

• Participant Workbook—This course manual is yours to write in or highlight as needed for future reference.

• Activities—Discussions and activities are part of the course to reinforce learning objectives and concepts.

• Slide Presentation—Instructors may present slides that are not in this manual. Taking notes is strongly encouraged.

Course AgendaThis course has been designed to cover material from general to specific. The following represents a typical agenda for the course. The instructor may modify the agenda to suit the individual needs of the class.

• Unit 1: Your Role in the Support Center

• Unit 2: Communication Skills

• Unit 3: Problem-solving and Troubleshooting Skills

• Unit 4: Maximizing Effectiveness

IntroductionsBe prepared to share the following information about yourself with the class:

• Name and company

• Brief description of your current position

• Your expectations from this course

Site LogisticsTake a moment to note a few important details about the training facility, including the locations of restrooms, reception areas, telephone and data ports, and eating places. Your instructor will explain the basic logistical details of the course, including:

• Instructor’s name and contact information

• Daily start, finish, and break times

• “Parking Lot” for questions and ideas

• Facility restrictions on food and drinks in the training room

• Confidentiality of information in classroom discussions


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INTROduction

Section 2: Maximizing Your Learning ExperienceThis course alone does not prepare you for the certification exam—you must also study the HDI Customer Service Representative (HDI-CSR) Standard document. The certification exam for this course is based on the HDI-CSR Standard. In this course, your instructor will highlight and cover the majority of the topics in the standard and the key concepts that are critical to your job, as well as provide you with a safe learning environment to practice important concepts and ask questions.

As you prepare for the certification exam, review the information you learned in this class and, most importantly, review and study the HDI-CSR Standard. In Appendix A of this coursebook is the HDI Customer Service Representative Standard. The last column in the standard provides the page number where the competency is discussed within the unit. If a page number is not listed next to the competency, then it is not discussed in the course. You are responsible for reviewing and learning all of the competencies in the standard in order to prepare for the certification exam. If you have a question about a competency not covered in this course, please see your instructor during a break or send your instructor a message.


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Your ResponsibilityYou will optimize your time here by applying yourself to, and being responsible for, mastering concepts presented in this course. Please be prepared to:

• Attend all classes

• Participate fully

• Take risks

• Take notes

• Ask questions

• Share your experiences

• Enjoy yourself

Note: As a courtesy to others, please set pagers, cell phones, and other electronic devices to silent/manner mode. Time will be provided at breaks to allow you to check for messages.

Learning ActivitiesThis course is designed to build skills and help you prepare for the HDI Customer Service Representative certification exam. The experience you bring to this class is greatly valued, and we encourage your participation in presenting your challenges, successes, and ideas. It is critical that you understand and are able to apply the concepts presented in this course. Lectures, discussions, activities, and role-plays are designed to be an essential part of the course. These activities help make the course fun and will assist you in getting the most out of your learning experience.

Course EvaluationAt the end of the course, all participants are encouraged to complete a course evaluation. The purpose of the evaluation is to determine strengths and identify areas for improvement. Your candid comments and feedback are greatly appreciated. Please complete and return your evaluation to your instructor at the end of the course.


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INTROduction

Section 3: About HDIHDI is the leading professional association and certification body for technical service and support professionals. Facilitating collaboration and networking, HDI hosts industry conferences and events, produces comprehensive publications and research, and connects solution providers with practitioners, while certifying and training thousands of professionals each year. HDI serves a community of over 110,000 members, followers, customers, solution providers, and contributors throughout the service industry, supporting sixty local chapters across North America. Guided by an international panel of industry experts and practitioners, HDI is the community’s premiere resource for best practices and emerging trends.

HDI Certification ProgramsHDI awards certifications to individuals and support centers. HDI certification programs include objectives and criteria for various levels of individual certification and site certification. HDI individual certification exams are based on open international standards developed and maintained by the HDI International Certification Standards Committee, which is made up support industry practitioners, experts and active members of the HDI community from across the world. Our training programs are developed to reinforce the information in the standard and to provide skills building for a variety of experience levels.


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Intro-7

HDI Customer Service Representative (HDI-CSR)

This course is recommended for front-line staff in the support center environment who are dedicated to providing outstanding levels of customer service and support. Course participants will be introduced to valuable information and everyday solutions for addressing the attitudes, behaviors, and relationships between customers and the support team. This one-day course will assist participants in preparing for the HDI Customer Service Representative certification exam.

HDI Support Center Analyst (HDI-SCA)

This course focuses on support center processes, tools, and problem-solving techniques, while examining the skills needed for excellent customer support. Using real-world scenarios, analysts learn skills to manage the relationships between customers and their support team, thus improving individual performance and the overall efficiency of the entire support organization. This two-day course will assist participants in preparing for the HDI Support Center Analyst certification exam.

HDI Desktop Support Technician (HDI-DST)

This course is designed specifically for IT professionals who provide support at the customer’s work location or home office. It focuses on support processes that improve overall support operations and the customer’s experience. This two-day course will assist participants in preparing for the HDI Desktop Support Technician certification exam.

HDI Support Center Team Lead (HDI-SCTL)

This course is designed specifically for support center analysts, team leads, and supervisors that require fundamental management and leadership skills due to current or future increased responsibilities. This skills-building and certification course focuses on best practices for support center operations and how to effectively coach and lead a team. This two-day course will prepare current and future team leads for excellence in their changing roles and assist them in preparing for the HDI Support Center Team Lead certification examination.

HDI Support Center Manager (HDI-SCM)

This course is designed for help desk and support center supervisors, team leads, and managers who are responsible for day-to-day operations and have three to five years of experience. Successful support center managers must effectively manage relationships throughout their organization, while marketing the value of the support operation to the executive team. Knowing how to build and deliver on service level agreements, managing the strategic and tactical aspects of the support center, and building and retaining great teams are what set apart the best managers and leaders. In addition to skills building, this three-day course will assist participants in preparing for the HDI Support Center Manager certification exam.


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INTROduction

HDI Desktop Support Manager (HDI-DSM)

This course is designed for desktop support supervisors, team leads, and managers who are responsible for day-to-day desktop support and services and have three to five years of experience. Successful desktop support managers must effectively manage relationships throughout their organization. Knowing how to build and deliver on service level agreements and operational level agreements, managing the strategic and tactical aspects of desktop support, and building and retaining great teams are what set apart the best managers and leaders. In addition to skills building, this three-day course will assist participants in preparing for the HDI Desktop Support Manager certification exam.

HDI Support Center Director (HDI-SCD)

This course is designed for experienced support center managers, directors, and other management positions directly responsible for providing strategic leadership for the support organization. This course is designed to show support center leadership how to use their knowledge and communication skills to align their department with organizational goals; operate under constraints such as budget, resources, and increased expectations; and discover techniques to help market the value of the support center to upper management. This three-day course will assist participants in preparing for the HDI Support Center Director certification exam.


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Intro-9

HDI Knowledge Management Foundations: KCS Principles

This course is designed for IT support professionals who are responsible for service improvements. Course participants will learn a set of practical steps for capturing, storing, and successfully reusing mission-critical knowledge that will shift your support center from a call-centric model to a knowledge-oriented one. This three-day course will assist participants in preparing for the Knowledge Centered Support Principles certification exam.

HDI Support Center Certification

The HDI Support Center Certification program provides the only globally recognized certification created specifically for support centers. The certification is an award that recognizes a support center’s commitment to excellence, efficiency, and service quality. The certification is based on the HDI Support Center Standard, an industry standard developed by an international standards committee comprised of more than 25 practitioners and experts from around the world. The standard was designed to conform to existing international quality standards, such as the European Foundation for Quality Management (EFQM). It provides a framework for successful leadership, strategic planning, people management, resource and technology optimization, and service delivery that is designed to produce performance and satisfaction results. The standard is organized into eight categories representing five enablers and three results. Each category contains activities with four levels of maturity. In order to qualify as an HDI-Certified Support Center, a center must successfully complete the audit requirements and achieve minimum maturity-level scores in each category and overall as defined by the HDI International Certification Standards Committee.

For a complete list of certification objectives for each certification course, please visit us at www.ThinkHDI.com.


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INTROduction

HDI Membership Provides Unmatched ValueHDI membership brings you a value of belonging to a community bigger than yourself. Including discounts on the HDI Annual Conference & Expo, special events, training and certification, access to industry reports and publications, networking opportunities, online discussion forums, webinars, and more, HDI membership provides you and your organization with innumerable benefits and incredible value.

Here’s just a small sampling of what’s included in an HDI membership:

Local Chapter Membership

Network with professionals in your area when you participate in local chapter meetings and events. There are more than sixty local chapters located throughout the United States and Canada.

SupportWorld Magazine

HDI’s award-winning, service and support industry-leading magazine focuses on the latest strategies, best practices, people management, technologies, tools, and techniques in its six annual issues.

HDI Industry Insider eNewsletter

Distributed bi-weekly to more than 45,000 subscribers, every issue of HDI Industry Insider contains crucial information on trends and developments, as well as tips and information to keep you up to speed in this ever-changing industry.


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Intro-11

Support Center Practices & Salary Survey Report

This essential report for any support manager contains comprehensive research data gathered from support organizations around the world. Providing a first-hand insight on the industry, department structure, personnel, service request profiles, practices, and tools, it takes an in-depth look at compensation levels for the support profession and provides analysis and trending over several years, making it an especially invaluable tool for managers preparing budgets and forecasts.

Desktop Support Practices & Salary Survey Report

HDI is pleased to announce that in addition to our traditional Support Center Practices & Salary Survey, we’ve expanded our research efforts to focus on the desktop support community. The HDI Desktop Support Practices & Salary Report provides insight into current processes, technologies, metrics, staffing models, and salaries within desktop support.

HDI Support Center Self-Evaluation

The HDI Support Center Self-Evaluation is an online tool that enables you to compare your support center against the HDI Support Center Standard and learn what your rating might be during an HDI Support Center Certification audit. This tool is available free to HDI members with a gold membership or higher.

White Papers

Read about the latest practices and processes in the industry or become an integral part of the white paper library and share your knowledge through articles, templates, case studies, presentations, and research findings. The HDI white paper library offers information on a wide variety of topics, including SLAs, global support, processes, surveys, and more.

HDIConnect

HDIConnect.com is your direct line to the HDI community. Read and comment on blogs from industry experts and your peers, post questions to the message boards, and get feedback on your current projects or challenges.

Please Note: Membership deliverables vary depending on membership package.

We invite you to join the world’s largest network of technical service and support professionals. To join, call 1.800.248.5667 or visit www.ThinkHDI.com/Join


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INTROduction

HDI is a Member of the IT Certification Council (ITCC)As a member of the IT Certification Council (ITCC), HDI is committed to enhancing the value of certifications for employers, professionals, and IT certification providers. The ITCC, a consortium of industry leaders focused on IT certifications, has recognized the need for a qualified workforce to support the world’s technology needs and is committed to growing professional certifications. The ITCC is a resource for employers, government officials, academia, and individuals seeking information about the many benefits of IT certification. The council establishes industry best practices, markets the value of certification and exam security, and addresses other certification issues.

A partial list of ITCC members includes Certiport, Cisco, Citrix Systems, Inc., EXIN International, HDI, Hewlett Packard, IBM, Kaplan, Linux Professional Institute (LPI), Microsoft, Novell, Prometric, and Pearson VUE—all of whom are recognized industry leaders in IT certifications.

ITCC is developing an international standard for testing ethics and a means for employers to verify that professionals hold the IT certifications they claim on their resumes and transcripts. HDI is proud to be a member of ITCC, collectively we enhance the IT industry.


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Unit 1: Your Role in the Support CenterLearning ObjectivesBy the end of this unit, you will be able to:

• Explain your role in the support center

• Discuss the three elements of an effective organization: business image, business impact, and company culture

• Explain the importance of Total Contact Ownership

• Implement procedures for call handling

- Call greeting - Hold procedures - First Contact Resolution - Warm transfers and escalations - Status updates - Closing a call

• Describe the purpose and metrics of Quality Assurance (QA)

Unit Agenda Section 1: Your Role in the Support Center ...................................................... 2

Section 2: The Support Center’s Role in the Business ....................................... 6

Section 3: Total Contact Ownership ...............................................................10

Section 4: Procedures for Call Handling .........................................................13

Section 5: Quality Assurance .......................................................................... 26

Unit Summary ................................................................................................32

UNITOne

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1-2

UNITOne

Section 1: The Role of the Customer Service RepresentativeAs a customer service representative (CSR), it is crucial for you to understand your value in the support center. You provide front line service and support while representing the entire organization. For this reason, it is important that you offer the highest quality customer care with every contact. A customer service representative is responsible for:

• Receiving the initial customer service request or incident.

− An incident is an unplanned interruption to an IT service, or a reduction in the quality of an IT service, which may cause an interruption or reduction in the quality of service.

• Performing duties in a courteous and professional manner

• Maintaining and enhancing customer satisfaction

• Documenting and sharing knowledge

• Providing accurate information to customers

• Redirect customer requests to other departments as necessary

• Staying informed about the industry


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U n i t 1 : Y o u r R o l e i n t h e S u p p o r t C e n t e r


1-3

As a customer service representative, you should have a solid foundation based on strategy, standards, and consistency, with customer satisfaction being paramount. You are a valuable resource for the customer, as well as an important interface for various departments within the organization. You bring definite value to the organization and to customers in three roles that you play.

EXPERT

EXPEDITOR CUSTOMERCHAMPION

An Expert—A person with a high degree of knowledge, skill, or experience in a particular field. Whether you have been a support professional for two months or two years, in the eyes of the customer, you are the expert. As such, use your knowledge and expertise to resolve customer issues quickly and efficiently, providing them with a sense of comfort and security.

An Expeditor—A person who executes quickly and effectively. While you may be knowledgeable and have expertise in an area, it is of little use if you cannot execute. The business impact and the urgency of the customer’s issue are critical factors for setting the priority of an incident. You must expedite resolutions as quickly and efficiently as possible. The end result is an accurate solution, minimal frustration, and a strengthened relationship with the customer.

A Customer Champion—A person who actively promotes the image and services of the support center, and supports the needs of the customers. As a customer champion, you are an advocate for the customer, and should have a genuine interest in and concern for him/her. The way in which you resolve issues and how you make the customer feel is just as important as the service you provide.

As a customer service representative, you are in a position to positively influence the actions of your peers and your customers. In order to successfully influence others, you must learn to leverage relationships internally, as well as with your customers. Not one of these three roles can stand alone. Playing each of these roles will enable you to excel in providing best-in-class customer service and support.


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UNITOne

Activity: QuAlities of A customer service representAtive

To excel in your role, you must first understand the role of the support center in the organization and then work to master the necessary skills. In an HDI Practices Survey, managers were asked to identify the top ten essential qualities for a service professional. What do you consider to be the top ten most important qualities in a customer service representative?

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.


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1-5

Drive Consistency Within The Support CenterThe primary role and goal of support services for any organization, whether it is delivering internal or external support is...

“... to provide consistent, high-quality customer support that enables the customer and/or organization to continue performing at the highest possible level.”

Consistency is the cornerstone of a best-in-class support center. Providing consistent service includes:

• Providing all customers with the same quality of service

• Assigning priority levels consistently, in accordance with the service level agreement (SLA)

• Enforcing standard policies and procedures, while meeting customers needs

It is your responsibility as a customer service representative to deliver consistent, quality customer service by:

• Responding to customer incidents in a timely manner

• Understanding and documenting customer needs

• Taking ownership of customer incidents

• Making specific commitments, then consistently meeting or exceeding these commitments, while remaining faithful to organizational policies

• Resolving or assisting in resolving incidents within established service levels

• Enhancing the customer’s relationship with the service center and organization

• Promoting the image of the support center

Try to dissuade customers from requesting a specific person when they call with incidents or requests. One way to avoid this situation altogether is to make sure that the service your support center is providing is always quick and responsive. This benefits both parties, as the customer is satisfied and the support center isn’t spending valuable time correcting an imbalance of service requests.


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1-6

UNITOne

Section 2: The Support Center’s Role in the BusinessAs the support center evolves to provide additional value-added services the customer service philosophy must also be strengthened. To understand the importance of the support center, one must first understand the business it supports. It is important to maintain a business focus by understanding the image of the support center, the organization’s company culture, and the business impact and urgency for each customer experience.

Business ImageThe support center acts as a business unit within an organization providing a service for internal and external customers. Therefore, the image of the support center must always be one of professionalism and efficiency. The customer service representative should maintain a business image with every interaction. It is this interaction that the customer’s perception of the support center is based upon.


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1-7

You can help to promote the image of the support center by:

• Delivering a consistent, quality greeting and closing

• Keeping customers advised of the steps being taken to resolve their incident or service request

• Providing customers with accurate information

• Delivering consistent results with professionalism

• Being aware of personal conduct outside of the work environment that could affect the organization’s image

• Exhibiting professionalism and confidence

• Taking ownership, even when you do not have a ready answer

Company CultureCulture sets companies apart from one another, and generally a unique sub-culture exists within every organization. Every support team must strive to recognize the differences between its culture and that of the company it supports.

It is important to blend the culture of support with the culture of the organization. This cultural blending begins by gaining an understanding of the nature of the company’s business and values. To the extent possible, the support center should integrate itself into the organizations culture, and adopt its core values; this will help lay the foundation for solid business and operational alignment.

Business Impact The traditional support team focuses only on supporting technology, but a best-in-class support team focuses on supporting the business as a whole. The successful customer service representative understands his/her customer’s business, strategy, and goals. When a customer contacts the support center, the customer’s primary goal is getting his/her business needs met.

Business impact should be at the forefront of every support professional’s mind. When a customer is experiencing a problem, understand how that problem impacts the customer’s productivity. By having a greater understanding of the implications of lost productivity and addressing the issue as soon as possible, you become a champion for the customer.


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1-8

UNITOneIn order to meet the needs of your customers and establish a service culture within your support center team, partnerships need to be made. Organizations do not benefit from islands or silos of people and information. Every team or department within the organization needs to come together in the interest of the customer.

To establish and maintain relationships with your customers, in order to gain customer loyalty and a competitive advantage:

• Manage their expectations

• Build rapport

• Be empathetic

• Provide consistent service

• Understand how your systems or technology impacts your customer’s business

• Publicize the support center’s accomplishments

• Maintain a service attitude

• Meet the customer’s psychological needs first, and then their business needs

• Take ownership

• Display a confident attitude


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1-9

In summary, to understand the importance of the role of the support center, it is important to maintain a business focus by understanding the image of the support center, the organization’s company culture, and the business impact for each customer experience. These three components impact the value and perception of the support center.

Discuss:

• Make a list of what you perceive to be your customers’ needs.

• How do you know what your customers need?

• What happens when you fail to meet your customers’ needs?


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1-10

UNITOne

Section 3: Total Contact OwnershipAs in any facet of business, ownership and accountability are key to successful customer care. In unit three we will discussed the incident management process. A fundamental concept of the incident management process is ownership—which emcompasses tracking, monitoring, and communication.

Implementing Total Contact Ownership into your work environment is a best practice, designed to ensure that the concept of ownership and accountability of incidents is integrated within the support center. According to Total Contact Ownership, the support center owns service requests or incidents. The support center will monitor and continue to work on the customer’s service request or incident and follow up with the customer until that issue is resolved to the customer’s satisfaction.

Building a culture of ownership and accountability can be achieved by implementing methodologies that support the Total Contact Ownership concept. A primary reason for implementing Total Contact Ownership is to ensure proper incident management, as well as customer satisfaction and the ability to deliver on promised service levels.


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The following tips will assist you in implementing Total Contact Ownership in your work environment:

1. It is critical to document customer contact information into the incident management system so that status updates can be provided to the customer. Make sure there is an agreement on a call back time and frequency so that the support center team knows the status of the customer’s service request or incident at all times.

2. As the customer champion, you need to be aware of the status of open incidents. Your service management system should record the identity of the Total Contact Owner. Should the customer’s service request or incident be passed around from one support professional to another without informing you, the main customer point of contact, make sure you address this concern with that person and reiterate how this could seriously affect customer service.

3. Keep the customer informed at all times; this boosts your credibility and tends to exceed customer’s expectations. Establish expectations, and let the customer know that you will be in contact at specific intervals until the service request or incident is resolved. Also, follow through to make sure communication with the customer is taking place at regular intervals.

4. Contact the customer and make sure the service request or incident was resolved to the customer’s satisfaction.

Total Contact Ownership

All support groups share inthe ownership of incident–

communicate status to customer.

If not resolved, communicates next steps to customer– and escalates incident.

Analyst begins incidentmanagement process.

Contact customer and ensureincident was resolved tocustomer’s satisfaction.

Customer requests assistance.


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UNITOne

Discuss:• Do you practice Total Contact Ownership in your support environment?

• What are some benefits of Total Contact Ownership?

• How can you practice Total Contact Ownership in your work environment?


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Section 4: Procedures for Call HandlingThe remainder of this course focuses on best practices for incident management. The principles of incident management include the call handling process, using effective communication skills, actively listening to the customer, and addressing the emotional needs of the customer. In addition, the principles of incident management address the need for asking probing questions in order to problem-solve and troubleshoot, as well as implement techniques for resolving the customer’s service request or incident. All of these topics will be discussed in depth in the upcoming units.

The benefits of customer management include:

• Optimized talk time

• Faster incident resolution times

• Improved service center productivity

• Establishing credibility for the service center

• Increased confidence of the customer service representative

• Enhanced image of the support center in the mind of the customer

• Increased level of customer satisfaction

This section will focus on the basic call handling processes and procedures.

Sales TechniquesCustomer service and sales often work together within the support center. In order to best meet your customer’s needs, you should be aware of some highly effective sales techniques, and look at ways to implement them within your contacts when appropriate.

• Up-selling is the practice of offering customers a product in addition to the product they are currently purchasing.

• Cross-selling refers to selling items that are related or can be integrated with the item being sold.

The benefits of using up-selling and cross-selling techniques include an increase in sales volume and an increase in customer loyalty.


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UNITOne

Customer ManagementYou represent the entire organization every time you answer the phone. Below are best practices for customer management during the Incident Management process.

1. Prepare for the call—Take a deep breath, stop other work, and focus. Get ready to document the incident or service request.

2. Greet the customer—The correct phrases said in the right order will give a positive impression and convey an immediate message about how the customer’s issue will be resolved. Customer greetings are the first step in establishing rapport with the customer.

3. Resolve the incident—The procedural steps for resolving incidents, which includes troubleshooting and problem-solving, will be discussed in Unit 3.

4. Close the call—close the incident or service request and ensure customer satisfaction.

Following are the detailed procedures that a customer service representative must follow to ensure a call is handled smoothly.


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Greeting the CustomerDuring your greeting, you create an image of yourself, as well as the support center and the organization. How you greet a customer sets the tone for the entire conversation with the customer. You have about three to ten seconds to make a good first impression upon your customer. Using a standard customer greeting allows for consistency in how the support team greets a customer.

When the support team begins each call with the same request for information, this builds a comfort level for the customer—the customer knows what to expect. This process is known as scripting the caller. Remember, it is not only what you say that matters, but also how you say it.

A consistent standard greeting:

• Expresses your willingness to assist the customer• Enhances the business image of the support center• Establishes an atmosphere of trust and respect• Sets the tone and expectations of the call

Step 1: Provide a salutation, identify your support organization, and then yourself.

Customers like familiarity and comfort when they call needing support. Having a consistent message when you answer the phone provides this. When all customer service representatives consistently use a standard greeting it makes the support center team appear more professional—it creates a uniform, professional image of the support center. When answering a call, identify your support organization, then yourself. For example:

“Hello. Thank you for calling ABC Support Center. This is (name).”

Step 2: Request the customer’s name and/or entitlement.

Begin the conversation by asking a closed-ended question, rather than asking, “How may I help you?” For example,

“Hello. Thank you for calling ABC Support Center. This is (name). May I have your name and ID please?”

Entitlement is permission or rights to the level of service. By confirming entitlement, you verify customers have approved access to what they are requesting. Establishing who the caller is and obtaining critical pieces of information, such as the customer’s name and/or ID provides you with two additional advantages:

• You gain immediate control of the call.

• Using the customer’s name during the call captures the customer’s attention, builds rapport, and contributes to a positive first impression of you and the support center. It also serves as a subtle reminder to the customer that you know who he/she is and enables him/her to focus in emotional situations.


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UNITOne

Step 3: Provide an offer of assistance.

The last step in the customer greeting process is to offer the customer assistance by asking an open-ended question. For example:

CSR: “Hello. Thank you for calling ABC Support Center. This is (name). May I have your name and ID please?”

Customer: “John, 555.”

CSR: “Hello John. How may I help you?”


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Placing a Customer on HoldAt some point during the call handling process, you may need to put your customer on hold. One of the most irritating things for most customers is being put on automatic hold. A company that answers the phone with, “XYZ Company, please hold,” is jeopardizing customer satisfaction.

Reasons for placing customers on hold vary. You may have to deal with multiple phone calls, or there may be people waiting beside your desk. Perhaps you may have to research a problem further or perform a task for the customer. Regardless of the reason, remember, in the customer’s eyes, not receiving immediate attention at all times can be a frustrating experience. Follow these steps when placing a customer on hold:

Step 1: Ask the customer for permission.

Being put on hold is not a journey any of us takes willingly. Always ask for permission before placing a customer on hold.

Step 2: Tell the customer why.

Provide a valid reason to the customer for placing the customer on hold. Customers are more likely to hold if they know why they are being put on hold. This gives customers a mental picture of what you are doing to assist them, rather than having no time to focus on the customer’s issue.

Step 3: Provide a reasonable time frame.

Providing customers with an estimated time frame of how long they will be on hold has a calming effect. A short hold time is 1-2 minutes. A long hold time is 3-5 minutes. It is better to give a realistic estimate rather than have the customer feel forgotten and start wondering if they should hang up and call back. Remember, the customer’s perception of time when on hold is up to two times greater than the actual elapsed hold time.

Step 4: Wait for a response.

If you ask a question, it is only polite to wait for a response. Confirm that the customer agrees to being placed on hold. Most customers have been conditioned for the “automatic hold”. Do not be surprised if the customer does not respond to you. If the customer does not answer, simply provide an extra level of customer service and politely ask them the question again.


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UNITOne

Step 5: Thank the customer for holding.

After you return to the line, thank the customer for holding. Thanking the customer is not only a common courtesy, but it also acknowledges the customer’s understanding and patience.

What if the customer does not want to be put on hold?

If you care to ask a customer if he/she can hold, then you should be prepared for a “no” response. If a customer prefers to be called back, obtain the customer information, establish when you will return the call, and follow through by returning the call.


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Transferring a CallDuring the call handling process, you may need to escalate or redirect a call to another support group or another department. There are three different types of transfers: hot, warm, or cold.

• Cold Transfers: When you transfer a call without introducing the person or issue and then hang up the call. In a support center, you want to avoid cold transfers.

• Warm Transfers: When you place the customer on hold, inform the third party in a private introduction, and then transfer the customer to the third party. This is the preferred method of call transferring.

• Hot Transfers: When you keep the customer on the phone and conference in the third party without a private introduction.

The proper protocol for hot/warm transferring a customer call include:

1. Let the customer know the reason for the transfer, and get the customer’s agreement.

2. Ensure the customer has your name and number in the event the call does not transfer successfully.

3. Place the customer on hold while calling the receiving party.

4. Explain the circumstances of the call, and transfer all relevant information so that the customer will not have to repeat him/herself.

5. Verify that the receiving party is able to assist.

6. Connect the customer to the receiving party in a three-way call and introduce the customer.

If the caller cannot be transferred to the needed resource, inform the caller and see an approved substitute. Regardless of the plan, be sure to log the call.


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UNITOne

First Contact Resolution and EscalationFirst Contact Resolution is achieved when the individual who takes the initial incident is the same person who resolves the incident to the customer’s satisfaction. First Contact Resolution is when the incident is resolved on initial contact with the customer still on the phone. It is important to note that only one contact was made by the customer and that the incident was resolved at the first level of support.

It is very important to note that a support organization must clearly define what First Contact Resolution is in their environment and document this in their service level agreement (SLA) and on reports. Thus, there will be no confusion within the support center or with customers as to how the support organization is defining First Contact Resolution.

If you are the initial customer service representative and cannot resolve the incident, you will need to obtain additional resources. Escalation occurs when an incident is handed off to another resource for resolution. It is important to note that ownership is not typically handed off, only the responsibility of the resolution.

Types of Escalation• Functional escalation—moving an incident or service request laterally to a specialist more

appropriate to the incident.

• Hierarchical escalation—moving an incident or service request upwards to a higher authority, either management or a more senior resource.


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When to Escalate• You have exhausted your resources.

- You have exhausted your skills, expertise and available resources, and additional technical expertise is required.

- Desk-side support is required.

• The impact of the incident upon the customer’s business is high/critical.

- No existing work-around is available.

- The incident or service request has a critical impact on the business.

• The customer is abusive or the customer demands it.

• The SLA dictates an escalation.

- An incident or service request is approaching breach of a service level commitment or exceeds that commitment.

How to Escalate

Once it has been determined that an escalation is appropriate, you can escalate the issue using one of the following methods:

1. Conference Call—During a conference call, a customer’s incident or service request is resolved while the customer service representative (CSR) is taught how to handle the issue. If the CSR can listen to the solution and gain technical knowledge, it will eliminate the need to escalate the issue in the future. Using the conference call method, place the customer on hold and contact the person you are escalating to. Give a description of the issue, and then conference the customer in to the conversation.

2. Automated Messaging or Email— For example, if an incident is approaching a service level breach, the service management system may automatically notify management to make them aware and to facilitate a resolution.

3. Transfer—Sometimes a conference call is not feasible. In these circumstances, the call can be “warm” transferred.

4. Dispatch—Sometimes an issue requires an on-site customer visit. The two most important factors for dispatching procedures are following up with the customer and working within the specified service levels.


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UNITOne

Providing Status ReportsWhen you escalate an incident or service request, the support center continues to retain actual ownership of it until it is resolved. You must ensure that the customer is kept informed of all phases of the resolution process, and remain the single point of contact whenever the customer calls to check on status. Keeping the customer informed of changes in status is important because:

• The customer may provide new information affecting resolution efforts

• By being informed, the customer can plan other activities more intelligently based on the resolution time

• The customer knows that someone is addressing the situation and appropriate resources are being used

• It increases customer satisfaction and manages customers’ expectations

• It increases employee productivity due to a reduction in the number of status updates

• It minimizes the incidences of escalation


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Status updates should be provided whenever a “significant change” occurs with respect to an incident. This may include:

• When an incident has been escalated to a special support group to speed resolution

• When a problem has been reproduced and an underlying cause has been identified

• When a temporary or permanent solution has been identified

Status reporting is increasingly done via automated email, or via the Web. However, when providing telephone status updates to customers:

1. Identify yourself and your support center.

2. Specify the incident to which you are referring.

3. Describe the current status of the incident.

4. Mention the next steps or tasks scheduled, the time frame, and the next status update.

5. Document tasks that are required of the customer and those that are required of the support center.

It is not acceptable to say that you will only call the customer when you have found a resolution. Set commitment boundaries, using the SLA as a guide. When leaving a voice message status update:

1. Leave your name, the date and time of the call, and your contact information (including organization and support center).

2. Provide a reference number.

3. State the purpose of the call.

4. Provide an updated status concerning the incident or service request and reset the customer’s expectations.

5. Describe any action requested from the customer, or provide details on the next steps planned by the support center.

Discuss: • What should you tell a customer if their order is going to be delayed?

• What should you tell a customer who demands to speak to a supervisor?


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UNITOne

Closing a CallAn incident or service request is closed when the customer is satisfied with the resolution. The final impression you leave with your customer is just as important as your first impression. Your call-closing process will determine the customer’s perception of the incident and the extent to which you are service-oriented. Use the steps below to help you gain customer satisfaction and ensure that you meet your customer’s expectations.

Step 1: Summarize.

When a resolution is reached, summarize the steps of resolution for the customer. Use the customer’s name and confirm that the incident or service request has been resolved to the satisfaction of the customer. Summarizing the incident or service request provides a small opportunity of training for the customer—which is especially important at the end of an extended conversation. You want the customer to remember the conclusion or the resolution, not the stress and frustration that may have existed at the beginning.

If a resolution has not been reached, summarize the steps taken thus far and explain the next steps for resolution. Set the customer’s expectation for follow-up and provide the customer with the necessary contact information.

Step 2: Ask the customer, “Is there anything else I can do?”

Ask if the customer has any other questions. This gives you another chance to address items that may not have been discussed during the call.


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Step 3: Thank the customer.

Use a standard closing and thank the customer for contacting the support center. Customers develop loyalty to those companies who appreciate their business and thank them for purchasing their products or using their services. A short, simple, and courteous “Thank You” at the end of the conversation goes a long way in developing customer loyalty.

Step 4: Allow the customer to hang up first.

As simple as this sounds, make sure you replace the handset and actually disconnect from the call. This will ensure you are ready for the next call. Likewise, this prevents you from interrupting the customer.

Step 5: Documentation.

After the call has ended, ensure you have documented the details of the incident or service request in the service management system. If necessary, email written confirmation to the customer and update the knowledge base.


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UNITOne

Section 5: Quality AssuranceTo retain customers and gain an advantage over competitors, organizations must exceed their customers’ expectations. By knowing what customers expect in terms of quality service delivery, the support center can put performance objectives in place that measure the support center’s performance against customer expectations. Quality assurance (QA) is a systematic way of ensuring that all the activities necessary to design, develop, and implement services that satisfy the requirements of the organization and of customers take place as planned.


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MetricsBeing able to capture and understand key support center measurements allows your organization to:

• Set performance goals

• Track individual and team performance

• Plan for staffing needs

• Efficiently allocate resources

Types of Metrics

A metric in the service and support industry is any measurement of performance and efficiency. Metrics are usually (though not necessarily) based on the statistical, historical, or operational information captured by a customer relationship management (CRM) system, service management system, and/or automatic call distribution (ACD) system. Metrics can be used as a basis for improving business procedures. Some common support center metrics are discussed on the following pages.


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UNITOne

Common Support Center Metrics

Average Speed to Answer (ASA)—the average time a customer is waiting before the call is answered.

• Leading indicator• Used to determine how long

customers wait to speak to an analyst• Used to manage staffing levels

and scheduling

Abandon Before Answer (ABA)—the percentage of customers that terminate a call (i.e., hang up) before the call is answered by an analyst.

• Leading indicator• Used to estimate staffing and

scheduling

Average Handle Time—the average time spent talking to a customer on each call.

• Leading indicator• Used to evaluate staffing and

training• Used to compare agents to suggest

if one may be too abrupt or too talkative

Availability—the percentage of the total time that the analyst was available to take or make calls.

• Leading indicator• Used to measure the productivity of

the support center and the analyst


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Common Support Center Metrics

First Contact Resolution (FCR)—the percentage of incidents that are resolved upon initial contact with the customer.

• Leading indicator• Used to measure analyst knowledge

level and relative complexity of incidents

Average Hold Time—average time a customer is on hold.

• Leading indicator• Used to evaluate staffing and

scheduling

Number of Incidents in Total and by Analyst—total volume of incidents or service requests in a period.

• Used for capacity and resource planning

Average Time to Resolve—the average time between the reporting of an incident and its resolution.

• Used to assess escalation processes, problem management

Incidents by Priority, Severity, and Type • Used to determine if issues are being handled in accordance with priority levels and escalation policy

• Enables an assessment of trends, and identification of root causes

Customer Satisfaction Level • Ultimate lagging indicator• Key measure of service

center effectiveness

Employee Satisfaction Level • Lagging indicator• Key measure of the support center’s

ability to delivery high quality services

Cost per Incident • Per-incident cost of the support center’s operations (including people, support infrastructures, and overhead)

• Measure of support center’s cost effectiveness


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UNITOneMetrics are useful for highlighting skills gaps or knowledge gaps within the support center, enabling the manager to provide relevant training. Metrics can also be used as a mechanism to predict customer satisfaction.

Employee attendance and promptness are extremely important for purposes of performance measurements. If one team member is constantly absent or late, it can increase the ASA and ABA rates, which in turn can lead to reduced customer satisfaction levels.

For instance, when a support center has a high ABA rate (i.e., abandon rate), a large number of customers are hanging up without speaking to a support professional. This results in:

• Lower customer satisfaction

• Lost productivity for the customer

• Customer defections, resulting in lost business

A high (long) ASA rate indicates that customers are waiting longer than expected. This results in:

• Frustrated customers

• Higher abandoned call rate

• Lower customer satisfaction

When reporting metrics the support center needs to identify the proper audiences, as well as the reporting those audiences need to stay informed and take any necessary corrective actions. For each metric, there should be established checkpoints designed to regularly gather the data. Then, it is necessary to regularly compare support center performance against the targeted service levels, and finally, assess the performance.


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When necessary, the support center must take action to correct and improve performance.

Quality Assurance PracticesSupport centers have recognized the importance of metrics to determine whether or not they are meeting acceptable standards of call time, resolution time, and abandon rates. But metrics alone do not determine the customers’ perception of the support center; that requires something more. There are different ways of measuring customer satisfaction. A few common quality assurance practices include:

• Phone call monitoring— A critical link in quality assurance. The method for call monitoring can be as simple as plugging in next to the support professional or as complex as having a software application that records both voice and screen usage. You may have concerns regarding call monitoring, considering it a breach of privacy, or a micro-management tool. However, the purpose of call monitoring is that it allows for evaluation of call quality. When you hear how you handle incidents and interact with customers, you can make adjustments to your vocal elements, evaluate your problem-solving techniques, and identify other areas that may need improvement.

• Incident monitoring—This QA practice helps evaluate the quality of incidents logged at the support center. Incident monitoring has several benefits for you, the customer, and the organization, including: validating the information provided to the customer, providing feedback to you on your job performance, and ensuring that the incident documentation process is followed.

• Customer Satisfaction Surveys—This is a key performance indicator (KPI) for measuring support center success. To compliment the regular gathering and distribution of service delivery measurements, the support center should conduct customer satisfaction surveys to assess customer perception. Ongoing surveys measure customer satisfaction with the support center’s products and services and are used to evaluate the overall performance of the support center’s staff, infrastructure, and management.

It’s been said that perception is reality. Ultimately what matters is the customer’s perception of your quality, not what you think you deliver in terms of quality. The support center that is well monitored and measured understands the value of meeting and exceeding customer service level expectations. A consistent measurement and reporting methodology creates an environment of achievement and success that benefits the entire enterprise.


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UNITOne

Unit SummaryIn this unit, you learned to:

• Explain your role in the support center

• Discuss the three elements of an effective organization: business image, business impact, and company culture

• Explain the importance of Total Contact Ownership

• Implement procedures for call handling

- Call greeting - Hold procedures - First Contact Resolution - Warm transfers and escalations - Status updates - Closing a call

• Describe the purpose and metrics of Quality Assurance (QA)


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HDI Customer Service Representative StandardListed below are the standard competencies covered in this unit.

Standard Number Competency

1.6.1 Identify ways a customer service representative can deliver consistent, quality customer service

1.6.2 List responsibilities of a customer service representative

2.1.1 Identify ways to promote the image of the support center

2.4.1 Identify common measurements used in support centers

2.4.2 Identify how common support center measurements are used

2.4.3 Describe the impact if the Abandon Before Answer (ABA) rate is higher than expected

2.4.4 Describe the impact if the Average Speed to Answer (ASA) rate is higher than expected

5.2.1 Define Quality Assurance (QA)

5.6.1 List the best practices for customer management during the Incident Management process

5.6.2 Explain the benefits of using the customer’s name during the call

5.6.8 List the steps for putting a customer on hold

5.6.9 List the steps for transferring a call

5.6.10 List the steps for closing a call

5.6.11 List the benefits of customer management

5.8.1 List strategies for establishing effective relationships with customers

5.13.1 Describe escalation

5.13.2 Identify when to escalate

5.14.1 Explain the importance of keeping the customer informed of changes in status

5.14.2 List the steps for providing live status updates to customers

5.14.3 Explain the steps for leaving a voice message status update

5.16.1 Define up-selling


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UNITOne

Standard Number Competency

5.16.2 Define cross-selling

5.16.3 Identify the benefits of up-selling and cross-selling


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Unit 2: Communication SkillsLearning ObjectivesBy the end of this unit, you will be able to:

• Explain the communication process

• Explain the importance of matching a customer’s communication style

• Identify filters and common sources of miscommunication

• Implement techniques for cross-cultural communication

• Reiterate the impact of language barriers when communicating with customers

• Use appropriate vocal elements

• Explain the principles of active listening

• Identify barriers to active listening

• Explain the benefits of active listening

• List the guidelines of incident documentation

• Demonstrate effective use of e-mail

Unit Agenda Section 1: The Communication Process ............................................................ 2

Section 2: Cultural Sensitivity .........................................................................11

Section 3: Vocal Elements ...............................................................................13

Section 4: Active Listening ..............................................................................16

Section 5: Incident Documentation .................................................................18

Section 6: Writing Skills ................................................................................. 26

Unit Summary ............................................................................................... 30

UNITTwo

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UNITTwo

2-2

Section 1: The Communication Process

Communication Skills and Customer ServiceEstablishing a good relationship with customers, team members, and other parts of the organization is a key component to effective and efficient customer service. It is important that you possess excellent communication skills so that you can build a rapport with your customers and peers with each and every interaction.

While the expectations of customer service may change from industry to industry, the basic elements of customer service are the same. A key element in delivering excellent customer service is to understand your customer’s needs and manage their expectations as to how you will meet those needs.

The characteristics of excellent customer service are:

• Actively listening to the customer

• Demonstrating empathy by acknowledging and understanding customers’ emotions

• Realizing that customers’ needs and expectations may change, and remaining flexible in order to meet those expectations while working within the organization’s guidelines

• Proactively keeping customers informed of status changes via phone, Web, or e-mail updates

• Taking initiative to resolve incidents—going above and beyond ordinary effort when necessary

• Proactively following up with a customer to ensure a solution remains successful

• Delivering an extra measure of service when a customer’s expectations have not been met


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U n i t 2 : C o m m u n i c a t i o n S k i l l s


2-3

The role of a customer service representative can be incredibly challenging for many different reasons. The biggest challenge may be in having to relate to so many different people, each with his or her own personality, competency level, and technical knowledge. This can set the stage for a stressful work environment. The good news is that you control how you respond to the environment and people around you. In this unit, we will explore the effects of communication—both verbal and written—upon customer service. This includes understanding the communication process, barriers to effective communication, cultural sensitivity, vocal elements, and active listening skills.

Communication StylesWe typically form distinct impressions about people almost immediately upon meeting them. You may decide that someone is serious, aggressive, quiet, funny, pleasant, introverted, or extroverted, and then act as if that first impression is true.

If your first impression is accurate, then you will probably communicate quite effectively with that person. However, if you have misjudged that person—and chances are you have—you may encounter barriers that affect how you communicate with that person. Thus, a good relationship with another person frequently depends upon an objective interpretation of that person’s communication style. The sooner and more accurately you can identify a person’s style, the better prepared you will be to relate to and communicate with him or her effectively.

People with different communication styles often have tense relationships. As this tension increases, the probability of establishing trust decreases. Successful communication involves knowing how to identify and adapt to a person’s communication style and communicating with that person accordingly. Keep the following in mind:

• Style is based on observed behavior

• Style is free from judgment

• Your style is perfect for you and is not likely to change

• Style involves allowing people to be themselves

• Each style has its own strengths and weaknesses


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UNITTwo

2-4

Matching a Customer’s Communication StyleMatching a customer’s communication style is important because it increases comprehension, facilitates understanding, and improves the level of customer satisfaction. You will be better able to deal with the customer’s emotional state, which will enable you to meet the customer’s psychological needs. This results in faster incident resolution, reduced talk time, and increased customer satisfaction. You can match a customer’s communication style by:

• Understanding the customer’s level of proficiency

• Matching the customer’s vocal elements, if and when appropriate

• Matching the customer’s vocabulary (i.e., use the same kind of terminology)

• Recognizing the other person’s learning style


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2-5

Learning StylesA learning style is an individual’s unique approach to learning based on certain strengths, weaknesses, and preferences. Your learning style has a significant effect on your communication style.

We will discuss three learning styles in this section. As you learn more about your preferred learning style, you will be able to improve your communication skills. Additionally, by identifying your customer’s learning style, you can tailor the directions you provide in a way that appeals to his/her preferred learning style.

In an article entitled “Learning Styles,” MindTools provides the following advice regarding learning styles: “Be aware of your preferences and the range of preference of your audiences....[By] understanding that other people can have quite different learning preferences, you can learn to communicate your message effectively in a way that many more people can understand. This is fundamentally important, particularly if you’re a professional for whom communication is an important part of [the] job.”1

Activity: Identify Your Learning Style

This activity will help you identify which of the three common learning styles you prefer. Read each statement in the following tables and select the appropriate number response as it applies to you.

Response: 3 = Often, 2 = Sometimes, 1 = Seldom or Never

LEARNING STYLE 1

I remember information better if I write it down. Looking at the person helps keep me focused. I need a quiet place to get my work done. When I take a test, I can see the textbook page in my head. I need to write directions down, not just take them verbally. Music or background noise distracts my attention from the task at hand. I am attracted to and react very strongly to colors.I doodle and draw pictures on the margins of my notebook pages.

I can easily be distracted in training courses/meetings.

Total

1 URL: http://www.mindtools.com/mnemlsty.html


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LEARNING STYLE 2

My papers and notebooks appear to be messy.

When I read, I use my index fingers to track my place.

I’d rather listen to directions, rather than follow written directions.

If I hear something, I will remember it.

I would rather learn about a topic in a group so I can listen to others.

I often misread words from text (e.g., “them” for “then”).

I would rather listen and learn than read and learn.

I don’t pay attention to an individual’s body language.

My eyes tire quickly, even though my vision is healthy.

Total


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HDI Customer Service Representative Participant Handbook

Documents

Transcript of HDI Customer Service Representative Participant Handbook