2. 2
T h e s t o r y s o f a r …
232 survey participants
188 Linkedin members
100 road show participants
Survey presentations
Customer Contact Expo & PPF conferences
CCMA awards
Regional Contact Centre Forums
P&Qc a m p a i g n
Crowd source the
next generation of
performance & quality
best practice
All the discussion led to a series
of key insights - seeing the context
of P&Q as an ecosystem
P&Qa c t i v i t y
P&Qc r o w d s o u r c e d w i s d o m
P&Qc h a l l e n g e
The Strategic Quality Framework
answered how a P&Q ecosystem
is adapted
Finally, the P&Q challenge
incentives everyone to trial it
1
2
3
4
11. 11
Strategic
Quality
Framework
Who Defines Quality?
e.g.
Customers
Regulators
Leadership
Advisors
Others
e.g.
Performance
Compliance
Improvement
Innovation
e.g.
External Surveys
Internal Surveys
Evaluations
Analytics
e.g.
Performance Mgt
Coaching
‘Fixing It’
Best Practice
e.g.
Leadership
Team Leaders
Quality Team
Peer to Peer
Analysts
1 2 3
567
e.g.
Process Based
Systems Based
Needs Based
Self Managed
4
e.g.
Metrics
Behaviours
Feedback
8
For Which Outcomes? From What Inputs?
What Drives Quality?
Who Gets Involved?Why Get Involved?
e.g.
Recognition
Reward
Career
Belief
What Is Success?
How Is Quality
Improved?
11
We decided
to create
the P&Q Challenge
A 6 month supported journey to transform
how you deliver service quality and
performance mgt
12. 12
Annual Best Practice Dinner
All completed assessments receive P&Q challenge awards
Best upgrade examples have opportunity to present
Challenge #1
A completed ‘Strategic Quality Framework’ review
Evidence
Ability to show how previous and upgraded ecosystems compare
Ability to visualise how upgraded ecosystem works
Challenge #2
A plan to implement upgraded version
Evidence
Ability to show how upgrades are being introduced
Ability to show targeted & actual benefits of upgrade
13. 13
Strategic
Quality
Framework
Who Defines Quality?
e.g.
Customers
Regulators
Leadership
Advisors
Others
e.g.
Performance
Compliance
Improvement
Innovation
e.g.
External Surveys
Internal Surveys
Evaluations
Analytics
e.g.
Performance Mgt
Coaching
‘Fixing It’
Best Practice
e.g.
Leadership
Team Leaders
Quality Team
Peer to Peer
Analysts
1 2 3
567
e.g.
Process Based
Systems Based
Needs Based
Self Managed
4
e.g.
Metrics
Behaviours
Feedback
8
For Which Outcomes? From What Inputs?
What Drives Quality?
Who Gets Involved?Why Get Involved?
e.g.
Recognition
Reward
Career
Belief
What Is Success?
How Is Quality
Improved?
13
It's an 'ecosystem' way of thinking
about service quality and people
performance
14. 14
Who Defines Quality?
For Which Outcomes?
Workshop 1
For What Inputs?
What Is Success?
What Drives Quality?
Who Gets Involved?
Why Get Involved?
Celebrating Success
Workshop 2 Workshop 3
Workshop 4
How Is Quality
Improved?
Workshop 5Workshop 6Site Visits
Class of ’15
Preparing for
P&Q Challenge #1
Preparing for
P&Q Challenge #2
SQF
Assessments 1&2
15. 15
e.g.
Customers
Regulators
Leadership
Advisors
Others
1
Who Defines Quality?
O u t c o m e s
A clear description of what Quality means that everyone can understand based on the
views of those we decide to include
Q u e s t i o n s
C u s t o m e r s : Do we just cater to their common needs or also include segment and
individual needs?
R e g u l a t o r s : What are their actual guidelines versus in-house interpretation?
L e a d e r s h i p : Is this just Customer Services? Or are other senior views also valued?
A d v i s o r s : How do we distil their daily experiences of what Quality means?
O t h e r s : Are there others who influence rather than define what Quality means?
Such as partners, suppliers, competitors or third parties
I s s u e s
• How/when are these views gathered?
• Do some carry more weight than others?
• Can this description be linked with an overall goal/ambition/mission for Quality?
16. e.g.
Performance
Compliance
Improvement
Innovation
2
For Which Outcomes?
16
O u t c o m e s
Clarity on the scope of our P&Q activity
Q u e s t i o n s
P e r f o r m a n c e : Just advisors or any other roles? Just Contact Centre or any other
Service touch points? Any beyond that?
C o m p l i a n c e : How is this defined? By regulators, in-house, others e.g. partners?
I m p r o v e m e n t : As related to just people improvement? Or Customer Service
processes/ policies as well? Or the entire customer journey across
all functions? Does this include product/service fixes as well?
I n n o v a t i o n : Are we interested in just new ideas that impact Customer Service? Or
other functions as well? If so which ones and for what topics?
I s s u e s
• This decision is linked to our strategic view of Customer Service’s role. Reactive
versus proactive. Maintaining SLAs versus getting smarter over time. Moving from
operational to strategic value for the organisation
17. e.g.
External Surveys
Internal Surveys
Evaluations
Analytics
3
From What Inputs?
17
O u t c o m e s
Clarity on which data sources we should use in our quality management
Q u e s t i o n s
E x t e r n a l S u r v e y s : Does this include post interaction surveys, mystery shopping
exercises, 3rd party surveys, audits or any other VoC (Voice Of
The Customer) data such as social media monitoring?
I n t e r n a l s u r v e y s : Should we poll advisors/team leaders and others as valid inputs?
E v a l u a t i o n s : What role will existing quality evaluations play?
A n a l y t i c s : If we used Interaction Analytics? How would this
compliment/integrate with other sources of feedback?
I s s u e s
• How do we co-ordinate with other users of these data sources?
• Do some carry more weight than others?
18. e.g.
Metrics
Behaviours
Feedback
8
What Is Success?
18
O u t c o m e s
Clarity on which proof points are accepted indicators of
progress towards our quality agenda
Q u e s t i o n s
M e t r i c s : Which quantitative measures are needed to
satisfy our stakeholders?
B e h a v i o u r s : Are certain changes in behaviour important
indicators?
F e e d b a c k : Are there formal/informal insights from
customers/advisors/others that are important
proof points?
I s s u e s
• Being able to measure the right things
• Checking all proof points are aligned to support the
intended outcomes defined in Q2
19. e.g.
Process Based
Systems Based
Needs Based
Self Managed
4
What Drives Quality?
19
O u t c o m e s
Clarity on the criteria and ‘whole approach’ for triggering
quality management
Q u e s t i o n s
P r o c e s s b a s e d : Should it be based on ‘x times a month’ for
all advisors, irrespective of performance
levels?
S y s t e m s b a s e d : Should we be listening for new customer
issues via automated alerts, social media
monitoring or trend tracking?
N e e d s b a s e d : Should it be based on individual needs e.g.
exception based intervention?
S e l f m a n a g e d : Rather than ‘top down’, is it triggered by
the advisors who offer up examples for
personal coaching, innovation etc
I s s u e s
• Deciding if these approaches are mutually exclusive or can
be combined
20. e.g.
Leadership
Team Leaders
Quality Team
Peer to Peer
Analysts
5
Who Gets Involved?
20
O u t c o m e s
Clarity on who contributes: why, how and when throughout the P&Q cycle
Q u e s t i o n s
L e a d e r s h i p : Given our defined outcomes (Q2), how are Customer Service/other
function leaders involved?
Te a m L e a d e r s : What is their role in identifying, prioritising, improving P&Q
issues and opportunities?
Q u a l i t y Te a m : What role does the quality team play and what are its
accountabilities?
P e e r t o P e e r : How are advisors used? E.g.to mentor, buddy or be experts passing on
best practices? How does this link to any Trust/Empowerment agenda?
A n a l y s t : Is this a separate role or an embedded skill, especially when
Interaction Analytics is deployed?
C u s t o m e r : How do they contribute?
I s s u e s
• Finding an easy way to give an ‘ecosystem style’ view of how each role contributes
21. 21
6
Why Get Involved?
e.g.
Recognition
Reward
Career
Belief
21
O u t c o m e s
Ability to answer the ‘what’s in it for me’ question
Q u e s t i o n s
R e c o g n i t i o n : Are there more powerful ways we can recognise individual and team
successes in supporting our quality goals?
R e w a r d : Does it work to financially incentivise? If so, are we rewarding the
right behaviour? Have we traced this across every role?
C a r e e r : Have we encouraged our quality champions with a clear career path to
keep them?
B e l i e f : How do we tap into the energy that comes when people just believe in
‘doing the right thing for customers’
I s s u e s
• Any conversation about motivation has to be considered in the context of culture
22. 7
e.g.
Performance Mgt
Coaching
‘Fixing It’
Best Practice
How Is Quality
Improved?
22
O u t c o m e s
Clarity on the way we go about improving ‘poor’ quality and spreading best practices
Q u e s t i o n s
P e r f o r m a n c e M g t : Does our approach to target setting, reviewing then acting on
good/poor performance support our quality agenda?
C o a c h i n g : How can we improve its impact? Is our ‘day in the life’ view of
coaching in line with our quality ambitions?
“ F i x i n g I t ” : Are we effective at identifying, sizing, justifying, assigning
and finally ensuring that the causes of ‘poor’ quality are
systematically improved within Customer Service/rest of
organisation?
B e s t P r a c t i c e : How well are we identifying and sharing ‘quality’ best practices
between advisors and teams?
I s s u e s
• Persuading other part of the organisation to respond
• Being unable to identify and share specific best practice behaviour
23. 23
I n s i d e O u t O u t s i d e In
C o n v e r s a t i o n
F o c u s
Script
Adherence
Conversation
Guidelines
(as customer benefits)
Real Time
Situation Empathy
A s s e s s m e n t
M i n d s e t
Right/Wrong
Scoring
Better/Worse
Implementation
Interpretation Of
What Mattered
(customer-legal-regulation)
C o n v e r s a t i o n
F r a m e w o r k
Assessment Form
These Things Always Matter
Customer Journey
Do The Following Things
Which Things Matter?
Customer Journey
Respond Authentically
These Things Always Matter
Do The Following Things
M g t : A d v i s o r
R e l a t i o n s h i p
Command/Control
Micro Management
Collaborative
Coaching
Creative
Peer To Peer
Pass/FailM e a s u r i n g
O u t c o m e s
Customer Opinion Customer Opinion
Customer Understanding
Personal Judgement
24. A s s e s s m e n t D a y – J u d g e s N o t e s
Has this been
adequately
evidenced?
Reasons Why This Entry Qualifies For A ‘Top 3’ Award
Organisation
Presenters
Name/Title
Other Notable
Attendees
Duration & Format
Of Session
Location
Ability to show
how previous and
upgraded
ecosystems
compare
Yes
No
Ability to
visualise how
upgraded
ecosystem works
Yes
No
Yes
No
Ability to show
how upgrades
are being
introduced
Ability to show
targeted &
actual benefits
of upgrade
Yes
No
Has this organisation demonstrated the competency to use the Strategic Quality Framework for the
purpose of (1) responding to key external and internal challenges and (2)produced a response that
matches those challenges, (3) fit together as an ecosystem and has been (4)planned to succeed?
Yes
No
Final Assessment Judges
25. 25
Agen d a For P&Q Grad u ation Day
2 . 0 0 p m Welcome and agenda (seated 3 organisations per table)
2 . 1 5 - 3 . 1 5 p m Each table runs 15 minute presentation/15 minute Q&A for each
organisation (two sessions)
3 . 1 5 - 3 . 4 5 p m Break and networking
3 . 4 5 - 4 . 3 0 p m Group Discussion: What the P&Q Challenge has meant for me and my
organisation
4 . 3 0 - 5 . 1 5 p m Award Winners. The Judges announce the 3 special category awards
winners and interview them
5 . 1 5 - 5 . 3 0 p m Examples of best practice
5 . 3 0 - 6 . 0 0 p m Everyone receives their accreditation certificate
6 . 0 0 - 9 . 0 0 p m Dinner
32. The ‘magic beans’ from which the new culture grew
1. Providing a 6 month space to think, plan and act
2. A support network
3. Co-creating how it works
4. From scores to behaviours
5. From telling to learning
6. From micro mgt to mutual respect
7. From assuming to listening
8. From ‘always the same’ to ‘always evolving’
33. Register for July’s P&Q
Challenge. It’s free! Just your
time & commitment . Get In
Touch with Zaiba
ZMian@nexidia.com.
Next Steps
