This document expresses love and appreciation from a spouse to their partner. It thanks the partner for being a blessing, friend, and support. It also expresses that their love was meant to be and will last forever, as they are best friends who support each other through all of life's ups and downs.
201309 LOMA Policyowner Service and Contact Center WorkshopSteven Callahan
Presentation to insurance service leaders on service and contact center opportunities to provide competitive differentiation as well as summary results of a recent short survey on contact center challenges.
200610 Best Review_Strategies_To_Clear_BacklogsSteven Callahan
The document outlines 5 strategies for clearing backlogs of work: clarification, separation, simplification, measurement, and communication. Clarification involves clearly defining the problem, goals, roles and responsibilities. Separation eliminates distractions by putting non-essential tasks on hold. Simplification involves specializing staff on specific tasks. Measurement tracks progress daily. Communication reaffirms goals and expectations constantly. Using these strategies can eliminate backlogs quickly and cost-effectively.
1) Evidence-based management involves making decisions based on validated facts and data rather than individual expertise, anecdotes, or untested beliefs.
2) Common misleading approaches include casual benchmarking, relying on past practices without reevaluation, and following entrenched beliefs that may be unsupported.
3) Evidence-based management collects facts, validates evidence, and uses results to drive strategic decisions, creating advantages over competitors.
20140408 LOMA Life Insurance Conference: STP More Than Just A Tweak To Your O...Steven Callahan
Provides an overview of what may be achieved through the digitalization of new business processing and the implementation of straight-through processing including the digital delivery of life insurance policies.
201211 IASA theInterpreter: Social Media - Beware the IcebergSteven Callahan
This document is a quarterly publication from the Insurance Accounting & Systems Association (IASA) that includes the following:
1) The cover story is an article about the rise of social media and the risks it poses to insurance companies, including reputational damage from comments on platforms like Facebook and Twitter.
2) Other sections include association news, articles on topics like actuarial acumen and loss reserve valuation, and information on IASA's executive education programs.
3) The publication provides updates on insurance industry trends, regulatory issues, and educational opportunities for insurance professionals.
The document summarizes the MeQu accreditation program for trainers and consultants to improve their skills in leading meetings and teams. Key points:
- The MeQu tool measures meeting effectiveness against best practices and identifies opportunities to improve productivity. Large companies have seen improvements up to 38% in 3 months.
- Accreditation includes a 2-day training course for £995, which teaches using the MeQu tool and competency framework. Annual licensing of £199 provides ongoing support.
- Accredited professionals can use MeQu to enhance existing programs, coach leaders, and see returns up to £5,000 per client engagement from more effective meetings. This allows professionals to broaden their service offerings and client
The document summarizes the MeQu Accreditation program, which provides training and certification for professionals to use a business tool called MeQu. MeQu measures meeting effectiveness and identifies opportunities to improve productivity. It has been successfully used by large companies. The accreditation program teaches how to use MeQu's competency framework and online questionnaire to coach clients, demonstrate quantifiable improvements of 38% or more, and provide a strong return on investment for businesses. The 2-day training course in June-August costs £995 plus VAT and includes support materials and coaching to implement MeQu.
This document expresses love and appreciation from a spouse to their partner. It thanks the partner for being a blessing, friend, and support. It also expresses that their love was meant to be and will last forever, as they are best friends who support each other through all of life's ups and downs.
201309 LOMA Policyowner Service and Contact Center WorkshopSteven Callahan
Presentation to insurance service leaders on service and contact center opportunities to provide competitive differentiation as well as summary results of a recent short survey on contact center challenges.
200610 Best Review_Strategies_To_Clear_BacklogsSteven Callahan
The document outlines 5 strategies for clearing backlogs of work: clarification, separation, simplification, measurement, and communication. Clarification involves clearly defining the problem, goals, roles and responsibilities. Separation eliminates distractions by putting non-essential tasks on hold. Simplification involves specializing staff on specific tasks. Measurement tracks progress daily. Communication reaffirms goals and expectations constantly. Using these strategies can eliminate backlogs quickly and cost-effectively.
1) Evidence-based management involves making decisions based on validated facts and data rather than individual expertise, anecdotes, or untested beliefs.
2) Common misleading approaches include casual benchmarking, relying on past practices without reevaluation, and following entrenched beliefs that may be unsupported.
3) Evidence-based management collects facts, validates evidence, and uses results to drive strategic decisions, creating advantages over competitors.
20140408 LOMA Life Insurance Conference: STP More Than Just A Tweak To Your O...Steven Callahan
Provides an overview of what may be achieved through the digitalization of new business processing and the implementation of straight-through processing including the digital delivery of life insurance policies.
201211 IASA theInterpreter: Social Media - Beware the IcebergSteven Callahan
This document is a quarterly publication from the Insurance Accounting & Systems Association (IASA) that includes the following:
1) The cover story is an article about the rise of social media and the risks it poses to insurance companies, including reputational damage from comments on platforms like Facebook and Twitter.
2) Other sections include association news, articles on topics like actuarial acumen and loss reserve valuation, and information on IASA's executive education programs.
3) The publication provides updates on insurance industry trends, regulatory issues, and educational opportunities for insurance professionals.
The document summarizes the MeQu accreditation program for trainers and consultants to improve their skills in leading meetings and teams. Key points:
- The MeQu tool measures meeting effectiveness against best practices and identifies opportunities to improve productivity. Large companies have seen improvements up to 38% in 3 months.
- Accreditation includes a 2-day training course for £995, which teaches using the MeQu tool and competency framework. Annual licensing of £199 provides ongoing support.
- Accredited professionals can use MeQu to enhance existing programs, coach leaders, and see returns up to £5,000 per client engagement from more effective meetings. This allows professionals to broaden their service offerings and client
The document summarizes the MeQu Accreditation program, which provides training and certification for professionals to use a business tool called MeQu. MeQu measures meeting effectiveness and identifies opportunities to improve productivity. It has been successfully used by large companies. The accreditation program teaches how to use MeQu's competency framework and online questionnaire to coach clients, demonstrate quantifiable improvements of 38% or more, and provide a strong return on investment for businesses. The 2-day training course in June-August costs £995 plus VAT and includes support materials and coaching to implement MeQu.
The document announces a new executive training program called the Independent Dealer Executive Academy (IDEA) created by The Pros Elite Group in partnership with Strategic Business Associates. IDEA is a 4.5 day training designed for dealer principals, presidents, and general managers to teach them how to ensure sales, service, finance, and administration execute according to industry benchmarks. Key areas covered include accounting and finance, sales operations, service operations, administrative operations, and strategic planning. The training is meant to prepare dealer executives to execute new paradigms like managed network services and the fourth phase of MPS.
Stephanie Jones is a certified Human Resource professional with over 20 years of experience leading teams and driving performance improvement in retail. She has a proven track record of developing employees, optimizing operations, and increasing profits through strategic initiatives. Her strengths include talent acquisition, performance management, training, and inspiring collaborative leadership. Currently seeking a senior HR role where she can utilize her expertise in change management, employee engagement, and strategic planning.
This document discusses performance management in Bharat Sanchar Nigam Limited (BSNL), the largest telecommunications company in India. It outlines the objectives of BSNL's performance management system as evaluating employee performance to help achieve departmental goals, improve manager-employee communication, and provide development opportunities. It describes the roles in BSNL's performance appraisal process of reporting managers, reviewers, heads of department, HR heads, and a normalization committee. Key aspects like behavioral traits, parameters, and scoring are also summarized.
Highly accomplished management professional with proven expertise in operations, workforce management, client interaction/support, service and support in the outsourcing industry, an effective people manager with great ability to motivate people and teams to achieve performance goals and productivity metrics
An intuitive visionary adept at re-engineering processes to comply with goals and policies while controlling costs, minimizing redundant work, reducing manual work, and increasing profitability. Demonstrated proficiency in:
• Performance Management/ Process Improvement
• Program and Policy Implementation
• Developing teams for professional growth
• Communication and Emotional Intelligence
• Business implementation and Transition
Highly accomplished management professional with proven expertise in operations, workforce management, client interaction/support, service and support in the outsourcing industry, an effective people manager with great ability to motivate people and teams to achieve performance goals and productivity metrics
An intuitive visionary adept at re-engineering processes to comply with goals and policies while controlling costs, minimizing redundant work, reducing manual work, and increasing profitability. Demonstrated proficiency in:
• Performance Management/ Process Improvement
• Program and Policy Implementation
• Developing teams for professional growth
• Communication and Emotional Intelligence
• Business implementation and Transition
The performance management system at North Delhi Power Ltd (NDPL) aims to create a high performance culture. Employees' performance is evaluated based on key responsibilities, additional tasks, ratings on core values and leadership attributes. Goals are set annually and reviewed periodically, allowing for mid-course corrections. Performance on goals, leadership capabilities, potential, and core value profiles are assessed. Training needs are identified and development plans created. Compensation and rewards are linked to performance ratings. The annual process promotes alignment between individual, departmental and organizational goals.
This document provides a hiring layout for a service manager position. It lists qualifications like conceptual, communication, and interpersonal skills. The manager must share the company's core values and understand customer value. As the central operations role, the service manager will communicate customer feedback, build team rapport, and plan/organize workflow. Potential interview questions are provided to evaluate candidates' fit with the company values, communication skills, and experience building service teams.
Keynote from Architecture World 2009 in Bangalore.
Explores the migration to Outside-In and its impact on the way we measure performance. More on this theme in the webinar series at http://www.bpgroup.org
Seven Secrets Of Tapping Into The Power Of Your PeopleAndrewLi
My presentation leads you through the most effective, cutting edge techniques in the world for getting your people to go with you on any journey of change. Contact me to assist you with your key stakeholders.
The document discusses the service profit chain model and its implementation at Express Clinics. It establishes the link between employee satisfaction, customer satisfaction, and profitability. It states that value is created through satisfied and productive employees, which leads to customer satisfaction and loyalty, driving revenue growth and profits. It outlines developing standard operating procedures, job definitions, employee selection and training, and establishing a customer relationship management department to improve internal service quality, employee satisfaction, and external customer value to meet the goals of the service profit chain model.
Managing a 48 FTE inbound sales and 12 FTE outbound operation dealing with over 10 main products, strategic planning, creating operational efficiencies, liaison between marketing, work force management, HR and other internal departments, coaching and developing team managers.
Working independently, the Service Desk and Desktop Support teams at one organization had inconsistencies and lacked a unified strategy. This led to inefficiencies where incidents were sometimes resolved by the wrong team or fell through the cracks. By integrating the teams through cross-training, shared metrics, and improved communication, the organization was able to provide a better support experience for end users.
Marcelino De Santiago describes his leadership style as collaborative, candid, and honest. He likes to empower and motivate teams to find the best solutions. His greatest contribution to organizations is detecting opportunities to apply sustainable processes and procedures to improve quantifiable financial results. The most gratifying part of his work is implementing changes to working culture that inspire leadership and improve operations results through developing leaders focused on communication, execution, and teamwork. A clear vision and communicating that vision to employees is the backbone of a company's success. His engineering background has helped develop his analytical and problem-solving skills to assess issues and improve KPIs across functional areas in organizations.
1) Contact centers collect large amounts of data but it is often siloed and difficult to access, organize, and interpret. As a result, many centers focus on easily measured metrics that do not strongly correlate with profitability or customer loyalty.
2) Performance management applications help centers monitor, measure, and improve processes by providing dashboards and scorecards to keep employees focused on key performance indicators. This drives operational improvements across areas like sales, collections, and customer service.
3) Proper performance management addresses identifying top performers and those needing guidance, proactively solving problems, documenting actions and results, and preparing for changing business conditions. The flexible Performance Management Dashboard Solution provides visibility into data and business intelligence.
1) Contact centers collect large amounts of data but it is often siloed and difficult to access, organize, and interpret. As a result, many centers focus on easily measured metrics that do not strongly correlate with profitability or customer loyalty.
2) Performance management applications help analyze data to monitor key performance indicators and drive improvements across processes. This helps centers improve customer experiences and operate more efficiently.
3) JumboAnalysisTM provides performance scorecards that aggregate data from different systems. This introduces more objectivity and allows managers to identify areas and employees needing attention to address issues at their root cause.
Definition of basic organizational skillsCr Faezah
This document provides guidance for planning a successful student event. It recommends allowing adequate time for organization, promoting the educational value, choosing the right date and location, making thank you gifts visible, promoting to participants, involving student groups, setting donation deadlines, thanking all involved, and completing an evaluation. Key steps include brainstorming the event, forming a committee, getting it on the calendar, setting a budget, determining the audience, logistics, promotion, thank you's, and self-congratulations after.
Updated brochure on Cultivate Talents AMP methodology designed to link strategy and setting direction with implementing the right change method and using business focused applied learning for leaders around business activities and improving performance
This document contains the resume of Shakeela Anjum. It outlines her professional objective of seeking a position in a professional organization that values teamwork and staff development. Her core competencies include strong communication, customer service, and administrative skills. Her work history details over 15 years of experience in customer service roles for Etisalat UAE and United Bank Limited in Pakistan, where she improved processes and customer satisfaction. She holds multiple postgraduate degrees and is proficient in Microsoft Office applications.
This is an example of the 21 Call Center Best Practices that I and my staff designed, developed and deployed to Call Centers. These practices delivered increased focus on the customers, increased agent morale, improved productivity, increased revenue and reduced turn-over. Within this presentation I have only presented the marketing data but we developed procedures, and training materials to go along with all the Call Center Best Practices we deployed globally. See the attached presentation for how all the Best Practices fit together to drive Customer Delight. For additional information please feel to contact Brian Hughes.
201207 Tech Decisions: 5 Keys to Fast Successful New Deployments.pdfSteven Callahan
Article reviews how to deal with the deluge of new technological options and the aspects of a strategy for quick, high quality implementations of emerging technologies. Based on company success stories, article lays out what will work.
20140826 I&T Webinar_The Proliferation of Data - Finding Meaning Amidst the N...Steven Callahan
Joint presentation with I&T's covering the proliferation of data available to insurance companies today and a high level view of searching for value and leveraging the relevant and useful buried in all of the trivia.
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The document announces a new executive training program called the Independent Dealer Executive Academy (IDEA) created by The Pros Elite Group in partnership with Strategic Business Associates. IDEA is a 4.5 day training designed for dealer principals, presidents, and general managers to teach them how to ensure sales, service, finance, and administration execute according to industry benchmarks. Key areas covered include accounting and finance, sales operations, service operations, administrative operations, and strategic planning. The training is meant to prepare dealer executives to execute new paradigms like managed network services and the fourth phase of MPS.
Stephanie Jones is a certified Human Resource professional with over 20 years of experience leading teams and driving performance improvement in retail. She has a proven track record of developing employees, optimizing operations, and increasing profits through strategic initiatives. Her strengths include talent acquisition, performance management, training, and inspiring collaborative leadership. Currently seeking a senior HR role where she can utilize her expertise in change management, employee engagement, and strategic planning.
This document discusses performance management in Bharat Sanchar Nigam Limited (BSNL), the largest telecommunications company in India. It outlines the objectives of BSNL's performance management system as evaluating employee performance to help achieve departmental goals, improve manager-employee communication, and provide development opportunities. It describes the roles in BSNL's performance appraisal process of reporting managers, reviewers, heads of department, HR heads, and a normalization committee. Key aspects like behavioral traits, parameters, and scoring are also summarized.
Highly accomplished management professional with proven expertise in operations, workforce management, client interaction/support, service and support in the outsourcing industry, an effective people manager with great ability to motivate people and teams to achieve performance goals and productivity metrics
An intuitive visionary adept at re-engineering processes to comply with goals and policies while controlling costs, minimizing redundant work, reducing manual work, and increasing profitability. Demonstrated proficiency in:
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• Communication and Emotional Intelligence
• Business implementation and Transition
Highly accomplished management professional with proven expertise in operations, workforce management, client interaction/support, service and support in the outsourcing industry, an effective people manager with great ability to motivate people and teams to achieve performance goals and productivity metrics
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• Program and Policy Implementation
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• Communication and Emotional Intelligence
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The performance management system at North Delhi Power Ltd (NDPL) aims to create a high performance culture. Employees' performance is evaluated based on key responsibilities, additional tasks, ratings on core values and leadership attributes. Goals are set annually and reviewed periodically, allowing for mid-course corrections. Performance on goals, leadership capabilities, potential, and core value profiles are assessed. Training needs are identified and development plans created. Compensation and rewards are linked to performance ratings. The annual process promotes alignment between individual, departmental and organizational goals.
This document provides a hiring layout for a service manager position. It lists qualifications like conceptual, communication, and interpersonal skills. The manager must share the company's core values and understand customer value. As the central operations role, the service manager will communicate customer feedback, build team rapport, and plan/organize workflow. Potential interview questions are provided to evaluate candidates' fit with the company values, communication skills, and experience building service teams.
Keynote from Architecture World 2009 in Bangalore.
Explores the migration to Outside-In and its impact on the way we measure performance. More on this theme in the webinar series at http://www.bpgroup.org
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The document discusses the service profit chain model and its implementation at Express Clinics. It establishes the link between employee satisfaction, customer satisfaction, and profitability. It states that value is created through satisfied and productive employees, which leads to customer satisfaction and loyalty, driving revenue growth and profits. It outlines developing standard operating procedures, job definitions, employee selection and training, and establishing a customer relationship management department to improve internal service quality, employee satisfaction, and external customer value to meet the goals of the service profit chain model.
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1) Contact centers collect large amounts of data but it is often siloed and difficult to access, organize, and interpret. As a result, many centers focus on easily measured metrics that do not strongly correlate with profitability or customer loyalty.
2) Performance management applications help centers monitor, measure, and improve processes by providing dashboards and scorecards to keep employees focused on key performance indicators. This drives operational improvements across areas like sales, collections, and customer service.
3) Proper performance management addresses identifying top performers and those needing guidance, proactively solving problems, documenting actions and results, and preparing for changing business conditions. The flexible Performance Management Dashboard Solution provides visibility into data and business intelligence.
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办理美国SDSU毕业证书制作南达科他州立大学假文凭定制Q微168899991做SDSU留信网教留服认证海牙认证改SDSU成绩单GPA做SDSU假学位证假文凭高仿毕业证GRE代考如何申请南达科他州立大学South Dakota State University degree offer diploma Transcript
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201005 Contact Center World: Top Staffing Tips for Call Centers
1. Article : Top Tips For Getting Your Staff To Improve Customer Service - CRM, Contact ... Page 1 of 4
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We wanted to know from contact center professionals their top tips in regards to getting staff members Login
Industry Certification motivated to provide the best possible customer service. Each tip provides wisdom that can help you Username:
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"Contact center science shows that of all quality drivers and drivers of employee commitment Become a Member
Articles & Papers
Case Studies
to customer satisfaction, one of the most powerful is supervisory and peer support of fellow
Contact Center/CRM News service team members during the service delivery process. Provide adequate supervisory
Customer Service Stories support, and cultivate team-based support processes and practices. If you want to raise Newsletter Registration
Contact Center Research employee retention, hire, train, and retain great call center supervisors. Look for (or cultivate)
Executive Interviews supervisors that have exceptional skills in team building, conflict management, quality Email:
Today's Contact Center Tip
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monitoring, training, mentoring, time management, attrition management, coaching, coaching
and coaching. Then make annual supervisor training mandatory, for current supervisors and
Forums team leads.
Tools & Utilities Good supervisory support practices in a team environment are infectious. You’ll reap more
and more service improvements for less and less investment."
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- Nina Kawalek, CEO, RCCSP Professional Education Alliance, United States
Contact Us
"S-O-P. Standard Operating Procedures. There are few things more frustrating than asking
two agents the same question and getting two different answers, then escalating to a
supervisor and getting a third answer, then reviewing your account documents and finding
that none of the answers are consistent with the guidelines you have in writing. Standardize
FEATURED SUPPLIERS your processes and get everyone working from the same playbook."
on ContactCenterWorld.com this
week: - John Gourdin, Financial Advisor, New York Life, United States
"Recruitment and selection of agents who have a positive attitude, as being enthusiastic
Top Ranking Performers during the call will open up impactful conversations, knowledge and other skills can be trained
Conferences 2010 in, but a good attitude is part of persons make up."
- Christine Bryant, Head of Contact Centre Management, Wunderman, United Kingdom
14
Blue Ocean Contact Centers "To attend correct customer service training. Any training that is given must be fully piloted
and examined to ensure that this is correct for the call centre that you are trying to develop.
There are many courses that are available and places for example the Industrial society may 28
be something that may be considred."
- Pat Webber, Change Manager, United Kingdom
41
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"Place more emphasis on people skills versus technical expertise/experience. Hire people Over 121,163 Members in the
oriented agents who genuinely care about helping others and they will overcome technical contact center, help desk,
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learning curves. The genuinely care factor is very difficult to teach." View members' directory
- Silvio Stroescu, Head of National Channels, Analytics and Support, ING Direct, Canada
"Burn out. Managers and agents have to be very aware of the initial signs of burn out, cancers
or agents that play the "wait till I get fired game". Momentum and rhythm can either make or
break a campaign and there should never be a weak link to the chain. Address the situation
immediately, show compassion and if possible, work with the agent to have them find their
Global Benchmarking Study of
composure and go the distance. If you see the agent has lost their spark or desire to be
Top Performers successful, they must be removed and substituted with a fresh face that is ready to conquer
the world. Just remember, it is nothing personal and is in the best interest of the company and
especially, the client."
- Richard Blank, CEO, Costa Rica's Call Center, Costa Rica
http://www.contactcenterworld.com/static/ar/ar_%7B3021E373-692F-4C59-9BA6-15D6A... 5/26/2010
2. Article : Top Tips For Getting Your Staff To Improve Customer Service - CRM, Contact ... Page 2 of 4
"My tip would be for managers and not for the staff. Role playing, quizzes, and interactive
Business Systems UK Ltd
training will get better results than handing out employee handbooks and pacing the floor
admonishing employees that don't have their shirts tucked in or sound tired on the phone.
Having employees play your customers can help them anticipate problems, learn to have
empathy, and think like your customers do."
- Russell Schmidt, CEO, Extenda Communications, United States
Click on the company name for more
details!
"Trust your staff more, and give them the training they need to be more successful. You
invariably get significant performance improvements when you give contact centre agents
more control over different aspects of their jobs."
- Robert Wint, Senior Vice President Marketing, EMEA, Verint Systems , United Kingdom
"When we analyse calls handled by agents that receive the highest customer satisfaction
results, there are quite a few observations that differentiate their calls. Using the ContactPlus
evaluation framework, those agents who provide a great service rate higher on skills and
behaviours such as listening, questioning and empathy. However, if I were to distil these skills
and behaviours into one tip it would be – “Always try to deal with each customer the way that
you would like to be treated”. It really is the golden rule, and all of us who work in call centres
also spend enough times speaking to call centres as a customer to be able to put ourselves in
the shoes of our customers."
- James Eyre, Head of UK Sector Marketing, Vertex, United Kingdom
"Make sure one of the final steps in the selection process involves, if at all possible, having
the candidate spend time on the production floor with people actually doing the job for which
they are applying. It's an eye opening experience to some, and despite best efforts many do
not seem to fully grasp the concept until they see it "live." I'll also offer another tip - Employee
Engagement teams. Make sure front line employees (a sub-set that represents the larger
group) are actively involved in issue resolution, policy creation and continuous improvement
efforts of the site to the greatest extent possible. They usually have the right answers. When
in doubt (and often when not), ask the front line employees."
- Ellen Hosafros, Marketing Communications Manager, Connextions Inc, United States
"Put yourself in the mind of your customers. Most of us have had a poor customer service
experience at some point in our lives, and we often find ourselves saying, if they would only
take time to think about how this makes me feel."
- Steve Shefveland, CEO, Ashesi Global Services, Inc. (AGS), United States
"Commitment to customer satisfaction. When it comes to your staff it is important to hire
people who sincerely care about the needs of others. An employee that honestly cares about
the welfare of others will make the best effort to satisfy their needs and wants. Maintaining a
staff that takes pride in supporting and solving customer problems is the best way to provide
the highest level of customer service."
- Dan Whelan, Senior Vice President, Worldwide Support, Epicor Software Corporation,
United States
"Situations cannot be pre-scripted but the skills to structure the handling of any situation can
be taught. Staff has to be taught key skills related to resolving contradictions making use of
readily available resources to make them more innovative in their thinking.
Systems can crash, staff strength may be low on any given day, the volume of customer
transactions may spike and many other things could go wrong but the structured approach to
each situation remains unchanged. This is a key skill that staff need to be taught to avoid
situations like staff blanking out for lack of answer, staff regurgitating what was taught to them
in their induction training."
- Aditya Bhalla, Practice Head, Innovation Practice, QAI Global Service, India
"People are generally more capable than managers give them credit for and enjoy being
involved in solutions. Treat them as you would wish them to treat your customers and involve
them in improvement. They usually know what needs fixing and just need the tools and
methodologies to help them."
- Sue Warner, Call Center - Manager, Six Sigma Student - Southampton Solent
University, United Kingdom
"High employee engagement is the first step to good/great customer satisfaction scores.
Proper coaching and training is also required, but if you have the commitment and
engagement from your team members you’re heading in the right direction."
- Phil Taylor, Head Of Sales & Service Toronto, ING Direct, Canada
"To deal with any enquiry at the first point of contact and when it can’t be resolved straight
away be pro-active in responding. Never leave a customer feeling like their problem has not
been taken seriously or solved.
If you act fast, customers are more likely to want to return to you. Even if you don’t get the
problem resolved first time the fact that you have contacted the customer to provide them with
an update will leave them with a positive experience."
- Jonathan Grant, CEO, New Voice Media, United Kingdom
http://www.contactcenterworld.com/static/ar/ar_%7B3021E373-692F-4C59-9BA6-15D6A... 5/26/2010
3. Article : Top Tips For Getting Your Staff To Improve Customer Service - CRM, Contact ... Page 3 of 4
"Empower your support staff to make decisions on exceptions--the best retailers do this.
When you have a problem, the CSR offers solutions and often includes some sort of
compensation (e.g., free shipping, a discount, a credit, etc.) for your trouble. Educate the
CSRs so they can make these decisions and help smooth rocky customer relationships."
- Patricia Seybold, CEO, Patricia Seybold Group, United States
"Staff members want to do a good job, but 95% of what goes on in a call center is controlled
by the processes. Look at improving the processes to help the staff shine."
- Dave Thomson, European Marketing Manager, Cisco Systems, United Kingdom
"Take the initiative to be an advocate of your clients. Put the requirements for training,
scheduling, documentation, procedures, and systems needs in the context of how it will
enable superior service. Help management understand WHY things have to improve so that a
clearly communicated ROI in terms of service improvement, customer retention, and over time
market share, can be attributable to what may appear initially as trite requests. Have the
courage and fortitude to persist - companies need more "heroes" at the front line, and to get
them, it is going to mean taking the risks to get that point across."
- Steve Callahan, Practice Development Director, R E Nolan Company, United States
"Tackle call pattern forecasting to within 90%. Until you know when you actually need your
agents there, you are never going to overcome high queues and long wait times for
customers."
- David Shaffer, Director, West Corporation, United States
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•
How Call Blending Can Help You Achieve Maximum Service Levels
About ContactCenterWorld.com:
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Through a unique blend of high value editorials and carefully placed advertising, clients around the
world benefit from substantial exposure and quality leads. We currently have over 120,000 corporate
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Date Published: Wednesday, May 26, 2010
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Today's Tip Of The Day - "Test Skills When Recruiting" Wed, May, 19 2010 7:06 AM EST
Today's Tip Of The Day - "Team Leaders" Thu, May, 13 2010 5:26 AM EST
Today's Tip Of The Day - "Incentives" Mon, May, 10 2010 3:24 PM EST
Today's Tip Of The Day - "Educate To Accumulate!" Mon, May, 10 2010 2:48 PM EST
Today's Tip Of The Day - "Recognition" Sun, May, 2 2010 5:00 AM EST
Today's Tip Of The Day - "Stop-Start-Continue" Fri, Apr, 23 2010 9:11 PM EST
Today's Tip Of The Day - "Cancel Training At Your Peril" Fri, Apr, 23 2010 6:08 AM EST
Today's Tip Of The Day - "Scripting" Fri, Apr, 23 2010 5:37 AM EST
Today's Tip Of The Day - "Recruiting The Right Staff" Thu, Apr, 22 2010 7:48 PM EST
Benchmark request: time spent in training? Wed, Apr, 21 2010 8:17 PM EST
Today's Tip Of The Day - "Think About Demotivating Your Wed, Apr, 21 2010 1:51 PM EST
http://www.contactcenterworld.com/static/ar/ar_%7B3021E373-692F-4C59-9BA6-15D6A... 5/26/2010