Quality-Coaching-101-by-Dr.-Rey-Fremista - sample.pdf

QUALITY
WORKSHOP
Establishing a Quality-Centric Culture in the Organization
March 16-17, 2019
DR. REY “RAE” B. FREMISTA
Associate Director for Process Excellence, VXI Global Solutions
Board Trustee, Philippine Society for Quality, Inc.
Tagum City, Davao

Welcome!
 Your name and role
 Department
 How long have you been with SiBS?

Company Confidential
Training Ground Rules
Participate
Respect Have fun!
Share
Be on time!
Act
Ask

Learning Objectives
1. Establish Quality forms and guidelines
2. Demonstrate coaching tactics
3. Confidently do RCA

Kano Model of Quality

Higher Standards for Higher Performance
“We can't solve
problems by using the
same kind of thinking
we used when we
created them.”

Why a Need for Systematic Framework?
 A systematic Problem Solving Framework can prevent the
same problem from recurring
 A traditional problem solving approach often focus on
correcting the individual instead of the true reason that
caused the individual to make a mistake
 The organization can leverage from a systematic
framework by learning from its many problem solving
endeavors

Difference?
Dinosaurs and cockroaches lived in the same
period between 230 and 65 million years ago,
in a time known as the Mesozoic Era.

Difference?
“It is not the strongest of
the species that survives,
nor the most intelligent
that survives. It is the one
that is most adaptable to
change.”
– Charles Darwin

Difference?
when CHANGE is faster
and less predictable?
How to anticipate future needs

Difference?
Invent the FUTURE
Creativity, Innovation, Agility

Difference?
Invent the FUTURE
Source:
https://www.google.com.ph/imgres?imgurl=http%3A%2F%2Fwww.bcmcom.com%2Fimg%2Findustry_40_factory.jpg&imgrefurl=http%3A%2F%2Fwww.bcmcom.com%2Fsolutions_application_industry40.htm&docid=ZTsOtnUS
QlJdzM&tbnid=UoaF_L6UaXUBmM%3A&vet=10ahUKEwiYqNau9qPZAhVF62MKHVAID-AQMwhEKAswCw..i&w=680&h=303&bih=662&biw=1366&q=industry%204.0&ved=0ahUKEwiYqNau9qPZAhVF62MKHVAID-
AQMwhEKAswCw&iact=mrc&uact=8
Agility in Production

Difference?
Invent the FUTURE
Source:
https://www.google.com.ph/imgres?imgurl=http%3A%2F%2Fwww.bcmcom.com%2Fimg%2Findustry_40_factory.jpg&imgrefurl=http%3A%2F%2Fwww.bcmcom.com%2Fsolutions_application_industry40.htm&docid=ZTsOtnUS
QlJdzM&tbnid=UoaF_L6UaXUBmM%3A&vet=10ahUKEwiYqNau9qPZAhVF62MKHVAID-AQMwhEKAswCw..i&w=680&h=303&bih=662&biw=1366&q=industry%204.0&ved=0ahUKEwiYqNau9qPZAhVF62MKHVAID-
AQMwhEKAswCw&iact=mrc&uact=8
Excellence in Services

Difference?
Play the Catch Up Game Better!
Track and learn from
the Leaders!
Do it faster, better,
and cheaper!

Difference?
What are the antidotes
to disruption?

Difference?
Adaptability
Ability to cope with Change
Agility
Speed and ability to learn from
experience to perform successfully
under the new situations

Netflix did not kill Blockbuster. Ridiculous late fees did.
Uber did not kill the taxi business. Limited access and
fare control did.
AirBNB isn’t killing the hotel industry. Limited availability
and pricing options are.
Amazon did not kill other retailers. Poor customer service
and experience did.
Apple did not kill the music industry. Being forced to buy
full-length Albums did.

Quality

Defining Quality – 5 Ways
CONFORMANCE TO SPECIFICATIONS
Does product/service meet targets and tolerances defined by designers?

VALUE FOR USE
Evaluates usefulness vs price

FITNESS FOR USE
Evaluates performance for intended use

SUPPORT SERVICES
Quality of support after sale
Play the Call!

PSYCHOLOGICAL
e.g. Ambiance, prestige, friendly staff

Manufacturing Quality vs. Service Quality

QUALITY focuses on
tangible product
features
i.e. conformance, performance, reliability,
features, durability, serviceability

QUALITY focuses on intangible
products that must be experienced
i.e. responsiveness, courtesy,
friendliness, promptness, waiting time,
consistency

Prevention is
Better than cure!

Assessing Customer Experience Behaviors
78.3%
WHAT IT IS?
Purpose: Creation of the quality standards to ensure consistency between Quality Assessors, Supervisors / Team Leaders,
Managers, and Directors in rating, calibrating, and diagnosing behaviors.
Rating Interpreting Calibrating Delivering
WHAT IT ISN’T?
• It is NOT intended to use as a rigid, comprehensive script, or checklist.
• Help evaluate agent behavior that drives an improved customer experience

The Quality Assessment Process
78.3%
Rating
1. 2. 3. 4.
Interpreting Calibrating Delivering
Understand best
practices in delivering the
behaviors
Understand behavior trends and
use effectively to review gaps
and patterns that will ultimately
guide coaching discussions.
Facilitate learning and
understanding of key
principles, gain consistency
in rating calls, and enable
coaching throughout all
levels of the organization.
Fully leverage the coaching
tools, determine the targeted
areas of improvement for
each of your agents.
Gaining strong
understanding of
definitions
QA assessors and
supervisors / team leads
working together to calibrate,
share knowledge of action
plans and how to improve
coaching to key behaviors
Sharing best practices and
discussing ratings
Using the Tools
• Analyzing your teams
• Understanding the coaching
process
• Planning your Approach
using available resources
Goals
Effective
Practices

Understanding the Intent of the Behavior (Samples)
Be Warm
Create a personal connection so that
customers feel valued and well cared for.
• Personally connected and can relate to the agent
• The agent is engaging, trusting, empathic, and
authentic
• Valued as a customer
Instill
Confidence
Do everything possible to resolve the issue,
instilling confidence and trust with the
customer.
•Confident they have reached an expert
• The agent has a “can do” attitude with a
sincere willingness to
see their issue through to full resolution
• The agent is accountable and does not
place blame on other
teams
Acknowledge
Recognize the customer’s existing or
intended relationship with the company
and/or acknowledge the significance of
customer’s loyalty.
• Recognized for being a valued customer
• Feels he/she is important and valued
• Cared for, agent is focused on
recommending the best service
offering/addressing their concern/issue

Understanding the Intent of the Behavior
Make it
Quick
Make all interactions for the customer
quick
and easy, promote digital/self-service
capabilities for future use.
• As if the agent made the interaction “easy”
• The agent respects customer’s time and wants to
make sure that
their needs are met with one call
• The agent demonstrates how the products and
online tools are
easy to learn and use
Listen
Actively
Customize the conversation by listening for
cues and tailor response to the customer’s
experience
• The agent is listening and understands their concern and
is
acknowledging information/updates given by customer
• The agent is actively engaged, hearing everything the
customer
says the first time
• The agent provided relevant and clear information
Discover
Needs
Ask thoughtful, relevant
questions, collaborating with
the customer to thoroughly define the
opportunity/issue, and identify the best
solution.
• The agent asked the right questions, in a conversational
manner,
to ensure they have the information needed to resolve the
issue
• The agent knows what matters most to them and why
• Agent is knowledgeable in uncovering root cause and
matching
solutions

Understanding the Intent of the Behavior
Set Clear
Expectations
Keep customer informed throughout the
interaction using transparent communication
ensuring next steps are understood.
• Kept informed of what they are doing to resolve the
issue
throughout the interaction and avoiding self-talk
• The agent clearly disclosed actions taken, expected
next steps,
any changes in fees or recurring charges, and
associated timing
• Knowledgeable of the situation and resolution

Be Warm
78.3%
INTENT OF BEHAVIOR: Create a personal and genuine connection so the customer feels valued, truly believes the company and
the agent cares, and builds a foundation of trust.
Your Ideal Tone and Goals
• Caring
• Engaging
• Friendly
• Conversational
• Adapt to match customer
• Thoughtful
• Authentic
• Genuine Concern
Customer’s Worry/Question
• Am I speaking with someone who truly
cares?
• Do I trust them? Do they have my best
interests in mind?
… So that the customer feels
• Comfortable and confident in speaking with
the agent
• More relaxed
• Actively engaged in the request or problem
solving process
• A sense of trust in the recommendations or
solutions
• Welcomed as a friend
AGENT'S
MINDSET
CUSTOMER’S
MINDSET

Instill Confidence
78.3%
INTENT OF BEHAVIOR: Instill confidence with the customer that they have reached an expert who is fully committed to addressing
their needs/issue.
• “Can do” attitude
• Shows Initiative
• Knowledgeable
• Resourceful
• Accountable
• Commitment
• Confident
• I’ve done everything I could
do to assistance my customer
• Am I confident that I reached the right
person to fully resolve my
problem and that the agent will not
pass it off to or place blame on
someone else?
• Confident in the agent’s ability and
willingness to help
• Taken care of and supported
• Conveys, “Finally, someone who will
help me!”
• More relaxed and confident
AGENT'S
MINDSET
CUSTOMER’S
MINDSET

Acknowledge
78.3%
INTENT OF BEHAVIOR: Give every customer the “VIP” treatment, making them feel as though they are a priority. Genuinely
express gratitude for their business during the interaction.
• Appreciative for customer’s
business
• Respectful
• Courteous
• Values relationship
• Individualized interaction
• Patience
• This agent does not know me. Will my
issue be important to
them?
• Will they take the time to listen to me?
• Valued and appreciated
• This person cares about me as a
customer
• Resolving my issue and/or meeting my
needs is a priority
AGENT'S
MINDSET
CUSTOMER’S
MINDSET

Make it Quick
78.3%
INTENT OF BEHAVIOR: Respect our customers’ time and provide a level of service that feels easy and seamless to the customer.
• Efficient and accurate
• Keep it simple
• Transparent
• Value customer’s time
• Guide the interaction
• Acknowledge customer’s
inconvenience
• Proactively prevent future calls
• Promote self-service / digital
• I really don’t have the time or energy to call
but I have to get this
resolved
• I never get the correct answer on the first call
• Pleased with how easy it was to get things
done
• That the agent respected my time and worked
efficiently
• Confident using Xfinity’s self-service options
AGENT'S
MINDSET
CUSTOMER’S
MINDSET

Listen Actively
78.3%
INTENT OF BEHAVIOR: Respect our customers’ time and provide a level of service that feels easy and seamless to the customer.
• Fully engage
• Mirror customer’s tone and pace
• Tailor response
• Confirm understanding
• Paraphrase customer’s issue
• Customize
• Timely response
• Acknowledgement
• Do you understand what I’m going
through?
• Why am I having to repeat myself?
• That their frustrations and needs are
being heard
• That the agent understands my unique
situation and neeads
• Says “I’m so glad I reached someone
who can help me”
AGENT'S
MINDSET
CUSTOMER’S
MINDSET

Discover Needs
78.3%
INTENT OF BEHAVIOR: Ask effective, relevant questions to gather a deep understanding of the specific customer situation and
needs, in order to provide the best solution.
• Ask relevant, clarifying
questions
• Identify customer’s needs based
on lifestyle
• Clarify understanding
• Collaborate with customer
• Be strategic in dialogue & line of
questions
• Proactively prompting
• Am I speaking with an expert who
understands my issue?
• They don’t care if I use their products.
They just want me to buy
more.”
• Confident that the agent is effectively
offering recommendations
and helping them make decisions
• Trust that the agent will find a solution
that meets his/her unique
situation and needs
AGENT'S
MINDSET
CUSTOMER’S
MINDSET

Set Clear Expectations
78.3%
INTENT OF BEHAVIOR: Clearly demonstrate the best products, services, and online support in the marketplace.
• Summarize the interaction
• Review what, how, why
• Explain next steps
• Keep customer informed
throughout interaction
• Eliminate unexplained dead air
• Verify solution is what the
customer expects
• Am I clear on what the agent did and
what to expect next?
• That their request / issue was
handled effectively
• Confident on the solution and next
steps
• Compelled to say “Thanks for
explaining this all to me, I feel good
about this decision”
• Confident in their buying decision
AGENT'S
MINDSET
CUSTOMER’S
MINDSET

Business Process Accuracy
78.3%
Customer Approval
•For all account changes: installs/upgrades/downgrades
•If SMS: Did the agent follow the customer approval process correctly
•If email: Did the agent follow the customer approval process correctly
•If verbal: Did the agent read the script as it
Customer Interaction
Policy
• Adhered to and followed all direction and intent of the Customer Interaction Policy (Document ID POL1827) and
Code of Conduct
• Zero tolerance for the following:
• Use of profanity, screaming, or other inappropriate tone;
• Hanging up or placing a customer on prolonged hold/mute while conducting personal or other business, to avoid
calls or any other inappropriate reason;
•Failure to maintain respect for customer's home, privacy and possessions;
•Making inappropriate modifications to customer records
•Careless handling of sensitive customer information
•Failing to greet or respond to the customer or using excessive hold time to avoid assisting the customer;
•Transferring customer calls to the same or another queue or telephone number for an inappropriate reason or to
avoid the customer interaction
•Refusal to escalate or transfer call
•Placing a call in conference mode to avoid customer calls.

Business Process Accuracy
78.3%
Authentication
• Followed National Authentication Policy (POL1906) based on caller profile
• Appropriately shared information with the Account holder and/or Authorized user
• Did not divulge account information to unauthorized individuals
Risk
Management
•Agent effectively and accurately completed risk management checks (POL1941, POL1035, POL1582,HOW6184)
•POSID, credit check, CPNI
• Followed prescribed policies regarding deposit collection
•Voice battery backup
•Third party verification
Account
Notation
•Account notes accurately reflect what the customer agreed to, actions taken by the agent, next steps
communicated to the customer
Transaction
Accuracy
• Agent accurately completed all steps to resolve customer’s issue in accordance with policies and
procedures. Parameters of transaction match customer’s expectations

Interpreting Quality Evaluator Feedback (Sample)
78.3%
Reminder: These measures are not punitive! Ratings are a way to gauge an agent’s performance and provide specific insights for
improvement. Receiving a “Did not Demonstrate” or “Partially Demonstrates” should provide clarity on what action needs to be taken to
successfully and consistently demonstrate the customer-centric behaviors
Exceptionally
Demonstrates
The behavior was
demonstrated to the utmost
degree throughout the
interaction
resulting in a best-in-class
experience in which the
customer's and the
company’s expectations were
surpassed.
Effectively Demonstrates Partially Demonstrates Did Not Demonstrate
Clearly identifies that the
behavior was not demonstrated
during the interaction.
Coaching feedback should
target where and how the
behavior should have
been demonstrated.
Effectively and consistently
demonstrated the behavior
throughout the interaction,
resulting in meeting the
customer’s and the
company’s expectations.
indicate specifics to take the
experience to best in class.
Partial demonstration of the
behavior was observed,
however was not executed
consistently or when
appropriate throughout the
interaction. The behavior did
not have the desired impact
on the customer experience.
target what needs to be
applied in order to achieve
Effectively Demonstrates.
10 pts. 8 pts. 5 pts. 0 pts.

Scoring Overview (Sample)
Quality evaluations for agents will consist of 2 components: their behavior score and their Business Process Accuracy (BPA). The behavior score
measures how well the agent demonstrated the 8 behaviors throughout the customer interaction. BPA counts will represent the number of
process requirements the agent did not complete during the interaction. A zero (0) count is the goal for every agent.
Score (10 point scale, score stated as a %)
 8 behaviors, evenly weighted
 4 ratings:
 Exceptionally Demonstrated (10 points)
 Effectively Demonstrated (8 points)
 Partially Demonstrated (5 points)
 Did not Demonstrate (0 points)
A maximum of 80 points possible (8 behaviors x 10 points) Example: If 54 points achieved
out of 80 possible points, this would result in a Behavior Score of 68%
Tracking (Total Count)
BPA Compliance (stated as total number of BPA items that need addressed
6 BPA requirements - each instance of non-compliance is equal to a 1 count:
3 ratings: “Yes”, “No”, or “N/A”
 Complied: Yes = 0
 Non-compliance: No = 1
 N/A = 0
NOTE: Red Flags (The two Red Flag BPA items will be supported by a closed loop tracking process)

BPA Alert Scoring Example
78.3%
With the exception of the Customer Approval Process and Transaction Accuracy, the business process accuracy requirements are not new. Several of
these compliance items were formally referred to as “section failures” or “auto-failures” in the S4 quality program and will continue to be mandatory
components that agents must complete during every interaction where applicable.
BPA Requirement Compliance (Y/N/NA) Count of BPA Misses
Customer Approval Y 0
Customer Interaction Policy Y 0
Authentication
Transaction Accuracy
Risk Management
Account Notation
Y
N
N/A
N
0
1
0
1
Total 2
No Red Flags
2 BPA items out of
compliance . Supervisors
will address each with
agent to ensure behavior
is corrected.
Red flags in “RED” above are viewed as egregious offenses. Each occurrence will trigger a closed loop process where notification
is sent to supervisor, requiring immediate follow-up with the agent. This includes non-compliance with Customer Approval
Process and the Customer Interaction Policy.

 Quality Form
 Quality Guidelines
 Scoring Guidelines
You Need to Have:

COACHING
“Partnering with Clients in a thought-provoking and creative process that
inspires them to maximize their personal and professional potential.”

Socrates Plato Aristotle Alexander
the Great

Culture

Self-awareness
Self-regulation

Coaching
Tactics

Feedback is a

Performance Accountability Process

A

B

Pull or Push?

DIRECT Feedback Model

 Get to the root cause of behaviors. Ask follow-up questions to “peel
back the layers.” Use active listening.
 Provide five “wells” for every two “betters.”
 Effective feedback is timely. Provide as soon as possible.
 Be genuine in your feedback and discussion.
 Document
Success Tips!

Power Words!

More Power Words!

Getting to Know You

Getting to Know You Steps

Getting to Know You Tips

Let’s Practice!

Knowing what is clearly
expected of me on the job.

Setting of Expectations

Specific is Terrific!

Setting of Expectations Steps

Setting of Expectations Tips

Skill Transfer

Skill Transfer Steps

Skill Transfer Tips

Acceleration Huddle

Acceleration Huddle Tips

Acceleration Huddle Steps

Acceleration Huddle Commitments

Hot Laps

Feedback for Hot Laps

Hot Laps Steps

Hot Laps Flow

Hot Laps Tips

Goal Setting

Goal Setting Steps

Goal Setting Tips

Documenting Coaching Experiences

Accountability Conversation

Accountability Conversation Steps

Calendar it!

Coaching Prioritization Grid Example

Balancing Development over 4 Weeks

Coaching Plan

Rapid Fire

Rapid Fire Steps

On the Fly

On the Fly Steps

Tailgate

Jumpstart Tailgate Sample Agenda

Tailgate Success Tips

Quality-Coaching-101-by-Dr.-Rey-Fremista - sample.pdf

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