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Learning for Others: Customer Service
Lessons from TELUS
A Customers First Journey
Paul Bleier
Member of the TELUS team
Ju...
Story: “The curse of the emoticon”
A telecom customer in distress
1
2
Sharing how not to put customers first
200 views 15 comments < 1 hour
TELUS’
Internal
Social
Network
SAP Jam
An unexpected offer of support
We take ownership of every customer experience
TELUS Customers First Commitment
Happy endings for both the customer and TELUS
New customer TELUS
 Disgruntled telco customer
became TELUS’ biggest fan
 ...
Our cultural and
customers first evolution
TELUS is a complex organization
13.9m+ customer
connections
Multiple countries
Unionized work
force
More than a
telecom
Fl...
The early days of employee engagement at TELUS
53
58
54
57
0
10
20
30
40
50
60
70
80
90
100
2007 2008 2009 2010 2011 2012 ...
The nature of work and the workforce itself is changing
 Improving Employee Engagement Practices
 Increasing Productivit...
Our customers were changing too
Changing Customer
More knowledgeable
More environmentally &
socially conscious
More willin...
The facts at the beginning of our journey
 Team engagement was static
 Churn & repair rates were increasing
 CEO escala...
Started with team members and then focused on “YOU”
Continuing
to foster
our internal
culture for
sustained
competitive
ad...
Our people and culture priorities
Learning
Modalities
Leadership
Behaviours
Collaborative
Technologies
Community
Investmen...
Benefits of pervasive learning
• Training is not simply an event1
• Learning is a continuous, collaborative
and connected ...
Benefits of our TELUS Leadership Philosophy
• A leadership framework for all 44,000+
TELUS team members
1
• Leadership is ...
Frameworks supported by collaborative tools
• Integral component of TLP and
pervasive learning frameworks
1
• Drives furth...
Community…in our hearts, and our minds
We give where we live to improve the lives of youth and their communities through t...
How we recognize our team members
Lifetime
achievement
Annually
Quarterly/
semi-annually
Everyday
Legends
Legends are the ...
Helping others through the TELUS Transformation Office
Future of Work Digital Readiness Flexible Work Styles
LinesofBusine...
Team members and customers
feel a deeper emotional connection
to TELUS and take action to
inspire that same connection wit...
Advantages of our Customer’s First program
Organizational/
Employee
• Address pain points
• Employee engagement
• Pride
• ...
Inside look at what’s driving our Customers First program
Our customer
declaration
Customers First
Commitments
TELUS Team
...
TELUS customer declaration
We’re not perfect, but our employees are deeply motivated to
consistently delight our customers...
Phase 1: all team members engaged in the creation
of Customers First commitments
1000s of idea submitted
Consolidated, ref...
TELUS Customers First Commitments
Enabling team member advocacy
#expectmore
Customer service technologies
Quest Interactive
Learning
Network Experience
Application
Appointment
Scheduling Service
201...
The payoff
Industry leading engagement results
53
58
54
57
70
80
83 85
0
10
20
30
40
50
60
70
80
90
100
2007 2008 2009 2010 2011 2012...
Happy customers: That’s what sets us apart
Lowest number of complaints when compared
to other national wireless carriers i...
Strong business results
 Assess organizational strengths and find opportunities for improvement
 Better understand your customer
 Provide purpo...
www.telustransformationoffice.com
Our leadership philosophy supports our customers
Customers First Commitments
Over 1,000 team member
ideas helped to shape ...
Customer Declaration
customer
commitments
strategic action plans TELUS values
How will we achieve
our #1 priority?
How wil...
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Customer service lessons from telus final

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Customer service lessons from telus final

  1. 1. Learning for Others: Customer Service Lessons from TELUS A Customers First Journey Paul Bleier Member of the TELUS team July 17, 2015 @paulbleier paul.bleier@telus.com
  2. 2. Story: “The curse of the emoticon”
  3. 3. A telecom customer in distress 1 2
  4. 4. Sharing how not to put customers first 200 views 15 comments < 1 hour TELUS’ Internal Social Network SAP Jam
  5. 5. An unexpected offer of support We take ownership of every customer experience TELUS Customers First Commitment
  6. 6. Happy endings for both the customer and TELUS New customer TELUS  Disgruntled telco customer became TELUS’ biggest fan  Increased referrals led to:  21 new postpaid activations  2 new device upgrades  $25,000 of new revenue over next 2 years Rock Star
  7. 7. Our cultural and customers first evolution
  8. 8. TELUS is a complex organization 13.9m+ customer connections Multiple countries Unionized work force More than a telecom Flexible work styles Diverse age ranges $12.1+ billion Vast product lines 44,000 employees
  9. 9. The early days of employee engagement at TELUS 53 58 54 57 0 10 20 30 40 50 60 70 80 90 100 2007 2008 2009 2010 2011 2012 2013 2014 TELUS Employee Engagement
  10. 10. The nature of work and the workforce itself is changing  Improving Employee Engagement Practices  Increasing Productivity  Adapting Existing Work Processes  Ensuring Long-term Health and Results Future of Work Organizational Challenges Workforce Workplace Multi-Generational Interconnected Global Dynamic Work Styles Performance-driven Mobile Open leadership Transient More specialized New models for career New models for TELUS Fewer organizations operate in a single location, sell a single product or offer a single service; workforces are becoming more disparate and diverse requiring new and improved methods of collaborating and communicating.
  11. 11. Our customers were changing too Changing Customer More knowledgeable More environmentally & socially conscious More willing to change More need for the right answer the first time Increased need for support in various mediums New models for TELUS …and asking us to change too
  12. 12. The facts at the beginning of our journey  Team engagement was static  Churn & repair rates were increasing  CEO escalations were rising  Likelihood to recommend results were flat  Network & products the same as competitors “How could we transform a good organization into a great organization?”
  13. 13. Started with team members and then focused on “YOU” Continuing to foster our internal culture for sustained competitive advantage Putting Customers First to provide focus and direction for each role Putting customers first became our #1 strategic priority in 2008
  14. 14. Our people and culture priorities Learning Modalities Leadership Behaviours Collaborative Technologies Community Investment Recognition & Feedback
  15. 15. Benefits of pervasive learning • Training is not simply an event1 • Learning is a continuous, collaborative and connected process 2 • Team members utilize > 80 hours per year learning informal & social = reduced cost 3 • A model that can/should be replicated across all learning functions and faculties 4 Pervasive Learning
  16. 16. Benefits of our TELUS Leadership Philosophy • A leadership framework for all 44,000+ TELUS team members 1 • Leadership is for all; culture is our competitive advantage and instilled by the TLP 2 • A common language / framework for all team members to utilize in their daily operations & actions 3 • The driving force behind Leadership Development, Career Development & Performance Management 4
  17. 17. Frameworks supported by collaborative tools • Integral component of TLP and pervasive learning frameworks 1 • Drives further adoption of a collaborative & connected culture 2 • Increases contribution of collective intelligence across all team members & business units 3 • Demonstrates future friendly team environment regardless of jurisdiction or work style 4
  18. 18. Community…in our hearts, and our minds We give where we live to improve the lives of youth and their communities through the power of technology. +$150M +$150M +$10M We Give Where We Live® How we give
  19. 19. How we recognize our team members Lifetime achievement Annually Quarterly/ semi-annually Everyday Legends Legends are the face / the example of what TELUS is. 20+ years service (Certificate, Photo, Commemorative coin, gift card) Customers First Champions Director level & below in customer facing roles (Gift card and gala event) Career Milestones and Ovation Anniversaries every 5 years and departures with 25+ yrs (certificates, tree, coins, points) Own. It Several categories, recognizes excellence in Own. It leadership and results (Bravo points, RSUs) Bravo Awards Recognition of demonstrating values (cards and points) Passion for Growth & Reliability Significant achievements impacting our business, our customer and our team (Bravo Points, card and RSUs) Bravo Cards & Points (cards, points, gifts) President’s Club Sales people and Sales support
  20. 20. Helping others through the TELUS Transformation Office Future of Work Digital Readiness Flexible Work Styles LinesofBusiness Web: www.telustransformationoffice.com Email: tto@telus.com How are organization addressing the changing nature of work with respect to customer and employee expectations? How are organizations ensuring that employees understand how to leverage technology to perform in their roles? How are organizations supporting and introducing telecommuting and flexible work options? Services Discovery Workshops Strategic Planning Business Outcomes Pilots Training & Adoption Strategies Consulting & Support Resources Collaborative Technologies
  21. 21. Team members and customers feel a deeper emotional connection to TELUS and take action to inspire that same connection with their friends and family. Why we introduced Customer’s First
  22. 22. Advantages of our Customer’s First program Organizational/ Employee • Address pain points • Employee engagement • Pride • Accountability • Closer to the customer • Advocacy • Purposeful leadership • Feedback Customer • Address pain points • Satisfaction • Loyalty • Trust • Experience • Advocacy • Feedback Internalfocus Externalfocus
  23. 23. Inside look at what’s driving our Customers First program Our customer declaration Customers First Commitments TELUS Team Advocacy Service Technologies Getting closer to the customer Customers First Champions Service 2.0 Transformation Public Awareness Winning the hearts and minds of team members to help achieve our goal of becoming the number one recommended company globally. Our goal
  24. 24. TELUS customer declaration We’re not perfect, but our employees are deeply motivated to consistently delight our customers. We know that getting better means making sure we’re listening to you. That’s why we’re embracing new ideas that will make your TELUS experience better, everyday. We’re on a journey to build on your trust by being clear, helpful and dependable. In other words, at TELUS, we put YOU first
  25. 25. Phase 1: all team members engaged in the creation of Customers First commitments 1000s of idea submitted Consolidated, refined and summarized submissions Summarized to top 20 DLF/MLF workshops to review and validate Validation results in top 10 ELT approval Final top 4 or 5 Communicated commitments to all team members Execute & Evaluate We brought our customer declaration to life by engaging our team members in Fair Process to create Customers First commitments, personalize them, and embed them in everything we do. Strategic intent Crowdsourcing our customer commitments
  26. 26. TELUS Customers First Commitments
  27. 27. Enabling team member advocacy #expectmore
  28. 28. Customer service technologies Quest Interactive Learning Network Experience Application Appointment Scheduling Service 2012 20152013
  29. 29. The payoff
  30. 30. Industry leading engagement results 53 58 54 57 70 80 83 85 0 10 20 30 40 50 60 70 80 90 100 2007 2008 2009 2010 2011 2012 2013 2014 TELUS Employee Engagement “the TELUS employee engagement score is #1 globally amongst organizations of similar size and composition” AON Hewitt
  31. 31. Happy customers: That’s what sets us apart Lowest number of complaints when compared to other national wireless carriers in Canada (CCTS Mid-year 2014-15) Best mobility churn rate in North America for the third consecutive quarter (Q1 ‘15) 1.28% 0.91% Blend Postpaid 1.47% 1.18% Blend 1.64% 1.24% BlendPostpaid Postpaid Complaints against TELUS decreased 46% from mid-year 2014
  32. 32. Strong business results
  33. 33.  Assess organizational strengths and find opportunities for improvement  Better understand your customer  Provide purposeful leadership  Improve upon the customer experience  Drive customer loyalty and advocacy  Increase focus on employee engagement  Recognize employee accountability and advocacy Why putting customer’s first makes sense Launching a customers first program allows you to:
  34. 34. www.telustransformationoffice.com
  35. 35. Our leadership philosophy supports our customers Customers First Commitments Over 1,000 team member ideas helped to shape our Customers First commitments. Introduced in November 2012 to complement our values and guide our actions to consistently put customers first.  Help us stay focused on customer priorities  Clarify how each of us can put customers first every day
  36. 36. Customer Declaration customer commitments strategic action plans TELUS values How will we achieve our #1 priority? How will we stay focused? How will we know we’ve arrived? How will we conduct ourselves? L2R framework The Future is Friendly Our brand promise Our commitment to growth External Internal Linking it all together

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