the p&q challenge

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&Q c 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&Q a c t i v i t y

P&Q c r o w d s o u r c e d w i s d o m

P&Q c 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

3

S t rate g i c Q u a l i t y

F ra m e w o r k

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

5 6 7

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?

3

The Original

Research

TH

E IS

SU

E

Expensive Manual Process

Low Sample Size

Low Behavioural Impact

Weak Proof Points

“Unfair!”

Performance Changes Missed

Non Specific Coaching

Situations Remain Unaffected

Low Credibility Evidence

Inflexible Scoring

11


F ra m e w o r k


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

5 6 7

e.g.

Process Based

Systems Based

Needs Based

Self Managed

4

e.g.

Metrics

Behaviours

Feedback

8




Recognition

Reward

Career

Belief

What Is Success?


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

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


F ra m e w o r k


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

5 6 7

e.g.

Process Based

Systems Based

Needs Based

Self Managed

4

e.g.

Metrics

Behaviours

Feedback

8




Recognition

Reward

Career

Belief

What Is Success?


13

It's an 'ecosystem' way of thinking about service quality and people

performance

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


Workshop 5 Workshop 6 Site Visits

Class of ’15

Preparing for P&Q Challenge #1

Preparing for P&Q Challenge #2

SQF Assessments 1&2

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?

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

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?

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

e.g.

Process Based

Systems Based

Needs Based

Self Managed

4


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

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?

T e 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 T e 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

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

7

e.g.

Performance Mgt

Coaching

‘Fixing It’

Best Practice


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

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/Fail M e a s u r i n g

O u t c o m e s

Customer Opinion Customer Opinion Customer Understanding

Personal Judgement

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

A g e n d a F o r P & Q G r a d u a t i o n D a y 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

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’

Register for July’s P&Q Challenge. It’s free! Just your time & commitment . Get In Touch with Zaiba [email protected].

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