zodiac customer service training program plan · web viewrunning head: zodiac customer service...

Running head: ZODIAC CUSTOMER SERVICE TRAINING PROGRAM PLAN 1

Zodiac Customer Service Training Program Plan

David Obiora

AET 570

November 14, 2016

Dr. Gale Cossette

ZODIAC CUSTOMER SERVICE TRAINING PROGRAM PLAN 2

Table of Contents

1.0 Description……………………………………………………………………………..…. .3

2.0 Needs or Gap Analysis ....................................................................................................... 5 Data analysis…………………………………………………………………… 63.0 Budget …………………………………………………………………………………….. 8

4.0 Staffing Plan………………………………………………………………………………. 9

5.0 Stakeholders and Goals……………………………………….………………………….13

6.0 Communication Plan………………………………………………………………….… 14

7.0 Program Evaluation……………………………………………………….……………. 19

8.0 Conclusion………………………………………………………………………….……. 22

9.0 References……………………………………………………………………….…/….… 23


Part I – Training Program Description

Good customer service is vital for all businesses, large or small as it can have a direct

impact on customer loyalty and where potential customers choose to spend their money. Simply,

put the higher quality customer service you provide, the higher level of customer satisfaction you

will enjoy, and that will translate into repeated business and more revenue. Proper organization

of Zodiac customer service departments will help provide direction for employees and your

business. The organizational structure set in place helps determine how the Zodiac organization

handles training initiatives, responds to complaints and passes along important information

regarding internal projects, possible challenges and overall customer satisfaction measures.

The Zodiac customer service organization is a well-established growing firm in in West

Los Angeles, California, in the United States. Its overall structure lays the groundwork for

several significant business functions. By providing detailed duties and responsibilities for each

level within the customer service department, Zodiac organization can offer employment

opportunities ranging from entry-level positions to those requiring extensive experience. A

relevant training program will be developed for a range of participants, from new employees to

supervisors and higher management. The purpose of this training program is to provide

employees skills to lessen their stress and improve customer service and reduce customer

complaints.

Scope of Training

Participants will benefit from the training program by learning strategies to increase the

effectiveness of their customer services. The training program will focus on field training and

classroom learning. In addition, participants will have the ability to communicate using


technology to benefit from a social learning experience. Applying the skills and techniques

provided in this training program will help participants to become more effective customer

service representatives and increase their earning potential.

Audience

The Zodiac Training Program is designed for all customer service representatives, front

line supervisors, and managers that have direct communication with customers. The Zodiac

Customer Services Call Center is made up of employees from different demographics which

include age, sex, income and educational levels, geographic location and different levels of

experience and abilities.

Training Program Goals:

Provide high quality customer service resulting in a customer satisfaction rating on

accuracy, timeliness and courtesy measures on an ongoing basis.

Achieve a customer renewal rate this fiscal year through outstanding support and

relationship building

Training Program Objectives:

Decrease customer complaints related to call centre staff 90% in 4 out of five calls in

an ongoing basis.

Motivate staff and change attitudes towards the customer and handling their enquiries

effectively, 90% in 4 out of 5 call in an ongoing basis.

Identify ways they can add value to customer relationships and exceed expectations

90% of the time in 4 out of 5 interactions.


Listen effectively, asked questions and summarized to respond fully to a customer

request 90% in 4 out of 5 call in an ongoing basis.

Part II – Needs or Gap Analysis

This gap analysis shows the difference between the Zodiac organization’s actual

performance against its potential performance. It is a really useful way of comparing the results

from staff satisfaction and importance questions and allows for easy interpretation. How a needs

analysis is completed will depend on the situation, who is doing it, why it is being done. Need

analysis focuses on the future, or what should be done, rather than on what was done as is the

focus of most program evaluations. The needs analysis was conducted through Observations,

Written survey, Interviews, questionnaires, and Informal interactions with colleagues.

Participants/Employees were asked a series of questions regarding their current knowledge of

customer service.

During my visit, I interviewed one of the Zodiac call center supervisor whose name is

Octavio Morales. The first thing I tried finding out was to ascertain if there was actually a

performance gap, and if the reason for the performance gap was understood, and finally, if the

performance gap was due to missing knowledge or skills.

A recent customer satisfaction survey gave a “poor” rating to nine Call Centre staff

from Zodiac marketing. This training needs analysis was conducted to determine the

requirements of a suitable training program to improve the customer service skills of the staff

members in question. During my visit, I interviewed one of the Zodiac call center supervisor

whose name is Octavio Morales. The first thing I tried finding out was to ascertain if there was


actually a performance gap, and if the reason for the performance gap was understood, and

finally, if the performance gap was due to missing knowledge or skills.

Data Collection

To determine the training needs of the nine staff members I worked closely with the

Director, trainers, and the Call Centre team leader to develop a checklist for monitoring calls.

Method: The method used to capture the customer service experience is random sampling,

interviews, both oral and written, surveys and random sampling that involves selection of a

representative sample of call activities.

Data Analysis

An analysis of the monitored call checklist identified the following skills gaps in the nine

call centre staff.

Monitored call checklist

3 2 1

Standard phrases are used to acknowledge the customer.

9 No problems in this area.

An attentive and helpful manner is used with the customer.

1 8 No problems in this area.

Effective communication skills are used to build rapport with the customer.

5 3 1 Training is required.

Effective listening and questioning techniques are used to identify customer needs.

2 7 Training is required in Communication skills.

Inquiries and requests are responded to promptly.

5 4 No problems in this area.

Customers are encouraged to ask questions.

1 6 2 Training is required.


Appropriate options are identified and recommended to the customer.

3 2 4Training is required.

The customer is kept informed of progress. 1 8 Training is urgently required.

Customer satisfaction is checked by summarising information and confirming that objectives have been met.

7 2

Training is required.

Work is undertaken in a safe manner to self and others. 9 No problems in this area.

Customer complaints are identified and analysed to establish underlying cause.

6 3Training is required.

The customer complaint is summarised and agreed with the customer.


Action taken to resolve the complaint is agreed and confirmed with customer.


Customer is informed as to further action in the event of further referral, including agreed call back arrangements.

3 6

Training is required.

The customer complaint is escalated to the next highest authority. 9

No problems in this area.

Result of Analysis

It is evident from the Monitored call checklist results, that the team meets the competency

standards for the majority of this unit, however the training needs analysis has identified training

would benefit the staff in the following:

Building rapport

Questioning techniques to identify customer needs


Not listening to the customer, showing empathy or resolving the complaint

Escalating complaints rather than dealing with them

Not analysing whether it is a fault or a complaint

The strategic objectives of the training program are to:

Decrease customer complaints related to call centre staff

Motivate staff and change attitudes towards the customer.

Training should address the problems for the telemarketing team and also help motivate and

change attitudes.

Part III – Budget

The following budgeting layout is modeled for this training program. It is anticipated that

the Zodiac organization will need to have sessions occasionally as the need arises. The

organization’s estimated training budget for FY 2016/2017 is $233,690.00.

Zodiac Training Budget

Line Item Description/JustificationQty

. Cost/Rate1 Personnel $195,000.002 Fringe Benefits $8,880.003 External staff $8,260.004 Materials $4,457.005 Technical Support $3,796.006 Equipment $2,900.007 Travel $2,600.008 Facilities $9,000.009 Supplies $4,500.0010 Miscellaneous $5,565.00


Grand Total $233,690

Income For The Training BudgetLin

e Item Description/JustificationQty

. Unit Cost/Rate11 Parent company $140,55012 Donations $50,14013 Grants $25,00014 Miscellaneous $25,000

Grand Total $240,690

Part IV – Staffing Plan

The Customer Service training program will include the director of the Zodiac, training

assistant, training coordinator the training program designer, who is also the training facilitator

along with an external program evaluator. The staff management will leverage all departments

within the Zodiac Organization including regional educators, human resources, and other

corporate departments. The program can be completed at work, at home, or any other place with

an Internet connection. Internal and external resources are needed for the program’s success.


Required Director Qualifications: The Director of Customer Service position at the Zodiac organization is responsible for

maintaining effective customer service for all internal and external Company Zodiac customers

by utilizing excellent, in-depth knowledge of company products and programs as well as team

members within the Customer Service Department.

Preferred Education and Experience:

Director’s Competencies•Bachelor’s degree and some five years of experience.•Customer service experience within a retail environment

1. Communication Proficiency.2. Customer/Client Focus.3. Decision Making.4. Discretion.5. Flexibility.6. Leadership.7. Problem Solving/Analysis.8. Results Driven.9. Teamwork Orientation.10. Technical Capacity.

Manager/trainers Skills: Competencies


Bachelor’s degree and 2-3 years of experience

1. Customer/Client Focus. 2. Learning Orientation. 3. Communication Proficiency 4.Customer/Client Focus. 5. Technical Capacity. 6. Teamwork Orientation. 7. Planning/Organizational Skills.8. Presentations Skills.

Other trainer skills include:

In-depth knowledge of policies, procedures and practices

Facilitate training classes and quality assurance sessions

Update customer service policy and procedure manual with ongoing improvements and company growth

Ensure CSRs receive effective and timely training to effectively use systems and applications

Plan, design, develop class training materials Along with these skills other skills that are needed are good computer skills, knowledge

of various tools used in training environment like the use of LMS etc.

The program assistant skills and qualifications: The personal assistant helps the

director run an organization or company smoothly. They perform mostly administrative duties

and clerical duties. They might arrange conference calls and meetings, make travel

arrangements, compose correspondence, review memos and reports, conduct research, create

presentations and prepare statistical reports. Some college coursework preferred and at least, 2-5

years of customer service experience.


Time requirement

The program director and manager will be present throughout the entire program

development. The director will ensure that the customer service training course is aligned with

the participants and the organization’s needs. The trainer is present for the development and

implementation of the course to the very last course’s end date. Program consultants are used as

subject matter experts so as to assist in the completion of the training program in a timely

manner.

Internal/External Resources

The organization will cut costs by looking internally to fill most of the staffing needs.

The organization chose the program directors because of their passion for learning. The trainer is

employed by the organization as well. Internal trainers are aware of the organization’s culture,

policies, and employees. Plus, the trainer has conducted virtual courses using a learning

management system before, which will make developing the Time Management course simple

for the trainer. Most staffing is mainly from within the Zodiac organization. Only two are

external consultants who are contracted were because of their expertise program delivery and

time management and their evaluation expertise. While a part time tech support technician was

hired to assist I tech support, especially when there is a need for tech support after work hours.

Strategy to fill resource gaps

This training program will be carefully monitored to assess if there is need for additional

resource, especially with technical support. If needed, the organization will contact the LMS

business to add this functionality.


Staff performance evaluation

Performance evaluations will be conducted throughout the training program. These will

be conducted by the the program director to ensure that the program goals and objectives are

achieved.

Role Name Contact NumberDirector David OTraining designer/facilitator/trainer Kimberly OProgram Assistant Eva JProgram Evaluator (Consultant) Anita D

Part V: Stakeholders and Goals

Stockholders’ initial role is to provide the capital a company needs to grow and expand,

or in the case of a startup venture, the capital it needs to launch its products or services into the

marketplace. In private companies, stockholders may take an active role in setting the strategic

direction for the venture. They sometimes provide guidance or advice to the company’s

management. In public companies, stockholders can attend an annual meeting and ask questions

of the company’s top management, including the CEO, about the decisions they have made and

the direction the company is going.

Stakeholders and Goals Worksheet

Stakeholders Partnership Goal Ways to build support

Producing a positive impact on adult learning

Executive Leadership and Ownership

Successfully fulfill the contract requirements, and maintain the

Provide statistical data displaying effectiveness of

Demonstrates the benefits of having more satisfied, less stressed,


organization’s high standards of professionalism.

program. Information about the decisions they have made and the direction the company is going

more effective/productive employees.

Company Director

Continue to staff highly-skilled professionals to fulfill their designated mission requirements.

Shows an invested interest in employee’s well-being

Encourage Positive and motivational behavior that increases collaboration and production.

Training Manager Provide employees with a well-versed training program designed to improve their technical and tactical knowledge.

Present the training department with the statistical data gathered during the needs assessment.

Report assessments and other measured tools that identify the employee’s success and completion of the training sessions.

Trainer/Facilitator

Change employee behavior potential, potential increase in funding for future training programs.

Inform of benefits. Present easy-to-apply strategies.

Designs training to align with the goals and objectives of participants/learners.

Staff members Work with management and colleagues to reveal weaknesses in the system and to ensure that there are strategies in place to improve skills and other perceived problems within the organization.

Maintain relationships with the management; and providing feedback and lending support where necessary.

Employees/participants will receive gain in employment which enhances collaboration and learning.

Part VI – Communication Plan

“WE CANNOT, NOT COMMUNICATE”.


Image Retrieved from google.com (n.d.)

Fact Sheet

This Communication Plan sets the communications framework for the Paper Formatter. It

serves as a guide for communications throughout the life of the training. This is a working

document and will be updated as communication needs change. This factsheet/plan identifies

and defines the goals and objectives of the Paper Formatter with whom it is critical to

communicate. It also contains the Communication factsheet which maps specific messages to

stakeholders or stakeholder groups. The items captured on the Communications factsheet are

then built into the Paper Formatter Schedule.

To build a complete communication plan, it is highly recommended that the Project

Director and/or team member responsible for communications planning (Organization Change

Management team lead or other) guide the project team through several steps to ensure that the

plan is as robust and effective as possible. These steps include:

Clearly define the high-level purpose and objectives of training program communications

Identify Stakeholder Communication Requirements

Assessment and Analysis

https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwihwMfC3aLQAhXixFQKHY7uD3cQjRwIBw&url=http://www.freelearninghub.com/free-customer-service-training-does-it-work/&bvm=bv.138493631,d.cGw&psig=AFQjCNGBwmNJAtvCsSCLIc-es-c-HtaH1A&ust=1479023282677794


Design

Development

Delivery

Evaluation

Corporate Contacts

Program Coordinator: [email protected]

Training Coordinator/Manager: [email protected]

Feedback: [email protected]

Paper Formatter Communication factsheet as of 11/14/2016

Communication

Deliverable

Audience Description

Desired Outcome or

Behavior

Delivery Vehicle Author

Review and

Approval

Sender/ Facilitat

or

Timing

Effective-ness

(scale of 1-5 with 5 being

most effective)

REOCCURING – CURRENT STATE

Zodiac business status,

updates and

decisions

All Agency personnel

Information on Agency metrics, goals, objectives, progress toward goals, project news, etc.

Leaders share best practices, settle issues, identify risks and responses, improve processes

Agency Leadership Meeting

PD n/a HRBi-Weekly

4

Zodiac Organiza

tion News

All Agency personnel

Information on Agency metrics, goals, objectives, progress

Agency’s leadership team provides content; Agency personnel read news and stay

e-Newsletter on Agency website

Agency leaders (assistants)

Agency Leaders

Agency Communication Leader

Monthly 5


Paper Formatter Communication factsheet as of 11/14/2016

Communication

Deliverable

Audience Description

Desired Outcome or

Behavior

Delivery Vehicle Author

Review and

Approval

Sender/ Facilitat

or

Timing

Effective-ness

(scale of 1-5 with 5 being

most effective)

toward goals, project news, human interest stories, information on process changes, legislative changes, etc.

up-to-date on project progress; increased excitement

Agency Employe

e Dialogue

Agency members

Executive-level information sharing sessions on "hot topics"

Group informed and involved; incorporates new regs into daily work; increases employee morale

Town Halls and/or WebEx

Agency Communication Leader

Agency Leaders

Agency Leaders

Quarterly 3

REOCCURING – TRAINING

Training Team Leader Meetings

Participants, training leads, PD

Team leads share status, challenges, concerns, obstacles, etc.

Team seeks solution to problems, issues

Leader Team Meetings; reports

PD n/a PDBi-Weekly

Purpose and Objectives

The purpose of all Paper Formatter communication is to:

Promote awareness of and excitement for the Paper Formatter.

Ensure adoption of the responsibilities and actions assigned to each stakeholder, and

Encourage two-way communication about the Paper Formatter project between the project

team and Agency stakeholder groups


Training Program Benefits

The development of this training program is intended to provide Zodiac customer service

representatives with the skills necessary to improve their job performance. The training program

provides employees and participants with the knowledge and skills to providing customers with

high quality customer service resulting in a customer satisfaction rating on accuracy, timeliness

and courtesy measures on an ongoing basis. And for participants to also achieve a customer

renewal rate this fiscal year through outstanding support and relationship building. The delivery

of the program through a combination of online learning, classroom learning, and field training

helps reinforce the sales process that the students learn throughout the program. The benefits of

the training program for the sales advisors can often provide additional benefits that support the

organization. The additional benefits of customer service training include fostering a

companywide communication culture, establish a company-wide language, bridge relationships,

and align departments.

Promotional Channels and Materials

The implementation of a training program requires the development of a quality

curriculum and staffing skilled professionals to deliver program. There are three general

categories of channel communication:

Communications to your channel (training and motivating)


Communications through your channel, providing tools for channel

partners to share with end users)

Communications for your channel (driving end users to your channel)

There may be many options as to what types of vehicles and media can be used to deliver

the messages. Listed below are some suggestions that can also be used to create the

communication matrix.

Delivery Vehicle/Media Benefits

Meeting & Conference Materials

Brands messaging to large audience; advertising

Speeches Shows support for initiative if delivered by Sponsor or respected Influencer; can motivate/inspire

Signs/Posters Excellent, inexpensive, constant reminders that the change is coming; can be perspectives

Brochures Graphics appeal to visual learners; can tell a story and be more memorable than a large communication; color and movement in graphics can create excitement

Facilitated Group Meetings Promotes inclusion and ownership among stakeholders; allows discussion of sensitive issues in a safe environment; promotes decision-making and action planning; promotes understanding of all stakeholders’ perspectives.

Email/Electronic manuals/help If searchable and intuitive to use, can help new users feel more confident

Audio Can be listened to on individual’s personal time table; good for travelers who need quick updates

Fact Sheets Appeals to those who need more rather than less information; can be delivered via paper or on-line

Part VII – Program Evaluation

Program evaluation sprouts out of sound program planning and measures how effective

organizations activities have been in accomplishing their goals and objectives. Evaluation is

essential to any training program. Evaluation determines if a training program is providing value


to the organization and its employees. Individuals will be assessed on their ability to perform the

different task within the customer service duties and responsibilities throughout the training

course, and support their actions. The following evaluation methods will be used to determine

the program’s effectiveness and highlight any notable deficiencies:

Rubrics- an assessment commonly used to measure multiple skill sets. A general

assessment will be conducted on the participants’ responsiveness, participation, knowledge base,

and interaction with one another. Observing participants behavior will advise the instructor(s) of

their topic of interest, areas they need to emphasize on more, and how to allocate their time

accordingly. Detailed feedback will available upon request for management level and above

personnel inquiring about a particular individual’s performance.

The following metrics will apply to the evaluation: Kirkpatrick Evaluation Model

Kirkpatrick Evaluation

ModelExcellent

25 – 20 pointsGood

19 – 15 pointsFair

14 – 10 points

Needs Improvement9 – 0 points


Level I– Reaction25%

Participant Surveys and Training Audits

Trainer clearly communicated learning goals and objectives

Trainer was competent of learning materials

Trainer was pleasant and completed all required learning material

Trainer communicated most learning goals and objectives

Trainer was mostly competent of learning materials

Trainer was mostly pleasant and completed most of the required learning materials

Trainer communicated some learning goals and objectives

Trainer was somewhat competent of learning materials

Trainer was somewhat pleasant and completed some of the required learning materials

Trainer communicated none of the learning goals and objectives

Trainer was not competent of learning materials

Trainer was not pleasant and completed none of the required learning materials

Level II– Learning25%

Participants Complete Quiz and Exams

Meets expectations Students obtain 90% competency of role requirements and job objectives

Mostly meets expectations Students obtain 80-89% competency of role requirements and job objectives

Somewhat meets expectations Students obtain 70-79% competency of role requirements and job objectives

Fail to meet expectations Students obtain less than 69% competency of role requirements and job objectives

Level III – Behavior25%

Manager Observation forms and contact management system audits

As a result of the training customer service reps. highly improved customer service process and toured, presented, and manager introduction 95% or more guest interactions

As a result of the training customer service moderately improved process and toured, presented, and manager introduction 85% or more guest interactions

As a result of the training customer service improved process and toured, presented, and manager introduction 75% or more guest interactions

As a result of the training sales advisors did not improved guest customer service process and toured, presented, and manager introduction 55% or less of guest interactions.

Level IV – Results25%

Measuring the impact of training on business performance

As a result of the training program, customer service reps., greatly Exceeds Expectations in customer satisfaction and retention rates

As a result of the training program, customer service reps., moderately improve on the expectations in customer satisfaction and retention rates

As a result of the training program, customer service reps., meets expectations in customer satisfaction and retention rates

Despite this training program, customer service reps., fails to meet Expectations in customer satisfaction and retention rates

In addition to the rubric, both Formative and Summative forms of evaluations were also

used. in gathering trainee reactions on the following topics: scope and relevance of course or

module, appropriateness of objectives, usefulness of assignments and materials, effectiveness of


course training materials, stronger and weaker features of the course, adequacy of the facilities,

timing or length of the course or module, effectiveness of the instructor(s), and participant

suggestions and comments. Trainer Rating Forms will be given to participants upon completion

of the training course. After the facilitator/trainer(s) analyze them for their purposes, they will

provide a copy to Training Manager with a hard copy. Participants will have the opportunity to

rate the trainer(s) individual performance in detail, and provide additional comments to support

his or her claim. The trainer’s rating forms will focus on their ability to communicate, course

relevance, course material effective, instructor knowledge, pace, organization, and stimulate

interest. Participants will also have to option to verbally express their emotions towards the

course in a open-forum setting. This data will allow the trainer(s) to adjust their areas of

weakness, polish their strengths and improve future trainings.

Conclusion

A good staff training program is just that -- a program, with a structure and logic to it that

make sense for your organization. It should continue throughout the life of the organization and


include initial training for new staff, staff development (ongoing training for all staff), and

professional development (the opportunity to gain new knowledge or skills, or to move to the

next level of expertise).

Creating such a program involves planning that includes the people to be trained, and

looks at both what kind of shape the training program should take and what areas it should cover.

The development of a training program also requires thinking about methods (how the training

will be presented), logistics (where and when training will be held, what's necessary to make it

all go well, etc.), and evaluation (how you'll find out what was valuable and what was not, and

what you should do to improve the program over time).

References

Bersin, J. (2008). The training measurement book: Best practices, proven methodologies, and

practical approaches (1st ed.). San Francisco, CA: John Wiley and Sons.


Altschuld, J. W. and Witkin, B. R. (2000). From Needs Assessment to Action:

Transforming

Caffarella, R.S., & Ratcliff Daffron, S. (2013). Planning programs for adult learners (3rd ed.).

Retrieved from The University of Phoenix eBook Collection.

Elliot, P. H. (2008). Chapter 6: Identifying performance and learning gaps. ASTD Handbook for

Workplace Learning Professionals, n/a. Retrieved from ProQuest database

Engaging stakeholders. (n.d.). Retrieved from

http://www2.ed.gov/programs/readingfirst/support/stakeholderlores.pdf

Patton, M. Q. (1997). Utilization-focused evaluation: The new century text. Sage Publications:

Thousand Oaks, CA.

Knowlton LW, Phillips CC (2009). The logic model guidebook: Better strategies for great

results. Los Angeles: Sage.

Frechtling JA (2007). Logic modeling methods in program evaluation. San Francisco: Jossey-

Bass;

Rockwell, S. K., & Kohn, H. (1989). Post-then-pre evaluation: Measuring behavior change more

accurately. Journal of Extension [On-line]. 27(2). Available at:

http://www.joe.org/joe/1989summer/a5.html

zodiac customer service training program plan · web viewrunning head: zodiac customer service...

Documents