Using Customer Emotion To Learn

The More We Automate… human keeps it real

Empowered Customers = Empowered Employees The Chemistry Empowered Customers = Empowered Employees

Secret Sauce The intelligence required to anticipate customer needs, go the ‘extra mile’, or whatever it took to take that customer’s breath away is never in the job description That’s because it cannot be trained, only nurtured. It’s about a desire to please another person, all for the pleasure of seeing them in a better place as a result of the impact you have had”

The Focus “Welcome to The Year Of The Employee Companies' emphasis on culture, training, and voice of the employee will put employees at the center of CX attention this year”

The ROI

Contributors

P&Q P&Q P&Q P&Q 2 1 232 survey participants 212 Linkedin members activity P&Q campaign 232 survey participants 212 Linkedin members 100 road show participants Survey presentations Customer Contact Expo & PPF conferences CCMA awards Regional Contact Centre Forums Crowd source the next generation of performance & quality best practice 4 P&Q challenge 3 The Strategic Quality Framework answered how a P&Q ecosystem is adapted Finally, the P&Q challenge incentives everyone to trial it P&Q crowd sourced wisdom All the discussion led to a series of key insights - seeing the context of P&Q as an ecosystem

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

Outcomes Clarity on which data sources we should use in our quality management Questions External Surveys: 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? Internal surveys: Should we poll advisors/team leaders and others as valid inputs? Evaluations: What role will existing quality evaluations play? Analytics: If we used Interaction Analytics? How would this compliment/integrate with other sources of feedback? Issues How do we co-ordinate with other users of these data sources? Do some carry more weight than others?

Outcomes Ability to answer the ‘what’s in it for me’ question Questions Recognition: Are there more powerful ways we can recognise individual and team successes in supporting our quality goals? Reward: Does it work to financially incentivise? If so, are we rewarding the right behaviour? Have we traced this across every role? Career: Have we encouraged our quality champions with a clear career path to keep them? Belief: How do we tap into the energy that comes when people just believe in ‘doing the right thing for customers’ Issues Any conversation about motivation has to be considered in the context of culture

Upgraded Talent SELF SERVICE

Management Style

Purpose Meaning Refuelled by recognition Energy Extra

Learning Cultures “We've empowered our advisors to take real ownership of their own development and freed up our coaches to allow facilitating this to be their number one focus with their team”

The ‘magic beans’ from which the new culture grew Providing a 6 month space to think, plan and act A support network Co-creating how it works From scores to behaviours From telling to learning From micro mgt to mutual respect From assuming to listening From ‘always the same’ to ‘always evolving’

Inspiring a learning culture is #1 milestone in nurturing the competence to engage today’s digital customers Learning needs feedback