1. Using
Customer Emotion
To Learn

2. The More We Automate…
human
keeps it real

3. Empowered Customers = Empowered Employees
The Chemistry
Empowered Customers = Empowered Employees

4. 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”

5. 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”

6. The ROI

8. Contributors

9. 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

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

14. 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?

15. 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

16. Upgraded Talent
SELF
SERVICE

17. Management Style

18. Purpose
Meaning
Refuelled by
recognition
Energy
Extra

19. 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”

20. 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’

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