1. F OR -P ROFIT T HINKING IN A N ON -P ROFIT W ORLD I DEAS FOR UTILIZING CORPORATE CALL CENTER PRACTICES TO IMPROVE YOUR NON - PROFIT CALL CENTER

2. FOR-PROFIT TRANSPLANT Mazzio’s Dell, Inc. AAA Insurance *16 years in call center management* Bryan Lewis

3. FOR-PROFIT TRANSPLANT Young America Corp. West Corp. Dell, Inc. *12 years in corporate – 5 years in non-profit* Matt Cordray CRS/CIRS

4. Discussion Points Business Empowerment Compare and contrast ideas of and values of both For-Profit Management and Non-Profit Management Evaluate leadership skills and possible gaps within the agency Recruitment and hiring processes Employee Accountability Review key performance indicators Define “stack ranking” Individual performance improvement Continuing Education for frontline staff for leadership staff

5. Our Story Est. 1971 as CONTACT of Oklahoma City

6. We implemented ideas, processes, and values used in the for-profit industry to fine-tune and sale our non-profit services. How did we do it?

7. Business Empowerment For-Profit Management vs. Non-Profit Management

8. For-Profit Management Non-Profit Management Focus on process Specific knowledge Accountability Goal = increase profit Focus on mission General knowledge Compassion Goal = decrease expenses What’s the difference?

9. Best of both worlds! Happy Place

10. Evaluate Leadership Gaps 1.What knowledge do we have on the team? 2.Do we have the right knowledge on our team? 3.Are differences effectively used? The goal is not to be perfectly balanced, but to adjust the pivot point to promote balance for the shared mission.

11. For-Profit Non-Profit Defined skills and requirements Multiple screening levels Competency based testing Behavioral based interview questions Preferred skills and requirements Single interview with 2 interviewers Position based interview questions Recruitment and Hiring Processes

12. For-Profit Non-Profit Defined skills and requirements Multiple screening levels Competency based testing Behavioral based interview questions Preferred skills and requirements Single interview with 2 interviewers Position based interview questions Recruitment and Hiring Processes

13. Employee Accountability 1. What performance metrics do you track? 2. How do you define your best employee and your worst employee? 3. What is your process for improving performance?

14. For-Profit Non-Profit Team Performance  Incoming calls  Offered calls  Answered calls  Abandonment rate  Average speed to answer  Average handle time  Service level attainment  Average caller abandonment time  Quality Assurance Scores (Monthly, Weekly, Daily, Hourly) Team Performance  Offered calls  Answered calls  Abandonment rate  Average speed to answer  Average handle time  2.5% user follow-up (Monthly) Key Performance Indicators / Metric Tracking

15. For-Profit Non-Profit Employee Performance  Attendance  Punctuality  Offered calls  Answered calls  Missed opportunities  Average handle time  Utilization  Schedule adherence  Quality Assurance Monitoring Scores (Monthly, Weekly, Daily, Hourly) Employee Performance  Attendance  Punctuality  Quality Assurance Monitoring Scores (Weekly) Key Performance Indicators / Metric Tracking

16. Who is your highest ranked employee and lowest ranked? Employee Performance  Attendance  Punctuality  Offered calls  Answered calls  Missed opportunities  Average handle time  Utilization  Schedule adherence  Quality Assurance Monitoring Scores (Monthly, Weekly) Employee 1 Employee 2 Employee 3 Employee 4 Employee 5 Employee 6 Employee 7 Employee 8 Employee 9 Employee 10 Stack Ranking

17. Who receives a performance improvement plan? Employee Stacked Ranking Employee 1 Employee 2 Employee 3 Employee 4 Employee 5 Employee 6 Employee 7 Employee 8 Employee 9 Employee 10 The bottom 25-30% would be placed on a performance improvement plan. (2 week, 30 day, 60 day, 90 day) Corrective Action and Performance Improvement Plans are NOT the same thing. Performance Improvement

18. Is all this work important? Employee success = Team success = Agency success = For-Profit Management Focus on process Specific knowledge Accountability Goal = increase profit Non-Profit Management Focus on mission General knowledge Compassion Goal = decrease expenses

19. Continuing Education 1. What do you offer for frontline staff? 2. What do you offer for leadership staff? 3. Did you create the curriculum?

20. Frontline Staff Monthly speaker at call center meetings AIRS online training Oklahoma AIRS Conference National AIRS Conference Leadership Staff Center for Non-Profits United Way National AIRS Conference

21. Q&A