Challenge

I am working at a customer support center as a Training Manager. Our team of consultants is spread  across 4 locations within 2 countries, serving customers in a few different lines of business via 3  channels of support - emails, chats and voice. In the recent 3 months our tenured associates were  struggling to achieve their CSAT (customer satisfaction) metrics. After a deep dive analysis performed  by the Customer Experience department,  a list of top offenders was identified - showing that the  entire team's performance was driven down mainly by our usual top performers when it comes to  working with a fast temp and handling multiple customer cases as the same time, working on  different LOBs and channels of support. We extracted randomly 30% of all handled cases by the top  offenders and while reviewing how they were handled, it turned out that all policies were indeed  followed and cases were handled correctly, however customers often complained about associates  being rude, in a hurry, not listening carefully etc.

Selection & Application

The method we chose to apply is the Learning launch - we came up with the idea to form a "Learning  Cafe"  and having small groups of certain identified associates attend those learning sessions.  Content is targeting soft skills, however not in general, but rather in small pieces - diverse situations  based on customer scenarios are turned into activities for empathizing, paraphrasing, active  listening, asking probing questions. The event was planned as a workshop and not like a typical  classroom training. Tenured associates wouldn't be really happy to know they are being drawn back  to what they remember as a new hire class. Instead - we had the event as a workshop in order to  allow the flow of ideas and sharing of feedback from their side.

Prior to the first initiative dates, our Training team organized a meeting with the program manager  and the team managers of all enlisted employees. We asked the managers of what their expectations  are.

The workshop was first tested on one of the company locations - in order to gain an idea if it is  working and adjust whatever may not be optimal. We had 3 groups of between 5 and 10  participants, the workshop was for 2 days in a row, however only for 4 hours per day. The enrolled  attendees were asked to bring some sweets or whatever they would like, additionally we also spared  a small amount to have some cup cakes etc. bought just in case nobody would bring anything. We  had a special approval taken by the program's management in order to have food brought inside, as  this is usually not allowed. For our surprise, participants were so delighted by the idea and brought in  home-made cake and brownies etc., so there was even more food than what people could eat.   Activities were engaging for everyone and despite a first wave of suspicious thoughts by the team  members, they actually managed to welcome the time spent during the Learning Cafe with an open  mind and to participate actively in everything planned. The atmosphere was absolutely positive and  friendly, we had a lot of funny pictures made during the event. Additionally, each participant  received a special certificate of participation, which they quite enjoyed. We also released a survey by  the end of each workshop batch to gather the feedback, opinions and suggestions of the attendees.

Insight

The results of this initiative were truly amazing and a positive surprise for many of the stakeholders:

1. We tracked performance of the associates within a month after they attended the workshops and  the average improvement in the CSAT metric is 3%.

2. Analyzing the survey results, we measured 96% of NPS; 98% of participants stated they have  actually learned something new; 100% of the employees stated they would gladly participate in next  editions of the initiative as well. Verbatim - was an astonishing success!

3. People even uploaded photos with their certificates on social media. Some employees proactively  asked the trainer, who facilitated the event about the next possible session and wanted to be on the  list for it. Apparently, consultants from the test location also shared this with team members on the  other sites and they went asking their Training team POC about the initiative as well.

Additionally, after seeing which activities work best during the test phase, we adjusted slightly some  of the planned materials, so could better fit into the dedicated time frame.

Approach

Currently, we are on the planning stage for the next events of the Learning Cafe series. The  workshops will be conducted on 2 other company locations within a month as of now, again 3 groups  on each site. We will continue measuring the results and analyzing the feedback from all parties. If  the initiative is proven to be a success when delivered on all 4 company locations, we would plan it  going forward for every quarter.


Challenge I am working at a customer support center as a Training Manager . Our team of consultants is spread across 4 locations within 2 countries , serving customers in a few different lines of business via 3 channels of support - emails , chats and voice . In the recent 3 months our tenured associates were struggling to achieve their CSAT ( customer satisfaction ) metrics . After a deep dive analysis performed by the Customer Experience department , a list of top offenders was identified - showing that the entire team 's performance was driven down mainly by our usual top performers when it comes to working with a fast temp and handling multiple customer cases as the same time , working on different LOBs and channels of support . We extracted randomly 30 % of all handled cases by the top offenders and while reviewing how they were handled , it turned out that all policies were indeed followed and cases were handled correctly , however customers often complained about associates being rude , in a hurry , not listening carefully etc . Selection & Application The method we chose to apply is the Learning launch - we came up with the idea to form a " Learning Cafe " and having small groups of certain identified associates attend those learning sessions . Content is targeting soft skills , however not in general , but rather in small pieces - diverse situations based on customer scenarios are turned into activities for empathizing , paraphrasing , active listening , asking probing questions . The event was planned as a workshop and not like a typical classroom training . Tenured associates would n't be really happy to know they are being drawn back to what they remember as a new hire class . Instead - we had the event as a workshop in order to allow the flow of ideas and sharing of feedback from their side . Prior to the first initiative dates , our Training team organized a meeting with the program manager and the team managers of all enlisted employees . We asked the managers of what their expectations are . The workshop was first tested on one of the company locations - in order to gain an idea if it is working and adjust whatever may not be optimal . We had 3 groups of between 5 and 10 participants , the workshop was for 2 days in a row , however only for 4 hours per day . The enrolled attendees were asked to bring some sweets or whatever they would like , additionally we also spared a small amount to have some cup cakes etc . bought just in case nobody would bring anything . We had a special approval taken by the program 's management in order to have food brought inside , as this is usually not allowed . For our surprise , participants were so delighted by the idea and brought in home - made cake and brownies etc . , so there was even more food than what people could eat . Activities were engaging for everyone and despite a first wave of suspicious thoughts by the team members , they actually managed to welcome the time spent during the Learning Cafe with an open mind and to participate actively in everything planned . The atmosphere was absolutely positive and friendly , we had a lot of funny pictures made during the event . Additionally , each participant received a special certificate of participation , which they quite enjoyed . We also released a survey by the end of each workshop batch to gather the feedback , opinions and suggestions of the attendees . Insight The results of this initiative were truly amazing and a positive surprise for many of the stakeholders : 1 . We tracked performance of the associates within a month after they attended the workshops and the average improvement in the CSAT metric is 3 % . 2 . Analyzing the survey results , we measured 96 % of NPS ; 98 % of participants stated they have actually learned something new ; 100 % of the employees stated they would gladly participate in next editions of the initiative as well . Verbatim - was an astonishing success ! 3 . People even uploaded photos with their certificates on social media . Some employees proactively asked the trainer , who facilitated the event about the next possible session and wanted to be on the list for it . Apparently , consultants from the test location also shared this with team members on the other sites and they went asking their Training team POC about the initiative as well . Additionally , after seeing which activities work best during the test phase , we adjusted slightly some of the planned materials , so could better fit into the dedicated time frame . Approach Currently , we are on the planning stage for the next events of the Learning Cafe series . The workshops will be conducted on 2 other company locations within a month as of now , again 3 groups on each site . We will continue measuring the results and analyzing the feedback from all parties . If the initiative is proven to be a success when delivered on all 4 company locations , we would plan it going forward for every quarter .