TASKS The main activities required to achieve a KRA. Resolve member/customer concerns and offering solutions for positive outcomes.

Transcription

1 Position description Team: Stakeholder Engagement Team Position Title: Retention and Outbound Lead Consultant Date prepared: July 2015 Reports to: Retention and Outbound Team leader A. Position purpose A member of the Customer Engagement business unit, the Retention and Outbound Lead Consultant is responsible for engaging with potential customers and converting them into Diabetes Victoria supporters. Diabetes Victoria acknowledges the role outbound calling can and does play in reaching and engaging potential customers to help build advocacy for our brand and many services. The outbound channel has predominately focused on retention and acquisition but has proven to add much value in creating a pathway to engage Diabetes Victoria supporters and reinforce both the benefits Diabetes Victoria adds to those living with diabetes and the community at large. With a current rich database of newly acquired, existing and inactive supporters, the role of the Outbound Customer Service Representative will focus on converting: New to brand and service potential customers into Diabetes Engage existing Diabetes and cross sell/ upsell Diabetes Victoria services Win back support from those within the database that have become inactive B. Business Unit / departmental purpose The Stakeholder Engagement Department upholds a holistic view of Diabetes Victoria s stakeholders, working to develop Diabetes Victoria s relationships with members, customers, donors, partners, sponsors, volunteers and other supporters. The primary function of this department is to lift stakeholder engagement with Diabetes Victoria s brand and many services to advance our mission to help all Victorians affected by diabetes to live well. The department is comprised of fundraising, membership, community engagement, communications and marketing support for and on behalf of the organisation. The department is responsible for driving and generating the organisations surplus, whilst taking stakeholders on a journey that will see them increase their commitment and contribution to the organisation. C. Key accountabilities KEY RESULT AREAS (KRAs) The key measurable outputs or deliverables required of the position. TASKS The main activities required to achieve a KRA. KEY PERFORMANCE INDICATORS (KPIs) The quantitative/qualitative evidence used to measure how well the KRAs have been achieved. 1. Customer Service Provide a high level of customer service and professionalism on all interactions. Resolve member/customer concerns and offering solutions for positive outcomes. Utilise effective call control techniques to minimize call handling times when appropriate Handle all interactions efficiently in accordance with approved guidelines, processes, and instructions, providing accurate and up to date information. No instances of customer complaints received as a result of poor customer service

2 Complete all technical training activities to ensure the provision of efficient and effective to support the customers. Average call time of 3-5 minutes per call Information provided to customers regarding campaigns is accurate and upto-date according to brief provided Conduct calls in relation to outbound campaigns such as fundraising, membership and Diabetes Victoria supporters Adhere to all defined data capture requirements and scripting. 5 calls per month monitored by the team leader display correct techniques and customer service satisfaction Achieve quality standards outlined in evaluation documents on monitored interactions. 2. Membership Business Outcomes Warm leads o Contact expired or grace period members with the aim of converting into membership renewal o Contact current inactive members with the aim of converting into rejoining the Diabetes Victoria membership program Cold leads o Contact newly diagnosed with the aim of them taking up Diabetes Victoria membership 15% of all calls made to expired or grace period members result in renewed membership Convert 9% of calls made to current inactive members into renewed membership Convert 3% of calls made to newly diagnosed people into paid members All information recorded regarding reasons for non-renewal or not taking up membership is complete and accurate All information obtained on calls is recorded accurately in Salesforce On-sell a range of payment terms to customers depending on their situation (DDR, 3yr memberships, yearly memberships etc) Actively gather data during calls as to why members are not renewing their membership or not choosing to become a member Data collected in monthly spot checks by the team leader is shown to be adhering to Help Centre guidelines All payments processed are correct and processed in a timely manner. Promote and cross sell fundraising opportunities with Diabetes Victoria on all calls made Record all information gathered during phone calls in Salesforce Process payments where required 3. Donor Business Outcomes Contact current newly diagnosed with the aim of converting them to Diabetes Convert between 5-7% of all calls made to newly diagnosed people into Diabetes. Cross Sell o Existing Clothing Collection customers increase the current value of clothing collection Convert 3% of calls made to existing Clothing Collection Customers into Diabetes. Convert 3% of all calls made to inactive

3 customers by converting them into Diabetes. o Reengage with existing and inactive donors. o Contact ex members with a win back strategy to create Diabetes fundraising donors into donations. Convert 2% of all calls made to ex Diabetes Victoria Members into Diabetes D. Organisational requirements Policy and Practice Compliance Comply with company policies and procedures Attend/complete mandatory compliance training Display duty of care at all times with Workplace Health and Safety Demonstrate awareness of Risk & Compliance obligations and undertake necessary actions Continuous Learning Professional Development Actively participates in the Professional Development Review System Actively develop oneself E. Position requirements The essential skills, knowledge and experience (in order of priority) required of this position Skills 1. Strong communication and interpersonal skills, calm and respectful under pressure. 2. Demonstrate commitment and ability to work as part of a team to ensure team objectives are achieved. 3. Good computer skills particularly in Outlook and the Microsoft Office Suite. 4. Strong customer service focus and excellent phone manner. 5. Understanding of the needs of people from culturally and linguistically diverse backgrounds. 6. Influencing and selling skills. Qualifications and Experience (Essential) 1. Minimum equivalent of Year 12 English written and verbal language skills. 2. Experience in outbound cold calling 3. Previous experience working in a customer contact center (telephone and ). 4. Proven experience in a customer service environment either in a small to medium sized call center or customer service role. 5. Demonstrated experience in general administration and data entry. 6. Experience working with Customer Relationship Management Systems, specifically Salesforce and Micro Soft Dynamics. 7. Experience in conducting outbound calls to support business needs.

4 Qualifications and Experience (Desirable) 1. Knowledge of point of sale procedures. 2. Spoken language other than English Inherent requirements 1. The capacity to work in a busy, competitive environment and the ability to meet objectives and targets. 2. Ability to work from a seated position. 3. The capacity to use a monitor and keyboard (computer). 4. Auditory function within normal hearing range for a two-way conversation or corrected to normal hearing range for two-way conversation. 5. Clear and audible oral communication skills. 6 Ability to be accessed during normal business hours. F. Behavioural requirements The behavioural competencies required to be demonstrated by an individual in order to perform this position effectively (please refer to dictionary of behavioural competencies) Behavioural competencies Level of proficiency 1-5 Proficiency Description See competency dictionary for additional detail 1. Adaptability 3 Adjusting own behaviours to work efficiently and effectively in light of new information, changing situations and/or different environments. 2. Communication 3 Listening to others and communicating in an effective manner that fosters open communication. 3. Influence 3 Gaining support from and convincing others to advance the objectives of the organisation. 4. Initiative 3 Identifying and dealing with issues proactively and persistently; seizing opportunities that arise 5. Networking / Relationship Building 3 Building and actively maintaining working relationships and/or networks of contacts to further the organisation s goals 6. Results Orientation 3 Focusing personal efforts on achieving results consistent with the organisation s objectives 7. Teamwork 2 Working collaboratively with others to achieve common goals and positive results G. Key relationships/interactions The internal and external relationships/interactions and why the position interacts with these parties. Who Why (Reason for relationship) INTERNAL Deputy CEO/ COO Receive strategic direction support in regard to HELP Centre operations. Retention and Outbound Team leader CRM and System Analyst & Privacy Officer Reporting relationship. Provide supervision, leadership and development in regard to HELP Centre operations. Working relationship, taking direction regarding processes, procedures, training and privacy compliance.

5 Membership, Fundraising and Clothing Collection department Work with Membership, Fundraising and Clothing Collection Managers to enhance membership take ups and support campaign activities. Diabetes Education department Diabetes Victoria staff Refer customers requiring education or medical advice. Maintain effective relationships with all organisational employees and transfer calls/queries to relevant staff as appropriate. EXTERNAL General Public Answer queries accordingly and promote Diabetes Victoria products and services to members/customers. H. Signatory Approved by: Last updated: July 2015 Michael Goldman, Deputy Chief Executive Officer Position holder acceptance: Name: Signature: Date: / /