Creating an Award-Winning Service Culture
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1 Creating an Award-Winning Service Culture INTRODUCTION For over three decades, DALBAR has helped financial services organizations create and sustain award winning cultures and a superior standard of care. Most firms, when embarking on this journey, will immediately ask, How long does it take? Would you say this is like running a 10k or more like a marathon? The answer to that is Get your training sneakers on as you are definitely in for a marathon. And when you have accomplished it, you will look back with that same feeling of elation, pride and satisfaction. To get you started, DALBAR has identified five key factors that are critically important in creating a superior standard of care within the call center. As with training for a marathon, each of these factors must be incorporated into the plan in order to be successful. If you create a great marathon training program and fail to create long and short term milestones or ignore your nutritional needs, your plan will be short lived. Same holds true for building an award-winning culture. If your firm is committed to creating a superior standard of service but fails to follow through on any of the key ingredients, the initiative will falter. With that being said, the five key success factors are: Resolve Objective Resources Measurement Incentives Each of these interrelates to form the framework for success and, just as in training for that marathon it is the quality and effectiveness of their implementation that will determine the outcome. I. RESOLVE Resolve exists when there is clear institutional commitment to the importance of the customer. It translates into a top down recognition of and support for providing a superior standard of care and shapes corporate priorities. DALBAR, Inc Creating an Award-Winning Culture P a g e 1
2 Resolve is an organizational structure that: recognizes staff that has contact with customers and implements a decision making system based on building customer value with a clear shift from the priority of what works for the company to what works for the customer In order to successfully create this shift in the company mindset, the institutional commitment must include the following: Recognize the importance of personal contact with customers Treat each and every personal contact with customers as an opportunity to o Build trust and confidence o mobilize customers to act on your behalf o create powerful advocates The message attached to the Resolve is pivotal to its success. It creates the buy in of all who have a vested interest and introduces the value to be gained from putting the customers interest first. II. OBJECTIVE The objective must be defined in a way that it can reasonably be achieved. Although the objective can change over time, it should apply to the entire organization and should be simple and easily articulated. The objective should be very visible and communicated to the entire organization. This communication needs to be done regularly and through as many channels as possible: in-person paper-based s posters website social media advertising Management and staff should agree that the objective is both beneficial and achievable. Examples of objectives are: Receive ten letters of delight from customers per month Score at least a Very Good on customer survey results Recapture 100 surrenders/redemptions per month Earn the DALBAR Service Award DALBAR, Inc Creating an Award-Winning Culture P a g e 2
3 When defining the objective, there needs to be a time frame in which it will be achieved and also have a measurable component. Incentives should be associated with reaching the objective. Once achieved, a new objective can be defined, thus striving for continuous improvement. The objective is best defined by a small group of senior managers. Once defined, it should be vigorously sold and promoted throughout the organization. This requires announcement and regular reinforcement to ensure that all are focused on its accomplishment. III. RESOURCES Adequate resources must be provided to meet the objective that has been established. Resources include: a) STAFF Management Pertinent communication from the top down needs to exist and a mechanism must be implemented to deliver the message(s). It is important to communicate: plans implementation steps changes and the desired results expectations updates and status reports successes and failures Supervisors - Need to be available to their staff on an ongoing basis to support and direct their efforts and: Need to be actively involved in call monitoring Be innovative in order to motivate reps to exceed expectations and introduce informal incentives like contests, visual means of identifying great performers in addition to more formal, monetary incentive programs. Need to institute regular on-going meetings with reps in order to: o Consistently communicate new initiatives, changes, updates in order to create a vested interest from the reps. DALBAR, Inc Creating an Award-Winning Culture P a g e 3
4 Customer Service Representatives: b) TECHNOLOGY o Communicate updates on service standards and standings on a regular basis. o Capitalize on feedback from front line personnel on service issues and trends and any frustrations and inefficiencies. This will help underscore that their opinion is valued and relevant. Will benefit from weekly/bi-weekly meetings with supervisors and/or management in order to understand and be in synch with the big picture. Need to understand the mileage gained by applying soft skills throughout all service encounters. Would greatly benefit from a senior mentor as an alternative source of information when supervisors are not available. Need reference material that allows for quick look ups. Computer systems need to provide efficient support (use technology to improve the user-friendliness of training materials, product information, policies & procedures by facilitating their use). Many firms have also introduced dual monitors and cordless headsets to gain efficiencies and enable representatives to more easily focus on servicing the needs of customers. c) TRAINING There should be an increased customer focus during initial training, particularly on soft skills. It is important to also conduct refresher training sessions to emphasize the commitment to providing a superior standard of care and be sure to update training to incorporate evolving, newly identified and/or seasonal service issues and trends. DALBAR, Inc Creating an Award-Winning Culture P a g e 4
5 IV. MEASUREMENT Measurement systems are pivotal to monitoring and tracking progress toward the defined objective. The measurement systems should: evaluate performance from the customer perspective evaluate the actions that affect customers to determine their adequacy evaluate the reaction of customers to ensure that the desired effect is achieved Measurements should be focused on the objective that is set for the organization. A mechanism must exist or be put in place to monitor progress in pursuing the objective. Your service standards need to be universally understood and adopted in order to be able to: track/measure standings and progress discuss/identify reasons for shortcomings implement ways to address them The results of the measurement system that is used to monitor progress toward reaching the objective should be communicated to the entire organization. Results of the measurement system must be acted on. When results show success there should be recognition. When results fall below par, there should be a determination of why and action to get back on track. V. INCENTIVES Rewards are a critical factor in achieving your objective. While inspirational speeches (reflecting resolve and objective) are important, the reward system must be properly aligned to maintain the long term focus. Incentives should include both public recognition and compensation and need to be attractive and desirable evaluated by their effectiveness readjusted as expectations and objectives change There are two types of incentives that should be considered: Individual accomplishment that rewards efforts to improve the relationship with customers in a direct and observable way Group rewards for progress towards and for achievement of the objective. DALBAR, Inc Creating an Award-Winning Culture P a g e 5
6 IN CONCLUSION Your firm s journey to providing a superior standard of care will be successful if these five factors are weaved in to the fabric of your culture. DALBAR can assist with the successful implementation of this effort and/or provide that third party validation that your firm is, in fact, delivering a superior standard of service. For more information, please contact Brooke Halloran at or at bhalloran@dalbar.com. DALBAR, Inc Creating an Award-Winning Culture P a g e 6
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