HOW TO COACH. The Data + Behaviors Approach to Effective and Efficient Performance Coaching

Transcription

1 HOW TO COACH The Data + Behaviors Approach to Effective and Efficient Performance Coaching

2 Peg Peterson Performance Management Expert & Master Coach 20-year veteran of the telecommunications industry and a seasoned performance improvement and coaching expert. She spent 12 years in as an executive coach, Change Management Consultant and created award winning Executive and Leadership Development programs. 20-years in Telecom Industry My qualifications for leading this discussion. And why I expect you to join in. Performance Management and Analytics 9 years. After she got over the shock of landing in Customer Care, she figured out what AHT, NCP, C-SAT and FCR stood for then went about driving adoption of their NICE Performance Management system. She achieved an increase in usage from 45% to 92% percent and maintained that level of adoption for over 5 years.(1500 supervisors/30k agents) Drove highly effective Data + Behaviors Coaching Model Included Group coaching to drive NPS Certified Change Management Expert Currently a Principal Business Consultant at NICE working on WFM, RTS, QC and NPM implementation and optimization.

3 Key Strategic Priorities Performance Management drives Top-Down and Bottom-Up alignment. Performance Objectives Here s the perspective on where Performance Coaching programs fit into the framework of Performance Management Site/Vendor KPIs Team Targets Employee Objectives Behaviors & Skills Performance Coaching Starts here.

4 Session Goals Objective: To understand the challenge to leaders in driving performance through coaching. To learn a performance improvement process and improve our coaching skills. The Plan: Audience Participation! Review concepts. Discuss. Apply. The Outcome: That you begin to drive a culture where you target coaching on the developing the individual agent and focus on behaviors that improve the customer experience. Starting today There is one goal - everyone gets coached. Address the data but focusing on the behavior Implement a Manager and Supervisor coaching skills development program Measure results

5 Research shows that when we try to improve performance in others, we typically just tell people what they should do. One of the most common approaches to improving performance Or worse, we tell them to do it our way. Our expert advice, only works if. If you know the correct instructions to give If the performer can understand your instructions If they are willing to change and receive instructions The problem? We rarely help and often end up creating interference.

6 The biggest obstacle to performance is not that they lack knowledge or that they are not smart enough, it s that. We don t take action on what we already know.

7 Coaching Defined Taking valuable people from where they are. to where they want to go.

8 Performance Coaching is the process of driving results by focusing on individual performance improvement utilizing a coaching process, which includes holding regular one-on-one s, over a sustained period of time. Performance Coaching: The definition and a process Coaching works when the coach: 1) Knows the behaviors that drive customer satisfaction and adopts the coaching process 2) Establishes a regular rhythm and frequency to the coaching process, employing specific strategies to inspire top performance 3) Leads effective, behavior based, coaching conversations. 4) Documents/sets specific time to follow-up on agreed upon actions.

9 The Performance Coaching Process

10 Ready to coach? Then really coach. Every interaction does not require coaching. Most of the time we re just talking.

11 DRIVERS BEHAVIORS OUTCOME STATEMENT RESULTS The problem with performance management today. Your call center/team/agents are not performing as well as they could. So we do the one thing we think will help improve performance, we tell them to coach more. Coaching Observations Feedback Setting Expectations Skills/Training Team or Group Coaching Communication Establish a Consultative Tone Probe for Information Determine Strategy Position the Solution Complete the Interaction A happy satisfied customer who feels valued by us and is willing to recommend us to family and friends C-SAT FCR AHT NPS

12 RESULTS OUTCOME STATEMENT BEHAVIORS DRIVERS Before you tell them to coach more, teach them this first The Outcome Based Approach to Performance Management Results (Data) What is the goal? Outcome Statement Was the desired outcome on every call achieved? Behaviors What behaviors are preventing complete success? Drivers What drivers can you leverage to improve performance? C-SAT FCR AHT NPS A happy satisfied customer who feels valued by us and is willing to recommend us to family and friends Establish a Consultative Tone Probe for Information Determine Strategy Position the Solution Complete the Interaction Coaching Observations Feedback Setting Expectations Skills/Training Team or Group Coaching Communication

13 Do you have an Outcome Statement? Cascaded from overall corporate objectives, but customized into a rally cry at the agent level. Agents can identify behaviors that will help them achieve the outcome in their customer interactions. If an agent is not achieving a metric, there is a missing behavior. If we try to achieve the outcome on every interaction, we should hit our targets. The Outcome Statement: Happy, satisfied, call center leaders who are energized to change the way they coach.

14 Do they understand how behaviors impact the customer experience? Do you have agent behaviors? Monitors vs. Observations: How many behaviors do you have? Where did they come from? Quality monitors. The keepers of the call standard. They provide feedback on calls in order to drive consistency and compliance in all calls and provide data on individual process and broader systemic opportunities. How do you know if they improve agent performance? Do your supervisors to conduct remote or side-by-side observations? A supervisor conducts observations to identify behavioral trends in agent calls - that can be replaced, refreshed, or rewarded. Their purpose is to listen, investigate, identify behaviors that are causing the agent to fail to deliver the desired customer experience.

15 How To Coach

16 Coaching (Partner/Developer) Coaching occurs when two people engage in a discussion on specific behaviors the performer might eliminate, repeat, learn or try in order to improve results. Ready to coach? Simple rules for a great coaching session. Goal: To improve rep performance through individual development focus on behaviors that drive customers to be promoters. Communication Approach: You believe that performance can be improved, so you investigate, listen, question, motivate, partner, seek commitment, recognize, reward. Coaching Objectives: Focus on behaviors not metrics Facilitate coaching in scheduled one-on-ones Brainstorm solutions together: listen, question Engage the performer in defining actions Drives expectations and gets commitment Follow-up and feedback 10% Start with the review of the Goal and the Reality (behavior keeping them from achieving the Goal). Options: This is Brainstorming you know the rules Performer talks 80% of the time when brainstorming Options, You need Duct Tape Performer selects just 1-2 actions You agree to follow up within one week or sooner! Document. Notes should reflect that this was a two way conversation focused on a goal and a behavior.

17 Start with a Simple Coaching Process

18 Step 1: Daily Log-Ins Step 2: Performance Dashboard Supervisors often get tripped up in analysis of multiple KPIs Supervisors often coach to a single metric and thereby miss the bigger picture or. They coach multiple times a day/week on multiple metrics leaving the agent confused A more effective approach: Teach supervisors how to correlate multiple metrics under the umbrella of a single behavior and address one - behavior not multiple numbers.

19 Step 3: Investigate/Listen/ Identify a Trend Pick one behavior. Greet/ Establish Tone Restate the reason for the customer's call, take ownership of the customers emotion and situation, and control the call. Bottom Line: The customer feels that the person who answered the phone is an advocate for him/her and will be able to resolve the issue Ask/ Qualify Ask open-ended questions to determine root cause, not just stated reason for the call Bottom Line: Probe to build expertise on the situation until it is clear what needs to happen so that the customer will not need to call back Coach until it is fixed. Demonstrate / Use your tools Determine strategy based on customer's issue, demeanour, and personality, using relevant tools Bottom Line: The solution is optimal for the situation and the customer understands the steps taken to identify it. Repeat Position Solutions to the customer Provide a solution that meets or exceeds expectations, escalating where appropriate Bottom Line: The customer understands how the proposed solution resolves the issue and is confident no further calls are required Close/ Educate Correctly and fully apply all changes, recap the solution for the customer and document the interaction Bottom Line: The customer feels comfortable hanging up, will encounter no surprises related to the issue or solution, and will not call back

20 Step 5: You finally get to coach! 30 minutes! This should be Fast, Focused and Fun! 10 minutes to prep/20 minutes to coach Get a 4 step model. Something that guides you to include the performer in a conversation about goals, & trends in behavior. Follow-up is more important that Acknowledgements Managers HAVE to get involved. Read coaching notes! Conduct coach-the-coach sessions Try adding additional coaching types to drive additional effectiveness and efficiency Types of coaching: Formal 1:1 Coach-the Coach Group Coaching Peer to Peer Fly-By (still attached to a Behavior + action) Self Coaching Measure results

21 Coaching Effectiveness Impact Customer Example 1 Coaching Data Analysis: Data reflects time spent in coaching activities: Observations, coaching sessions, coaching hours and hours spent observing agents (side-by-sides or remote monitors. Just volume of coaching is not an effective indicator, need coaching delivered to be effective New Program Launch 2 Just coaching to observations and not to a trend does not drive Coaching Effectiveness. Need an optimal balance of behavioral observations and coaching sessions focused on trend improvement 3 4 Coaching Program Re-Launch: Supervisors were asked to follow a simplified process for observations and a 30 minute coaching model in weekly one-on-ones. Additional changes: increase the # of observations using only 5 behaviors. Only coach to one behavior at a time (Trend Behavior Report). This was a 90 day initiative. Coaching Program Impact: Coaching hours were reduced as result of 30 Minute model i.e. more frequent, shorter but targeted coaching Observations doubled while hours spent conducting observations remained flat due to streamlined process (5 behaviors as opposed to 28) Results: Re-Launch/Simplified Process focused on Coaching Effectiveness NPS improved MoM for the rest of the year. $1.5M in Operations saved in first 90 days due to reduction in coaching hrs. & improvement in metric results

22 RESULTS OUTCOME STATEMENT BEHAVIORS DRIVERS The Strategic View of Program Execution 1 4 Understand how strategic KPI s become agent metrics Coach for trended behaviors. Note: 1 behavior change at a time. 2 Move Yellow agents to being Green agents Solid Performers Examples Employees In Need (EIN) A B C D Talent Upgrade Opportunities 5 Institute 30 minute coaching sessions with defined action plan and follow-up date. 3 Identify behaviors that drive performance 5 Optimize impact with tools for measurement, and increase efficiency with additional Coaching types. 1:1, group, team, triad

23 Q & A Interested In A Coaching Effectiveness Assessment? Coaching workshops? See Me After Class.

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