High Performance Behaviours    

Case Study

Australian Accredited Industry Association Contact Centres

The Challenge:

To provide business leaders within the Contact Centre Industry with insight into innovative and up to date performance improvement strategies and to equip participants with usable tools that can be implemented in diverse cultures

The program audience included leaders such as Contact Centre Managers, Sales Managers, Human Resource Managers, Business Development Managers and Customer Relations Managers. The industry sectors included large corporate organisations Government, Insurance, Telecommunications, utilities, banking and finance as well as charity services.

What do our Contact Centre & Phone clients say?

Contact centre team members in Customer Service, Loans and direct Sales were trained in phone negotiation and selling techniques. Within four weeks of the teams conducting the training, their KPI's around customer service had risen from 45% to 95% of target, senior management was as could be imagined, very happy.

Some of the Contact centres on their core product lines increased more than 200%, on the products we had been asked to select and train specific strategies around add on selling, mainly insurance products.

What single factor stands out the most, in terms of a new capability that has revolutionised the way you go about your job? Confidence to speak on the phone, confidence to approach people I would have in the past have never dreamt of. Ability to adjust my voice when required on the phone and to change the way I think. The percentage Improvement is 80% improvement and rising.

Project Design and Implementation:

First of all, HPS needed to design a program that specifically addressed the issues faced by contact centres. We found that the most pressing issues within the contact centre industry were:

• High turnover and attrition rates of Contact Centre Staff resulting in higher re- training and recruitment fees

• Low morale among employees due to the repetitive nature of the roles

• The loss of intellectual property

• Little or no succession planning for staff

• High competition for talent among other call centres further compressed by low unemployment rates

• Minimal 'psychological contracts' between contact centre staff and management resulting in low loyalty

Given these facts, HPS built its seminar specifically around Leadership and how different styles of leadership get results and others do not. We also discussed the impact of 'individual perception' and what develops 'perception filters'.

We discussed the contribution perception to communication (or sometimes miscommunication) and how leaders can adapt their style to suite the individual needs of their staff.

The Successful Outcomes:

All learnt new and effective strategies around changing their own leadership method and style. We were delighted to receive individual feedback from one team at Telstra who said that the seminar was "exactly what we were looking for to change the behaviour of one of our underperforming teams and their environment".

All attendees left with new, usable strategies that could be easily implemented in their respective cultures. They also believed that the seminar was highly effective in teaching them how to rapidly and effectively transfer skills across the entire contact centre to improver overall performance.

HPS were then asked to conduct a number of additional workshops to aid in the development of specific issues facing other contact centres.  This involved hosting seminars in association with EDS Royal Automobile Association and Telstra, Work Cover etc.

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