Everyone expects customer service to come out of the contact center, but the level of quality associated with that service will be the key differentiator that sets one company apart from another. If yours is a company bent on achieving that competitive advantage, it needs to start from the top down with a contact center transformation.
A recent West Interactive (News - Alert) blog focused on the contact center transformation, one that must be driven by those at the top and centered on a culture that puts the treatment of customers and agents at the center. Believe it or not, the way in which your agents are treated has much to do with the way in which your customer service plan is developed. After all, the happy agent is more likely to create a happy customer.
When building a customer service initiative, there are a few things to consider if success is your first priority. For one, it’s important to develop a customer service philosophy. In other words, everyone within the organization needs to understand that customers are the reason for the existence of the business in the first place. When a team environment is created in which all employees work toward the goal of exceeding customer expectations, satisfaction is more likely for both employees and customers.
The contact center transformation also demands that leaders train instead of assume. While those at the top of your organization may have clear expectations when it comes to outstanding service, employees must be trained to create and duplicate that level of service. One person’s high quality may be another’s average – expectations need to be set, employees need to be trained and performance needs to be recognized.
Your leaders must also be able to walk the walk if the contact center transformation is to be a success. These leaders must be able to interact with customers by deploying the same service philosophy they put into place. At the same time, they need to extend that philosophy to the different methods they use to interact with employees and other internal customers. An environment where only the customer is king is one that is prone to discontent.
Employees also need to be empowered. Once they have been trained according to the expectations you have outlined, give them the freedom and power to service customers according to your guidelines. When you make this a part of the contact center transformation, your employees will be confident and deliver the quality of service you expect.
Finally, it should be a priority to recognize and reward your employees for their quality of performance. Likewise, celebrate their successes. This not only reinforces the behaviors you want to see on the contact center floor, it also communicates to the team that you notice when they do their jobs well. This type of activity breeds excitement for the work and even a competitive environment to get noticed for a job well done.
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Edited by Rich Steeves