The P&Q Challenge

P&Q c a m p a i g n

P&Q c h a l l e n g e

P&Q n e x t g e n

T h e r o a d m a p …

2

P&Q c h a l l e n g e w o r k s h o p s

N e e d m o r e s u p p o r t ?

1. Nexidia is sponsoring a set of workshops during 2013/14 to help market leaders complete

their first Strategic Quality Framework. (SQF). Led by Martin Hill-Wilson

2. All eight stages in the framework will be covered, sometimes grouped together when it

makes sense. Each workshop will be a mix of debate/decision and action planning. The

goal being to complete that stage and then prepare for the next stage(s) of the SQF in

between workshops

3. The final two workshops will focus on preparing for the assessment process as defined in

the P&Q Challenge. Separate site visits will then follow. The ‘class of 2014’ will convene to

showcase and celebrate launching their first SQF

4. Organisation are allocated up to three places per workshop. For consistency, the team

needs at least one anchor person to attend all workshops. Others can be invited according

to workshop topic

5. Participants will be provided with planning workbooks, pre-designed online surveys to

gather stakeholder input prior to each workshop and membership of www.pq-campaign.com

which will provide access to all resources and a private forum for discussion between

participating teams

http://www.pq-campaign.com/



3

P&Q c h a l l e n g e w o r k s h o p s

N e e d m o r e s u p p o r t ?

6. There is no direct cost to participating in the workshops. However as token of each

organisation’s commitment, written confirmation from an executive sponsor is

required. This should be obtained in response to being taken through key elements of

this presentation

7. Once executive sponsorship is received, membership to pq-campaign.com is granted

and detailed agendas for the whole workshop programme are released to help

schedule all activities up front. The executive sponsor is also invited by Martin Hill-

Wilson and Jonathan Wax to dinner for further tips on how to support the programme’s

success and thereafter at the end of the year celebrations

8. The workshops are listed on the next slide. Note that the first four workshops require

preparation in the form of an assessment of current capability. Details can be found

later in this presentation for each stage. All five workshops also require follow through

afterwards based on the activity planning during the sessions

4

S Q F Wo r k s h o p

P ro g ra m m e

Who Defines Quality?For Which Outcomes?

London

16-07-13

11-09-13(repeat)

Workshop 1

For What Inputs?What Is Success?

What Drives Quality?Who Gets Involved?Why Get Involved?

Celebrating Success

Workshop 2

London

19-09-13

Workshop 3

London

10-10-13

Workshop 4

How Is QualityImproved?

Workshop 5Workshop 6Site Visits

Class of ’14

Preparing for P&Q Challenge #1

Preparing for P&Q Challenge #2

London

20-11-13

London

14-01-14London

04-12-13

On site

Jan - March ‘14

SQFAssessments 1&2

London

March ‘14

5

P&Q o r i e n t a t i o n

6

T h e s t o r y s o f a r …

187 survey participants

122 Linkedin members

100 road show participants

Survey presentations

PPF conference

CCMA awards

Call Centre & Customer Service Conference

P&Q c a m p a i g n

Crowd source thenext generation of performance & quality best practice

All the discussion led to a series

of key insights - seeing the context

of P&Q as an ecosystem

P&Q a c t i v i t y

P&Q c r o w d s o u r c e d w i s d o m

P&Q c h a l l e n g e

The Strategic Quality Framework

answered how a P&Q ecosystem

is adapted

Finally, the P&Q challenge

incentives everyone to trial it

1

2

3

4

7

All the elements that make up Performance & Qualityinteract with each other like an ecosystem

That means when you upgrade one elementyou must consider how it affects the overall ecosystem

A healthy ecosystem constantly adapts to new internal and external changes

That means we have to maintain our P&Q ecosystems as much as use them!

P&Q c r o w d s o u r c e d w i s d o m

T h o s e k e y i n s i g h t s …

8

Annual Best Practice Dinner

All completed assessments receive P&Q challenge awards Best upgrade examples have opportunity to present

Achievement #1

A completed ‘Strategic Quality Framework’ reviewEvidence

Ability to show how previous and upgraded ecosystems compareAbility to visualise how upgraded ecosystem works

Achievement #2

A plan to implement upgraded versionEvidence

Ability to show how upgrades are being introducedAbility to show targeted & actual benefits of upgrade

T h e i n c e n t i v e …

9

P&Q s t r a t e g i c p l a n n i n g f r a m e w o r k

T h e p l a n n i n g t o o l k i t

The health check and eight point Strategic Quality Framework (SQF) provide a structure

within which to debate what you want to adapt within your current P&Q ecosystem

It is recommended you invite a core team to work through the framework and invite

others to participate (via surveys, as workshop participants) when needed

You can work through this on your own or as one of the organisations taking part in the

P&Q Challenge workshops

10

S t rate g i c Q u a l i t y

F ra m e w o r k

Who Defines Quality?e.g.

Customers

Regulators

Leadership

Advisors

Others

e.g.

Performance

Compliance

Improvement

Innovation

e.g.

External Surveys

Internal Surveys

Evaluations

Analytics

e.g.

Performance Mgt

Coaching

‘Fixing It’

Best Practice

e.g.

Leadership

Team Leaders

Quality Team

Peer to Peer

Analysts

1 2 3

567

e.g.

Process Based

Systems Based

Needs Based

Self Managed

4

e.g.

Metrics

Behaviours

Feedback

8

For Which Outcomes? From What Inputs?

What Drives Quality?

Who Gets Involved?Why Get Involved?e.g.

Recognition

Reward

Career

Belief

What Is Success?


10

11

Adds measurable value & does no harm

Ensures assessments/processes/KPIs are relevant to the outcome we are trying to drive

Provides a clear view of where we are

Enjoys top down and bottom up buy-in

Provides one approach that fits all areas e.g. collections, customer service

Operates simplified processes throughout the organisation

Uses technology as an enabler

Requires a flexible mind-set culture and avoids the tick box mentality

Empowers a culture of people being listened to, valued and encouraged

Moves away from the ‘pull’ to the ‘push’ from the front line re: innovations

Enables the front line view of quality to influence management performance decisions

Finds a better way of working with those that set the regulatory compliance agenda so it’s more

relevant for the front line & for customers

Delivers right first time customer contact

Seeks out customers & builds communication and relationships

Has the flexibility to respond to customer drivers as their needs change month-on-month

Has the ability to make changes & track their effects

Has an organic flow through ‘continuous improvement’

Is something that remains meaningful & can evolve

Is judged by the success/speed & efficiency with which changes/improvements can be made

What makes a healthy P&Q ecosystem?

e.g.

Customers

Regulators

Leadership

Advisors

Others

1

Who Defines Quality?

12

O u t c o m e s

A clear description of what Quality means that everyone can understand based on the

views of those we decide to include

Q u e s t i o n s

C u s t o m e r s : Do we just cater to their common needs or also include segment and individual needs?

R e g u l a t o r s : What are their actual guidelines versus in-house interpretation?

L e a d e r s h i p : Is this just Customer Services? Or are other senior views also valued?

A d v i s o r s : How do we distil their daily experiences of what Quality means?

O t h e r s : Are there others who influence rather than define what Quality means?

Such as partners, suppliers, competitors or third parties

I s s u e s

• How/when are these views gathered?

• Do some carry more weight than others?

• Can this description be linked with an overall goal/ambition/mission for Quality?

e.g.

Customers

Regulators

Leadership

Advisors

Others

1

Who Defines Quality?

13

Preparation

Regarding the current way we define quality

• What works and what causes issues?

• Who should contribute to this assessment?

• How is the insight then best used as input to this question?

Follow up

• How do we assess the understanding of quality for those involved once we have

defined it?• Do we need to upgrade our Customer Service strategy and key goals to align with

this new definition of quality?

• Does this new definition affect others? What do they need to know/do?

• What’s the remaining action list that then feeds into our overall launch plan?

• How could this stage be simplified and made more effective for next time?

e.g.

Performance

Compliance

Improvement

Innovation

2

For Which Outcomes?

14

O u t c o m e s

Clarity on the scope of our P&Q activity

Q u e s t i o n s

P e r f o r m a n c e : Just advisors or any other roles? Just Contact Centre or any other

Service touch points? Any beyond that?

C o m p l i a n c e : How is this defined? By regulators, in-house, others e.g. partners?

I m p r o v e m e n t : As related to just people improvement? Or Customer Service

processes/ policies as well? Or the entire customer journey across

all functions? Does this include product/service fixes as well?

I n n o v a t i o n : Are we interested in just new ideas that impact Customer Service? Or

other functions as well? If so which ones and for what topics?

I s s u e s

• This decision is linked to our strategic view of Customer Service’s role. Reactive

versus proactive. Maintaining SLAs versus getting smarter over time. Moving from

operational to strategic value for the organisation

e.g.

Performance

Compliance

Improvement

Innovation

2

For Which Outcomes?

15

Preparation

Regarding the way we currently scope our outcomes




Follow up

• What additional workflow is needed if we expand the current scope?

• What new competencies are required. If so how are these met?

• Which roles now have accountability for these new outcomes?



e.g.

External Surveys

Internal Surveys

Evaluations

Analytics

3

From What Inputs?

16

O u t c o m e s

Clarity on which data sources we should use in our quality management

Q u e s t i o n s

E x t e r n a l S u r v e y s : Does this include post interaction surveys, mystery shopping

exercises, 3rd party surveys, audits or any other VoC (Voice Of

The Customer) data such as social media monitoring?

I n t e r n a l s u r v e y s : Should we poll advisors/team leaders and others as valid inputs?

E v a l u a t i o n s : What role will existing quality evaluations play?

A n a l y t i c s : If we used Interaction Analytics? How would this

compliment/integrate with other sources of feedback?

I s s u e s

• How do we co-ordinate with other users of these data sources?

• Do some carry more weight than others?

e.g.

External Surveys

Internal Surveys

Evaluations

Analytics

3

From What Inputs?

17

Preparation

Regarding the way we currently scope our inputs




Follow up

• What additional workflow is needed if we expand the current scope?

• How are these new inputs used in ‘business as usual’?



e.g.

Process Based

Systems Based

Needs Based

Self Managed

4


18

O u t c o m e s

Clarity on the criteria and ‘whole approach’ for triggering

quality management

Q u e s t i o n s

P r o c e s s b a s e d : Should it be based on ‘x times a month’ for

all advisors, irrespective of performance

levels?

S y s t e m s b a s e d : Should we be listening for new customer issues via automated alerts, social media

monitoring or trend tracking?

N e e d s b a s e d : Should it be based on individual needs e.g.

exception based intervention?

S e l f m a n a g e d : Rather than ‘top down’, is it triggered by

the advisors who offer up examples for

personal coaching, innovation etc

I s s u e s

• Deciding if these approaches are mutually exclusive or can

be combined

e.g.

Process Based

Systems Based

Needs Based

Self Managed

4


19

Preparation

Regarding the current way we trigger quality management



• How is the insight then best used as input to this

question?

Follow up

• Which roles are affected? In what ways?

• What are the implications for new workflow and

responsibilities?

• What’s the remaining action list that then feeds into our

overall launch plan?

• How could this stage be simplified and made more effective

for next time?

e.g.

Leadership

Team Leaders

Quality Team

Peer to Peer

Analysts

5

Who Gets Involved?

20

O u t c o m e s

Clarity on who contributes: why, how and when throughout the P&Q cycle

Q u e s t i o n s

L e a d e r s h i p : Given our defined outcomes (Q2), how are Customer Service/other

function leaders involved?

T e a m L e a d e r s : What is their role in identifying, prioritising, improving P&Q issues and opportunities?

Q u a l i t y T e a m : What role does the quality team play and what are its accountabilities?

P e e r t o P e e r : How are advisors used? E.g.to mentor, buddy or be experts passing on

best practices? How does this link to any Trust/Empowerment agenda?

A n a l y s t : Is this a separate role or an embedded skill, especially when

Interaction Analytics is deployed?

I s s u e s

• Finding an easy way to give an ‘ecosystem style’ view of how each role contributes

e.g.

Leadership

Team Leaders

Quality Team

Peer to Peer

Analysts

5

Who Gets Involved?

21

Preparation

Regarding who we currently do/do not involve




Follow up

• Get new roles inducted



6

Why Get Involved?e.g.

Recognition

Reward

Career

Belief

22

O u t c o m e s

Ability to answer the ‘what’s in it for me’ question

Q u e s t i o n s

R e c o g n i t i o n : Are there more powerful ways we can recognise individual and team successes in supporting our quality goals?

R e w a r d : Does it work to financially incentivise? If so, are we rewarding the

right behaviour? Have we traced this across every role?

C a r e e r : Have we encouraged our quality champions with a clear career path to

keep them?

B e l i e f : How do we tap into the energy that comes when people just believe in

‘doing the right thing for customers’

I s s u e s

• Any conversation about motivation has to be considered in the context of culture

6

Why Get Involved?e.g.

Recognition

Reward

Career

Belief

23

Preparation

Regarding our current motivational strategy




Follow up

• What do we need to stop doing and start doing?

• What’s the story around these changes? Who needs to listen?



7

e.g.

Performance Mgt

Coaching

‘Fixing It’

Best Practice


24

O u t c o m e s

Clarity on the way we go about improving ‘poor’ quality and spreading best practices

Q u e s t i o n s

P e r f o r m a n c e M g t : Does our approach to target setting, reviewing then acting on good/poor performance support our quality agenda?

C o a c h i n g : How can we improve its impact? Is our ‘day in the life’ view of

coaching in line with our quality ambitions?

“ F i x i n g I t ” : Are we effective at identifying, sizing, justifying, assigning

and finally ensuring that the causes of ‘poor’ quality are

systematically improved within Customer Service/rest of

organisation?

B e s t P r a c t i c e : How well are we identifying and sharing ‘quality’ best practices

between advisors and teams?

I s s u e s

• Persuading other part of the organisation to respond

• Being unable to identify and share specific best practice behaviour

7

e.g.

Performance Mgt

Coaching

‘Fixing It’

Best Practice


25

Preparation

Regarding our current approach to quality improvement




Follow up

• What new competencies are needed?

• How are they operationalised?



e.g.

Metrics

Behaviours

Feedback

8

What Is Success?

26

O u t c o m e s

Clarity on which proof points are accepted indicators of

progress towards our quality agenda

Q u e s t i o n s

M e t r i c s : Which quantitative measures are needed to

satisfy our stakeholders?

B e h a v i o u r s : Are certain changes in behaviour important indicators?

F e e d b a c k : Are there formal/informal insights from

customers/advisors/others that are important

proof points?

I s s u e s

• Being able to measure the right things

• Checking all proof points are aligned to support the

intended outcomes defined in Q2

e.g.

Metrics

Behaviours

Feedback

8

What Is Success?

27

Preparation

Regarding the current way we define success



• How is the insight then best used as input to this

question?

Follow up

• How is the ‘evidence’ of success compiled and shared?

• What’s the remaining action list that then feeds into

our overall launch plan?

• How could this stage be simplified and made more

effective for next time?

S t rate g i c Q u a l i t y

F ra m e w o r k

Who Defines Quality?e.g.

Customers

Regulators

Leadership

Advisors

Others

e.g.

Performance

Compliance

Improvement

Innovation

e.g.

External Surveys

Internal Surveys

Evaluations

Analytics

e.g.

Performance Mgt

Coaching

‘Fixing It’

Best Practice

e.g.

Leadership

Team Leaders

Quality Team

Peer to Peer

Analysts

1 2 3

567

e.g.

Process Based

Systems Based

Needs Based

Self Managed

4

e.g.

Metrics

Behaviours

Feedback

8

For Which Outcomes? From What Inputs?


Who Gets Involved?Why Get Involved?e.g.

Recognition

Reward

Career

Belief

What Is Success?


28

The P&Q Challenge

Education