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 …

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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

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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

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S Q F Wo r k s h o p

P ro g ra m m e

Who Defines Quality?For Which Outcomes?

London16-07-13

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

London19-09-13

Workshop 3

London10-10-13

Workshop 4

How Is QualityImproved?

Workshop 5Workshop 6Site Visits

Class of ’14

Preparing for P&Q Challenge #1

Preparing for P&Q Challenge #2

London20-11-13

London14-01-14

London04-12-13

On siteJan - March ‘14

SQFAssessments 1&2

LondonMarch ‘14

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

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T h e s t o r y s o f a r …

187 survey participants122 Linkedin members100 road show participantsSurvey presentations

PPF conferenceCCMA awardsCall 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 seriesof 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 adaptedFinally, the P&Q challenge incentives everyone to trial it

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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 …

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Annual Best Practice DinnerAll completed assessments receive P&Q challenge awards

Best upgrade examples have opportunity to present

Achievement #1A completed ‘Strategic Quality Framework’ review

EvidenceAbility to show how previous and upgraded ecosystems compare

Ability to visualise how upgraded ecosystem works

Achievement #2A plan to implement upgraded version

EvidenceAbility to show how upgrades are being introduced

Ability to show targeted & actual benefits of upgrade

T h e i n c e n t i v e …

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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

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S t ra te g i c Q u a l i t y

F ra m e w o r k

Who Defines Quality? e.g.

CustomersRegulatorsLeadershipAdvisorsOthers

e.g.PerformanceComplianceImprovementInnovation

e.g.External SurveysInternal Surveys

EvaluationsAnalytics

e.g.Performance Mgt

Coaching‘Fixing It’

Best Practice

e.g.Leadership

Team LeadersQuality TeamPeer to Peer

Analysts

1 2 3

567

e.g.Process BasedSystems BasedNeeds BasedSelf Managed

4

e.g.Metrics

BehavioursFeedback

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For Which Outcomes? From What Inputs?

What Drives Quality?

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

RecognitionRewardCareerBelief

What Is Success?

How Is QualityImproved?

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Adds measurable value & does no harmEnsures assessments/processes/KPIs are relevant to the outcome we are trying to driveProvides a clear view of where we areEnjoys top down and bottom up buy-inProvides one approach that fits all areas e.g. collections, customer serviceOperates simplified processes throughout the organisation Uses technology as an enabler Requires a flexible mind-set culture and avoids the tick box mentalityEmpowers a culture of people being listened to, valued and encouragedMoves away from the ‘pull’ to the ‘push’ from the front line re: innovations Enables the front line view of quality to influence management performance decisionsFinds 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 contactSeeks out customers & builds communication and relationshipsHas the flexibility to respond to customer drivers as their needs change month-on-monthHas the ability to make changes & track their effectsHas an organic flow through ‘continuous improvement’ Is something that remains meaningful & can evolveIs judged by the success/speed & efficiency with which changes/improvements can be made

What makes a healthy P&Q ecosystem?

e.g.CustomersRegulatorsLeadershipAdvisorsOthers

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Who Defines Quality?

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O u t c o m e sA clear description of what Quality means that everyone can understand based on the views of those we decide to include

Q u e s ti o n sC 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.CustomersRegulatorsLeadershipAdvisorsOthers

1

Who Defines Quality?

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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.PerformanceComplianceImprovementInnovation

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For Which Outcomes?

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O u t c o m e sClarity on the scope of our P&Q activity

Q u e s ti o n sP 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 ti 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.PerformanceComplianceImprovementInnovation

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For Which Outcomes?

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Preparation

Regarding the way we currently scope our outcomes• 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• 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?• 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.External SurveysInternal Surveys

EvaluationsAnalytics

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From What Inputs?

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O u t c o m e sClarity on which data sources we should use in our quality management

Q u e s ti o n sE 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 ti o n s : What role will existing quality evaluations play?

A n a l y ti 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 SurveysInternal Surveys

EvaluationsAnalytics

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From What Inputs?

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Preparation

Regarding the way we currently scope our inputs• 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• What additional workflow is needed if we expand the current scope?• How are these new inputs used in ‘business as usual’?• 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.Process BasedSystems BasedNeeds BasedSelf Managed

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What Drives Quality?

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O u t c o m e sClarity on the criteria and ‘whole approach’ for triggering quality management

Q u e s ti o n sP 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 BasedSystems BasedNeeds BasedSelf Managed

4

What Drives Quality?

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Preparation

Regarding the current way we trigger quality management• 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• 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 LeadersQuality TeamPeer to Peer

Analysts

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Who Gets Involved?

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O u t c o m e sClarity on who contributes: why, how and when throughout the P&Q cycle

Q u e s ti o n sL 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 LeadersQuality TeamPeer to Peer

Analysts

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Who Gets Involved?

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Preparation

Regarding who we currently do/do not involve• 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• Get new roles inducted • 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?

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Why Get Involved? e.g.

RecognitionRewardCareerBelief

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O u t c o m e sAbility to answer the ‘what’s in it for me’ question

Q u e s ti o n sR e c o g n i ti 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

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Why Get Involved? e.g.

RecognitionRewardCareerBelief

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Preparation

Regarding our current motivational strategy• 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• What do we need to stop doing and start doing?• What’s the story around these changes? Who needs to listen?• 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?

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e.g.Performance Mgt

Coaching‘Fixing It’Best Practice

How Is QualityImproved?

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O u t c o m e sClarity on the way we go about improving ‘poor’ quality and spreading best practices

Q u e s ti o n sP 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 ti 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

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e.g.Performance Mgt

Coaching‘Fixing It’Best Practice

How Is QualityImproved?

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Preparation

Regarding our current approach to quality improvement• 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• What new competencies are needed?• How are they operationalised?• 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.Metrics

BehavioursFeedback

8

What Is Success?

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O u t c o m e sClarity on which proof points are accepted indicators of progress towards our quality agenda

Q u e s ti o n sM 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

BehavioursFeedback

8

What Is Success?

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Preparation

Regarding the current way we define success• 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 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 ra te g i c Q u a l i t y

F ra m e w o r k

Who Defines Quality? e.g.

CustomersRegulatorsLeadershipAdvisorsOthers

e.g.PerformanceComplianceImprovementInnovation

e.g.External SurveysInternal Surveys

EvaluationsAnalytics

e.g.Performance Mgt

Coaching‘Fixing It’

Best Practice

e.g.Leadership

Team LeadersQuality TeamPeer to Peer

Analysts

1 2 3

567

e.g.Process BasedSystems BasedNeeds BasedSelf Managed

4

e.g.Metrics

BehavioursFeedback

8

For Which Outcomes? From What Inputs?

What Drives Quality?

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

RecognitionRewardCareerBelief

What Is Success?

How Is QualityImproved?

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