© 2011 ECC International LEADERSHIP. © 2011 ECC International At the end of the training,...

© 2011 ECC International

LEADERSHIP


At the end of the training, participants are expected to:

• Acquire skills for managing people, productivity and quality.

• Identify key Leadership and Coaching skills.

Learning Objectives


LEADERSHIPModule 2


PEOPLE & TEAM MANAGEMENTSection 1


HIRE TRAIN GROOM RETAIN

TMLC Framework


Envision & Clarify

Competency

Hire / Recruitment

Induction

Training

Team Mentality / Culture Dev.

Coaching

Performance Appraisal & Feedback

Retention

HIRE

TRAIN

GROOM

RETAIN


Competency

• A combination of skills, job attitude, and knowledge which is reflected in job behavior that can be observed, measured and evaluated.

• Competency is a determining factor for successful performance

• The focus of competency is behavior which is an application of skills, job attitude and knowledge.

Definition of Competency


SkillJob AttitudeKnowledge

Observable Behavior

Job Performance

Competency

Definition of Competency


• Job description looks at what, whereas competency model focuses on how.

• Traditional job description analysis looks at elements of the jobs and defines the job into sequences of tasks necessary to perform the job

• Competency studies the people who do the job well, and defines the job in terms of the characteristics and behaviors of these people.

Competency and Job Description


• Managerial competency (soft competency)

This type of competency relates to the ability to manage job and develop an interaction

with other persons. For example : problem solving, leadership, communication, etc.

• Functional competency (hard competency)

This type of competency relates to the functional capacity of work. It mainly deals with

the technical aspect of the job. For example : market research, financial analysis,

electrical engineering, etc.

Types of Competency


For Managers, the benefits are: • Identify performance criteria to improve the accuracy and ease of the hiring and selection

process.

• Clarify standards of excellence for easier communication of performance expectations to direct reports.

• Provide a clear foundation for dialogue to occur between the manager and employee about performance, development, and career-related issues.

For Employees, the benefits are:• Identify the success criteria (i.e., behavioral standards of performance excellence)

required to be successful in their role.

• Support a more specific and objective assessment of their strengths and specify targeted areas for professional development.

• Provide development tools and methods for enhancing their skills.

Benefits of Using Competency Model


1. Alignment: Competencies impact systems that actively support the organization’s vision, strategy, and key capabilities.

2. Integration: Competency initiatives that produce the most significant change are applied systemically across a range of HR development processes.

3. Distribution: Competency standards alone produce little effect. They must be actively and relentlessly communicated and installed with users.

4. Self-Directed Application: Competency systems frequently fail because they are too complex or require an unsustainable level of sponsorship or program support. Implementations that work best focus on the development of “tools” that can produce results for users with relatively little ongoing support.

5. Acculturation: In competency systems that work, they become part of the culture and the mindset of leaders through repeated application and refinement over a significant period of time.

Key Characteristics of Successful Implementation


Required competency level for certain

position

Competency Gap

Competency Assessment

Current competency level of the employee

Training and Development

Program

Competency-based Training Framework


1 2 3 4 5

Communication Skills

Public Speaking

Leadership

Training Need Analysis

Material Development

Training Evaluation

Communication Skills

Interview Skills

Analytical Thinking

Understand Selection Tools

Teamwork

Customer Orientation

Recruitment Supervisor

Required Level

Required CompetencyPosition

Training & Development

Manager

Competency Profile Per Position


Position

Competency Requirements

Relevant Training Modules

Leadership

Leadership I

Communication Skills I

The Art of Motivating Employees

Providing Effective Feedback

SUPERVISOR

Achievement Orientation

Goal Setting Technique

Work Motivation

Planning & Organizing

Continuous Self Improevement

Managerial competency 1 2 3 4

Leadership Required Level

Actual Level

Achievement Orientation

Teamwork

Planning & Organizing

Functional competency 1 2 3 4

Mechanical Engineering

Mechanical Equipment Maintenance

Competency Profile Per Position


Communication Skills V

Leadership V

Teamwork V

Achievement Orientation V

Customer Focus V

Job Functional Skills V

Communication Skills V

Leadership V

Teamwork V

Achievement Orientation V

Customer Focus V

Strategic Thinking V

Problem Solving & Decision Making V

Job Functional Skills V

Position Managerial Competency

Supervisor

Manager

Pro

ductive

Com

munic

ation

Series

On B

ecom

ing

Eff

ective L

eader

1

On B

ecom

ing

Eff

ective L

eader

2

Serv

ice E

xcelle

nce

for

Custo

mer

Pro

fessio

nal

Sem

inar

Series

Achie

vem

ent

Motivation T

rain

ing

Cre

ative P

roble

m

Solv

ing

Str

ate

gic

Managem

ent

Build

ing P

roductive

Team

work

V = compulsory training

Training Matrix for Competency Development


What’s nextOptionsRoot

causeGoalIssue

IGROW Model


ISSUE:

• It is always recommended to start the coaching conversation by detailing the issue or performance improvement opportunity the employee is displaying.

• The issue should always include clearly measurable performance indicators such as sales targets, customer satisfaction ratings, dollars collected, percent to goal, etc.

• Speaking in terms of measurements and presenting the issue up front, ensures that the employee is focused on where they need to make a performance improvement and that they are prepared for the coaching conversation.

IGROW Model: ISSUE


GOAL:

• Presenting your goal for the coaching conversation will help to establish boundaries and will focus on the end result you hope to achieve through a performance improvement.

• Goal for the coaching conversation is not to establish your role, that was done long ago, but to enact a positive change in behavior and ultimately a performance improvement.

• One of the most successful ways to do so is to encourage the employee to examine their behavior.

IGROW Model: GOAL


ROOT CAUSE:

• A crucial portion of the coaching conversation as you will gain valuable insight for use in later areas of the coaching conversation.

• Be focused on the behaviors or skills that the employee may be struggling with.

• Managers and coaches have a tendency to focus on high level facts such as metrics and drivers, but to truly achieve a performance improvement you have to understand what behaviors are driving the issue so that you can work to make those same behaviors a success enabler.

IGROW Model: ROOT CAUSE


OPTIONS:

• IGROW Model and conversation should be focused on creating a plan to develop a skill that will lead to a performance improvement.

• keep in mind that Adult Learning Theory tells us that adults learn in three distinct ways, visual, auditory, and kinesthetic. When able, employing all of these methods will often produce the best results.

WHAT’S NEXT:

• Focus on creating a plan to leverage the agreed upon options.

• Should provide it with opportunities to learn the skill or behavior, to practice it, and to formally receive feedback on their progress.

IGROW Model: OPTIONS & WHAT’s NEXT


Motivate

Top into motivatorsIdentity constraintsPraise and endorse

Delegate

Give additional responsibilityPraise & endorseCollaborate on decisions

Direct

Teach & trainProvide guidanceIdentify constraintsTap into motivatorsPraise & endorse

Advise

Teach & trainProvide guidancePraise & endorse

Skill

Will HiLow

Low

Hi

High Low Matrix Coaching Model


• First, identify the person’s skill and will to accomplish the specific task.

• Then, use the matrix to identify an appropriate coaching/management style. i.e. use “delegate” for people high in both skill and will, or “guide” for those with high will but low skill for the task.

• Finally, discuss the intended approach, and the reasons, with the person assigned to complete the task. The discussion will help confirm or clarify own perceptions of their skill/will, and if necessary allow to modify intended interaction style.

High Low Matrix Coaching Model


Advise

Teach & trainProvide guidancePraise & endorse

• Advising is focused on providing the skills necessary to turn the employee's motivation into success.

• By focusing on teaching or training the skill, you will leverage the employee's desire and provide them with the necessary tools to improve.

• Throughout the learning process, it is key that you continually give the employee praise and endorsement for their improvements.

High Low Matrix Coaching Model: Advise


HiMotivate

Top into motivatorsIdentity constraintsPraise and endorse

• This coaching model will also help determine if the approach should be one of Coaching vs. Counseling

• Determining what the employee's 'hot buttons' or motivators are.• Determined their hot buttons, focus on them.• Use the new found knowledge to show your appreciation.• Determine if there are any road blocks or constraints that the employee is experiencing.• Often times removing these road blocks or providing options, can alleviate their challenges

with motivation.

High Low Matrix Coaching Model: Motivate


Low

Low

Direct

Teach & trainProvide guidanceIdentify constraintsTap into motivatorsPraise & endorse

• Directing is focused on a combination of the previously discussed coaching techniques applied together.

• The two key areas to focus on are training and praising.

• Provide the employee with the tools to develop their skills.

• Giving the employee low risk opportunities to practice their skills and to succeed, will give you the ability to provide them with the positive feedback they need, and will result in a confidence building experience for them.

High Low Matrix Coaching Model: Direct


Delegate

Give additional responsibilityPraise & endorseCollaborate on decisions

• Delegation, when used effectively, will often take more time than just doing the task yourself.

• Giving highly motivated top performers the opportunity to be challenged and to continue to learn will ensure they continue to be highly motivated top performers.

• While delegating, should also focus on praising and endorsing what they do well as well as offering them opportunities to either make decisions or to collaborate on decisions being made.

• To ensure the successful in approach, be sure to spend time prior to coaching session thinking about where the associate falls, what motivates them, and what options may want to offer.

High Low Matrix Coaching Model: Delegate


• Planning and Preparation

• Starting the Meeting

• Discussion

• Closing

• Follow-up

5 Key Components of Appraisal /Review


• The first step is to give the employee sufficient notification of the date of the meeting make sure that you allow sufficient time for you to rate your employees and for your employees to complete their self-appraisal

• Note any discrepancies that exist between your ratings and the employee’s self-appraisal and prepare to answer those

• Prepare to not only provide the ratings, but also discuss the reasons for the ratings

• Prepare to support your reasons with actual examples that stay focused on performance-related behaviors

• In order to be optimally prepared for the interview, select the exact words to use for introductory statements and to confront defensiveness

Planning and Preparation


Gather:

• the job description and performance standards • goals set from the last appraisal • work rules and procedures • your documentation notes • any feedback or letters from customers/co-workers • current disciplinary memos • the previous performance appraisal

Before filling out the appraisal form, take a moment to:

• list the main areas of responsibility • what the employee has done well • what the employee needs to improve in • what you can do to help the employee do a better job



Remember to avoid:

• Halo Effect - tendency to overrate a favored employee, or an employee who had a prior good rating

• Horns Effect - tendency to rate an employee lower than circumstances warrant

• Recency Error- letting outstanding work [or unsatisfactory work] immediately prior to the evaluation offset an entire year of performance

• Cookie Cutter Effect - not focusing on individual specific performance and rating all your employees, or groups of employees the same



• The opening of the meeting should put the employee at ease as quickly as possible

• "I’d like to start by hearing you talk about your accomplishments over the last year. What things did you do that you’re really proud of?"

• "Where did you feel you could have done better?”

• “As you try to work on that in the upcoming year, what would make it more likely for you to be successful?”

• Using "I" statements, begin with something like: "Now, I’d like to express to you what I was looking for and how I saw your performance.”

• Provide feedback about the employee’s performance, using specific examples. In many cases the employee will have already said something about this area in the first part of the meeting. It is important that you relate your comments back to the employee’s comments.

Conducting the Appraisal Discussion


• Using "I" statements, begin with something like: "Now, I’d like to express to you what I was looking for and how I saw your performance.”

• Provide feedback about the employee’s performance, using specific examples. In many cases the employee will have already said something about this area in the first part of the meeting. It is important that you relate your comments back to the employee’s comments.

• Promote and encourage dialog, if there is no verbal communication, distrust and resentment may emerge

• You should recognize the dynamics and retain control of the meeting



• Do not be drawn into discussions concerning other behaviors and other employees

• The discussion of future performance is very important for summarizing the evaluation aspect and helping both of you close the meeting in a positive fashion

• Ask open-ended questions

• Match your words with appropriate facial and body language

• Paraphrase to ensure understanding

• Emphasize points of agreement

• Make a special effort to listen



1. Spending more time on performance appraisal than performance PLANNING, or ongoing performance communication.

2. Forgetting appraisal is about improvement, not blame.

3. Thinking a rating form is an objective, impartial tool.

4. Stopping performance appraisal when a person's salary is no longer tied to the appraisals

5. Believing they are in position to accurately assess staff.

6. Canceling or postponing appraisal meetings

7. Measuring or appraising the trivial

8. Surprising employees during appraisal

“Mistakes My Managers Make” the Industry Experts Speak –collated data/remarks


Spend only about 30% of the time discussing the past and 70% talking about future performance,"

Closing and Follow Up


• Identify Training and development needs based on the evaluation

• Share the employee’s additional views/ answer questions

• Decide on the next feedback session to follow up on the goals set

• Ask/offer to put the details of the agreeable terms of the meeting in an email to document

• Motivate the Employee to look ahead and charter the future course of performance

• Thank the Employee for his/her time

Closing and Follow Up


1. Group Medi-claim Insurance Scheme

2. Personal Accident Insurance Scheme

3. Subsidized Food and Transportation

4. Company Leased Accommodation

5. Recreation, Cafeteria, ATM and Concierge facilities

6. Corporate Credit Card

7. Cellular Phone / Laptop

8. Personal Health Care

9. Loans

10. Educational Benefits

11. Performance based incentives Performance based incentives Flexi-time

12. Flexi-time

13. Flexible Salary Benefits

14. Regular Get together and other cultural programs

15. Wedding Day Gift

16. Employee Referral Scheme

17. Employee Stock Option Plan

Employee Benefits Provided by Majority of the BPO Companies


The fierce competition for qualified workers results from a number of workplace trends, including:

• A robust economy • Shift in how people view their careers • Changes in the unspoken "contract" between employer and employee • Corporate cocooning • A new generation of workers • Changes in social mores • Life balance

Retention – A Big Challenge


Be data driven

•Many organizations ignore the basics. You have to know where you are before you can figure out a plan to improve.

Develop a profile of

ideal candidate

•Retention begins with recruitment, but a recruitment effort is flawed from the start if you don’t know what you want.

•Identify the key elements of the kinds of people you want to attract and keep – those that will fit your culture, support your mission and enjoy their work.

Develop a compelling

value proposition

•You must be able to answer this question: 1.) Why should a good candidate come to work for your call center? 2.) What makes your positions appealing to exactly the kinds of people you want? 3.) Why are your jobs the best for your ideal candidates? 4.) How do your rewards and worklife benefits best fit the needs of the people you most want to hire?

10 Strategies for Employee Retention


Increase pool of candidates

•To increase retention, you must hire only the candidates who are most likely to stay and be productive.

•Identify the most productive, best places to recruit, then put together a focused recruitment plan to increase the numbers of viable candidates.

Improve selection process

•Selection process needs to be fast and valid so that you can identify good candidates and make offers quickly.

•Map the selection process and work through solutions; Focus on the ideal candidate characteristics and select for the profile traits; Don’t rely on interviews alone.

Invest in employee

orientation

•Make sure a person has a positive entry experience in your organization.

•Capitalize on it by giving people reasons why you’re pleased to have them and why they should feel great about being selected.



Focus on people dev.

•Develop career path options for high performing call center agents.

•Well designed mentor programs speed development of both the new employee and the mentor.

•Identify ways to keep people learning and developing even after a few years on the job.

Develop the managers

•The most important factor is quality managers.

•The converse is also true: Many studies cite ineffective managers as the number one reason why good performers leave. The best performers will not stay if they work for a jerk. Make sure that your managers and supervisors demonstrate high quality skills.

Run a high-performing

org.

•Align the strategy, structure, people and processes.

•Make sure the employees understand the big picture and can see how they individually support of call center.

•Establish measures and let everyone know how they’re doing on a regular basis.



Provide employee

recognition

•Encourage individual management recognition but also develop organizational recognition vehicles.

•Simple recognition of jobs well done in the quarterly newsletter, pictures on the bulletin board, dinner gift certificates, and other small rewards provide a high return on investment.

“A good place to start is a quick assessment of all areas, resulting in a plan that prioritizes improvement areas and delivers measurable results.”



OPERATIONS & WORKPLACE MANAGEMENTSection 2


• What is an Outbound Campaign ?

An outbound campaign is one wherein an agent by means of a automated dialer, solicits a customer to offer a particular service or product.

• Key Metrics for Outboundo Key Metrics Sales Per Houro Login Hourso Contacts Per Houro Conversion Rate o Qualityo Accuracyo Bounce/Held sales %ageo Lead wise percentage achievement on SPH

Introduction


Channels


Effectiveness Metrics:

• Service Quality• Escalations• Routing to other departments• Transaction Reject Rate

Efficiency Metrics:

• Service Level timeliness• Rate per Hour (RPH)

Effectiveness Metrics:

• Overall very Satisfied (Email& Chat)• Overall Dissatisfied (Email& Chat)• Service Levels (Email& Chat)• Backlog (Email)• % Incidents Tracked (Email)

Efficiency Metrics:

• AHT (Chat)• Average Time to Accept Chat (Chat)• Abandonment Rate (Chat)

Card Services Technical Support

Key Metrics


Productivity is a simple measure that calculates the ratio of what is produced to what is required to

produce.

In other words it is the RATIO of:

Efficiency --------------------Effectiveness

Productivity


• Too many emails

• Too much work

• Lack of clear priorities

• Too many meetings- poor management skills and time management

• Unclear objectives- poor management strategic direction and communication

• Not enough resources- effect of downsizing and “doing more with less”

• Poor IT optimization – inflexible or unreliable technology supporting a business that is required to be flexible and adaptive

Barriers to Productivity


• Display Targets and achievements on White Boards. This needs to be updated on daily basis as this drives the associates to achieve their goals.

• Every sale made needs to be announced. MAKE IT A BIG DEAL !.This motivates the associate all the more to get the next one. For e.g.., A PARA clap for every sale made.

• Know your peak hours and ensure more people go on breaks in the non-peak hours.

• Schedule your breaks keeping in mind that there is at least one performer logged in at any given hour.

• Plan your leaves in the same manner where two of your Top performers are not granted leaves on the same day. (There can be exceptions in case of emergencies)

Performance Management


• Gun for the team with the highest SPH for the day. This will force your team to put in their best efforts.

• Need to know lead wise/File wise performance of the team in order to assign agents in respective queues.

• Give suggestions for Incentive schemes to your managers proactively.

• Floor Walking should be more of observing and giving feedback on the spot.

• Lead by example – Login at a time when its difficult to make sales.

Performance Management


• You need to know your people to manage them well. This comes after spending considerable amount of time with them.

• People work for you… and you represent the Organization

• Create an exciting and fun loving environment..

• Make them a part of whatever you do on daily basis.

• Skills a Team Leader should always use while handling his people:o Being patient and a good listener o Bondingo Communicating Clearlyo Delegating o Minimizing stresso Motivating

People Management


• Time Management is nothing if you do not know how to go about accomplishing tasks.

How is a task accomplished?

• Know what needs to be done,• By whom• By when• Create a task list

Task Management


A Task List includes:

• All that needs to be done written in a clear and comprehensive way

• Who is responsible for each task

• By when the task needs to be done

• Priority Levels

• An estimate of how long each task will take

The Task List


END

© 2011 ECC International LEADERSHIP. © 2011 ECC International At the end of the training,...

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Transcript of © 2011 ECC International LEADERSHIP. © 2011 ECC International At the end of the training,...