Performance Analysis Report

for Team 3
July 17. 2017

Introduction and Background [CD]

This report is submitted to A-Z Specialties identifying findings and outlining
recommendations on the performance issue analyzed by West of Eastern (WoE)
at the request of A-Z.
A-Z contracted WoE to make improvements to their existing customer service
supervisor and telephone operator training. They have requested that training be
conducted before each seasonal catalog mailing. The goal of this training is to
increase customer satisfaction and to reduce the number of customer complaints.
They also asked WoE to review telephone operators employee satisfaction and
job engagement as well. Internal improvement in these areas are essential for A-
Z to achieve projected sales growth, maintain profitability, deliver customer
satisfaction, and focus on a quality work environment to include employee
recognition.
It was agreed that before WoE developed any training, a comprehensive gap
analysis would be conducted to identify the current state at A-Z compared to the
desired state. To identify causes creating gaps between those states, WoE
interviewed A-Zs management, HR, and employees to gather data about the
current state at A-Z. WoE also reviewed training documents, along with
employee and customer surveys as part of conducting the gap analysis.

Purpose of the Report [CD]

The purpose of this Performance Analysis Report is to provide Jane MacKenzie
the results of WoEs analysis of A-Z Specialties. This report identifies causes of
and recommended solutions for improving telephone operator and call center
supervisor performance with the end goal of improving customer satisfaction.
WoEs analysis also shows that these recommended solutions should improve
sales efficiency and product sales volume, which will result in A-Zs desired
revenue growth and greater profitability.

Analysis Methods [CD]

WoE used the following methods to obtain information in the gap analysis:

Conducted secret shopping simulations of telephone operators.

Observed telephone operators and call center supervisors work flow and
call procedures.
Used employee surveys to gather data on job satisfaction and training
retention.

Team 3: Module 3 Performance Analysis 1

 Conducted interviews with management including Jane MacKenzie, Judi
Thompson, Sheena Perez, Tsien Yun. Lucy Feldman and Ted Higgins.
Conducted interviews with telephone operators and call center
supervisors
Reviewed existing training material and processes.
Pulled existing customer survey data to identify processes that detract
from their ordering experience.
Interviewed Human Resources (HR) for information on employee
demographics, interview process, desirable employee traits, onboarding
process and job satisfaction.

Data Summary: Customer Complaint Distribution [CD]

The following graph illustrates the distribution of customer complaints collected
through customer service surveys administered by the telephone operators.

As seen above, telephone operator etiquette is the cause of nearly half of all
customer complaints.

Team 3: Module 3 Performance Analysis 2

Data Summary: Excessive Call Duration: Causes and Impacts
[CD]
The following chart shows phone calls that were recorded and others observed in
real time. Out of 30 phone calls, ten lasted under ten minutes. The rest lasted
between 20 and 25 minutes. During most of those calls, the TO seemed to
struggle with the system looking up product information. This chart shows the
customer impact of those calls that exceeded 20 minutes.

As seen above, the ineffectiveness of telephone operators to look up product

information in the system caused about two-thirds of observed calls to exceed the
ten-minute duration. Also, telephone operator etiquette and ability to handle
varied customer issues increased call duration as well.

Team 3: Module 3 Performance Analysis 3

Data Summary: Telephone Operator Survey Question
Response-Job Success [CD]
In the electronic survey, telephone operators were asked a multiple-answer
question; I would feel more successful in my job if, with the instruction to
select all that applies. The results of that survey question are represented in the
following graph. All 25 telephone operators participated in the survey.

Team 3: Module 3 Performance Analysis 4

Data Summary: 2017 Business Goal Targets vs Performance
[SS]
The following graph illustrates the target goals and current performance for A-Z
Specialties for 2017. A-Z Specialties has made some successful gains towards
achieving target goals, specifically customer list growth. Having 77% of the goal
achieved by early Quarter 3, A-Z is sure to achieve the customer list growth
target by the end of the fiscal year. The current total sales satisfy 26% of the
target goal, however, the focus of company improvements should be on
increasing catalog and internet sales to achieve target net profit.

Team 3: Module 3 Performance Analysis 5

Findings, Needs, and Recommended Solutions [Team]
The following table summarizes the findings, or current state, of the analysis
along with associated needs and recommendations for A-Z Specialties to
consider.

Current State Desired State Recommendation to Achieve Desired

State

Telephone Supervisors have Consider having supervisors answer customer

Operators feel intentional interactions phone calls alongside Telephone Operators on
Supervisors are with Telephone Operators a semi-regular basis. Conduct group huddles
not engaged in throughout the day. before each shift starts to share important
their daily work. Telephone Operators feel updates and build group cohesion.
They stated they connected to their Provide supervisor/management training on
rarely interact with Supervisor. coaching and evaluating TOs. Also, set time
their Supervisors tables so the evaluations are ongoing, be it
during the work monthly or quarterly at minimum; set annual
day. [AK] evaluations for TOs.
Consider having supervisors answer customer
phone calls alongside Telephone Operators on
a semi-regular basis. Conduct group huddles
before each shift starts to share important
updates and build group cohesion.

Supervisors say Supervisors have regular Consider having Supervisors meet weekly to
they do not interactions with one discuss important call center issues and plan
interact or another to discuss trainings, monthly trainings.
communicate with troubleshoot call center
their fellow issues, or discuss employee
Supervisors on a issues.
regular basis.
[AK]

A-Z has an A-Z has a clear and concise Consider a new company-wide service mission
inconsistent definition of what service statement. Include key stakeholders in the
definition of what means at A-Z. development of new service definition
service means. (Telephone Operators, Supervisors, etc.).
[AK] Include the definition in all training and
onboarding materials for new employees.
Highlight examples of service that meet the
companys goals at monthly meetings.

Team 3: Module 3 Performance Analysis 6

 Current State Desired State Recommendation to Achieve Desired
State

Telephone Telephone Operators Include phone call etiquette and customer

Operators receive receive phone call etiquette courtesy training in onboarding of new
no phone call training. employees. Highlight excellent customer
etiquette training. service during monthly training meetings.
Customers Expectations for Telephone Operator phone
complain that call etiquette is documented in employee
Telephone handbook.
Operators are not
courteous while
speaking over the
phone. [AK]

Telephone Opportunities exist for Consider creating Team Lead positions for
Operators feel as Telephone Operators to Telephone Operators. Document necessary
though they have advance at A-Z. Telephone performance standards required to advance.
no upward Operators are made aware Clear objectives for quality performance are
mobility. They of necessary performance documented and Supervisors are trained on
stated that there is benchmarks they need to how to assess employee performance.
no clear path for meet in order to advance.
them to advance at
A-Z. [AK]

Telephone Telephone Operators have Train Telephone Operators on how to address

Operators refer the authority and flexibility customer questions or complaints. Implement a
customer calls to to handle low-level product information system that is easier for
supervisors which customer questions or Telephone Operators to navigate. Define and
require service. complaints without document different levels of potential customer
Telephone involving their Supervisor. questions or complaints.
Operators are not Upper-level customer
able to issues are referred to
troubleshoot Supervisors.
customer
questions or
complaints
without involving
their Supervisor.
[AK]

Team 3: Module 3 Performance Analysis 7

 Current State Desired State Recommendation to Achieve Desired
State

Telephone Telephone operators dont
operators must feel that their equipment
purchase their own must immediately be
headsets if they replaced. A telephone
want additional operators comfort or
features. [AJ] success is not determined
by their ability or inability
to purchase a new headset.
Use internal surveys to determine what headset
features telephone operators most desire or
need. Using survey data, determine which
headsets would meet all or many product needs
as expressed by the telephone
operators/supervisors and have A-Z provide
those.

The order entry The order entry system Continue planned rollout of replacement
system is slow and hardware and software are equipment for telephone operators,
outdated and at up-to-date, and the system supervisors, and warehouse staff.
peak times slows can maintain peak
further. 22 of 25 efficiency even at times of
telephone peak volume.
operators wished
their computer
hardware and
software worked
more efficiently.
[AJ]

The order entry The order entry system has Follow through with plan to rollout Simply
system product consistent structure and Order by mid Q3 2017. Provide adequate
information has organization, a consistent training on the new system in a Q3 2017
inconsistent layout from product to training session. Allotted time for new system
organization, product, and maintains the training will be increased to provide operators
inconsistent information that customers and supervisors sufficient practice time.
layout, and often need. Telephone operators Consider UX testing for the chosen layout and
lacks the and supervisors will be
navigation of the information in the new
information the adequately trained to use
system. Maintain an expanding database of
telephone the new system to its fullest
customer product questions.
operators need potential.
answer customer
questions. Rollout
for upgraded
system scheduled
for mid Q3
2017[AJ & SS]

Team 3: Module 3 Performance Analysis 8

 Current State Desired State Recommendation to Achieve Desired
State

Operators are Telephone operators Among product information in the order entry
currently not actively cross-sell relevant system, include relevant add-on products based
cross-selling as items when fielding orders on vendor suggestions and previous order
well as they could combinations.
be. [AJ]

Telephone Telephone operators Make sure the new order system includes
operators only respond to six calls per detailed product information on the same page
respond to three hour on average. as the item. This will reduce call time,
calls per hour as allowing telephone operators to complete
opposed to the orders quickly, so they can get back in queue
required number to take more calls. Also provide instructor led
of six calls per training to insure all telephone operators can
hour. [CD] place orders quickly and efficiently.

Team 3: Module 3 Performance Analysis 9

 Current State Desired State Recommendation to Achieve Desired
State

Two out of three Fewer customer complaints Make sure the new order system includes
customers who due to improved product detailed product information on the same page
respond to the knowledge, telephone as the item. This will reduce call time,
survey have a operator etiquette, and allowing telephone operators to complete
complaint about prompt call response. orders quickly, so they can get back in queue
the telephone to take more calls.
operators.
Complaints are Provide instructor led training (ILT) for
about product telephone operators on the new order system to
knowledge, increase their knowledge and skills required to
telephone take and place customer orders. Include in the
etiquette, and training plenty of time to practice looking up
prompt response and taking orders for enhanced proficiency.
to calls in queue. Have them take assessment throughout
[CD] ensuring they can complete calls and orders in
the allotted time before clearing them to take
customer phone calls. If the order system and
instructional content are deemed stable and
reusable, then eventually develop computer
based training using software simulation for
telephone operators.

Provide instructor led training on customer

service for telephone operators. This training
would include customer service basics, along
with role play activities of various customer
scenarios they may encounter on the job with
feedback given by peers and supervisors. As
part of the class, deliver job aids to the
telephone operators that have flow charts to
use for handling different types of customer
issues.

Team 3: Module 3 Performance Analysis 10

 Current State Desired State Recommendation to Achieve Desired
State

New employee Employees are prepared for Phase 1: Training will Incorporate more hands-
training consists of their first customer call in on practice opportunity to new employees
a day of terms of script, etiquette, using a mock order entry system. Give new
orientation: 2 and providing customers employees an additional day of training where
hours of the with desired information in they shadow a star telephone operator.
following - a timely manner. Develop a formal assessment to measure the
company history, readiness of the new employee for customer
demonstrations on service.
the order entry Phase 2: eLearning modules will be developed
system, training for use at the discretion of A-Z Specialties.
on current Individual modules will focus on phone
products, and etiquette/ customer service, system navigation,
completing and sales techniques.
paperwork. There
is no formal
assessment to
measure the
effectiveness of
training and no
hands-on training
practice. [SS]

Team 3: Module 3 Performance Analysis 11

 Current State Desired State Recommendation to Achieve Desired
State

Quarterly training Telephone operators and Expand allotted training time to cover all new
occurs a week or Supervisors are adequately products. Incorporate time into quarterly
two before new prepared by the training training for best practices on product
catalog goes out. sessions to provide quality research, upselling techniques, order entry, and
Training consists customer service. Ongoing etiquette.
of a 4-hour session training of new and Develop training and job aids for the following
that focuses on existing products. to help enhance telephone operators product
new product knowledge:
information. Training manuals to the trainees prior to
Quarterly training the quarterly training session
does not Add training on a few products as part of
adequately supply the regular sales meetings. If possible
demanded product have product experts present.
knowledge and Have a huddle prior to telephone
often does not operators shifts, highlighting one new
cover all new product per day.
products. Trainees Create job aids that have the most
are provided ppt popular products that A-Z sells that
slides with product week, month, and quarter.
information after
training session.
Telephone
operators are told
to study handout
slides of new
products not
covered in
training.
[SS, AJ and CD]

Incentives for Improved telephone Consider incentive programs that focus on the
telephone operator operator and supervisor desired incentives of Telephone Operators and
goal achievement morale. Supervisors. Consider granting time off or pay
includes discounts raises.
on products for 1
week. Telephone
operators would
like pay raises or
time off instead.
Supervisors would
like time off. [SS]

Team 3: Module 3 Performance Analysis 12

 Current State Desired State
Telephone Formal quarterly reviews
operators undergo with all telephone
a performance operators. Informal
evaluation and feedback given to
self-evaluation. telephone operators
Self-evaluation is throughout the quarter.
reviewed by
supervisor. If
supervisor feels
telephone operator
rated herself too
high, only then
will supervisor
will talk to
operator. [SS]
Work Optimal work environment
environments are communicates to the TOs
functional but that their work is important
uninspiring. and that their contribution
There are no is valued.
partitions for - Sound quality (noise
sound isolation. isolation) so that customers
Headsets are have the sense that the TO
sufficient, but has all of their attention on
basic. them and this helps with
communication.
- Noise-cancelling
headsets that can be
adjusted for comfort and
volume. Excellent sound
quality for customer
experience.
- Attractive work
environment with
inspirational art and
motivation boards.
Team 3: Module 3 Performance Analysis
Recommendation to Achieve Desired
State
Supervisors will meet with all telephone
operators quarterly to go over evaluations.
Goal achieving performances will be rewarded
with gift cards at the close of the quarter. This
will occur prior to quarterly product training.
Phase 1
Provide acoustic panel partitions to reduce
ambient noise.
Provide TOs with noise-cancelling headsets
that can be adjusted for comfort and volume,
make sure they provide excellent sound quality
to customer.
Help design the updated training space (A-Z
plans to add 10 workstations with mock order
entry system). This will help new hires to learn
the TO system and practice utilizing scripts
and role-plays prior to going live in the work
environment.
In Phase 2 we will add E-Learning Modules
and an LMS where employees can log in to the
system and work on training sessions via
company computer or mobile device.
Improve Work Space by adding cheerful
pictures, and motivation boards, etc this will
really help with worker satisfaction. [MD]
13
 Current State Desired State Recommendation to Achieve Desired
State

Training Training environment that Improve Training Space by adding cheerful

environment is is motivating and provides pictures, and motivation boards, etc this will
functional but excellent sound and really help with worker satisfaction. [MD]
provides no projection capabilities as
workstations for well as workstations to be
practice, and no used for practice by
hands-on training utilizing scripts and role-
available. [MD] plays. [MD]

Proposed Solutions for Consulting Firm to Carry Out [Team]

Priority Solution Description

Phone etiquette and customer service
1
training for telephone operators.
WoE will develop a broad customer
service training for telephone operators.
The training will focus heavily on phone
etiquette skills and customer service
guidelines. The customer service training
will exist in two phases. Phase 1 of the
training will take place in the company
meeting room. Trainees will be provided
customer service manuals containing
information on best practices prior to the
training presentation. Trainees will be
given opportunity to role play with
standardized scripts and will be given a
formal assessment at the end of the
training. New employees going through
the training will be required to shadow a
model telephone operator for one day
prior to taking calls. Phase 2 of the
training consists of developing an
eLearning customer service best practices
module to be used at the discretion of A-Z
Specialties. [SS]

Team 3: Module 3 Performance Analysis 14

 Updating order entry system to include
2
related product information for cross
selling purposes.
Update the order entry system to include
3
consistent screen layout and access to
relevant product information so TOs can
readily answer customer questions.
3 Telephone Operator training on new order
entry system (Simply Order).
Team 3: Module 3 Performance Analysis
In the order entry system product
information, we will create a section
highlighting new products as well as
products that will soon be leaving the
catalog. We will make each of these a
designated area of their own. Promotional
elements can also be added to these
sections. Additionally, product
information will be more thoughtfully
organized so that Telephone Operators
will be able to access information faster
and more accurately. [MD]
Consult with the current software
developers to assure they are including
access to these features for the TOs.
WoE will develop instructor led training
(ILT) for telephone operators on the new
order system to increase their knowledge
and skills required to take and place
customer orders. The training will include
training manuals, job aids, practice and
assessments on processing customer
orders for enhanced proficiency, reducing
call and order duration.
When the order system and instructional
content are deemed stable and reusable,
then WoE will develop computer-based
training (CBT) using software simulation
for telephone operators. The CBT will
teach them how to use the system, provide
practice sessions for them, and assess
them on how well they know how to use
it. [CD]
15
 4 Comprehensive management and
supervisor training.
Improved employee development and
5
mobility plans and opportunities.
Improved incentive programs for
Telephone Operators and Supervisors.
Suggestions for improved work/training
6
environments.
Team 3: Module 3 Performance Analysis
In Phase 1, WoE will provide
comprehensive management training for
Supervisors and upper management at A-
Z. The training will cover company
culture, open and honest communication,
timely and effective feedback. This will
help to build a culture of open and honest
communication and feedback that allows
for better evaluation and development of
talent. In an optional Phase 2, WoE will
provide an eLearning module that A-Z
can use at its discretion to supplement
supervisor and management training.
[AK]
WoE will assist with creating clear and
concise documentation of role
expectations and performance objectives
and benchmarks based on input from
Telephone Operators, Supervisors, and
Human Resources. These will be used for
performance review as well as helping
establish development paths for
employees who wish to grow within A-Z
Specialties.
WoE will propose an incentive program
that focuses on the desired incentives of
the Telephone Operators and Supervisors
wherein employees earn time off or other
rewards that do not simply incentivize
spending money within A-Z Specialties.
Rather than earning discounts on
company products, WoE will assist A-Z
in developing a list of recommendations
that employees can select from, giving
them greater variety and choice. [AJ]
WoE will provide suggestions to help
create optimal work/training
environments. Providing proper
work/training environments and
equipment communicates to the TOs that
their work is important and that their
contribution is valued thus improving
morale and professionalism. [MD]
16
Evaluation plan [AK]
WoE will work with A-Z Specialties to conduct evaluation studies at three, six,
and nine months. The following insights will be measured:

Compare customer survey baseline data to post training surveys for

analysis.
Compare call time baseline data by reviewing TO calls per hour to
determine if they are taking more calls after training than were
documented before training.
Analyze telephone operator retention numbers before and after training.

Request for Proposal [AK]

WoE has the expertise to assist A-Z Specialties with the implementation of
proposed solutions outlined above. WoEs team of expert consultants has a
proven track record of excellence in conducting leadership and supervisor
training, developing onboarding practices, and analyzing complex and nuanced
employee/employer relations. At your request, WoE would be happy to forward
to you a proposal to implement the solutions outlined above.

Team 3: Module 3 Performance Analysis 17