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Prioritizing Initiatives in Human Resources

Prioritizing Initiatives in Human Resources

Prioritizing Initiatives in Human Resources

In 2020, Human Resources professionals were asked to manage workloads and priorities they never imagined. As the demands of a world-wide pandemic radically altered the workplace and workforce, HR professionals supported critical system upgrades, annual benefits reviews and more. The role of Human Resources is increasingly imperative to the organization’s success.

Perhaps your organization has relied on HR to do more than its fair share. After all, in most organizations, it is responsible for the following:

  • Recruiting and Staffing
  • Health and Safety
  • Training and Development
  • Compensation and Benefits
  • Labor and Employee Relations

Certainly, recruitment, staffing, training and employee relations are areas where managers rely heavily on HR to support their individual and workgroup success. But, who helps HR prioritize this support as opposed to its other important responsibilities?

Your leadership team can quickly assess four significant areas that impact your organization’s culture and ultimately, its financial success. Using Center for Practical Management’s Assessment Tool, the organization can identify gaps in its support of critical Human Resource functions and create a groundswell of energy and enthusiasm for key initiatives.

Moreover, you can benchmark your organization against our other clients to see how you compare. The Assessment is free. If you would like to learn more about our training programs and consulting services, please visit our website www.cf-pm.com.

Center for Practical Management helps companies achieve organizational goals and behavioral change initiatives through tailored consulting services, leadership coaching, employee skills training and marketing services. Learn more at www.cf-pm.com. Center for Practical Management is a strategic business partner with Raddon, a Fiserv Company

Count Your Way to Excellent Service

Count Your Way to Excellent Service

Count Your Way to Excellent Service

Service centers have been extraordinarily tested in the past six months. Call volumes are up. Customer frustrations are up. How are you ensuring that employees are still getting the training skills and practice that they need right now to deliver excellent service?

One of the hardest hit departments this year is customer service. Customer service representatives are often working remotely and without the traditional infrastructure of a familiar call center or team environment.

We encourage managers to continue training and development efforts with their teams. One of the best ways to keep development alive is skill activities during remote team calls. Here is an idea to inspire employees to Count Your Way to excellent service.

During your next virtual or live team meeting, challenge each employee to come up with their best five words to say during a customer care call. During subsequent team meetings, change the count. Ask employees to use their creativity to make this word activity count for team development—and fun!

Examples:
10 words to say: “I apologize for our mistake. Let me make it right.”
9 words to say: “Thank you for your business. Please call/come back again.”
8 words to say: “I’m not sure, but I will find out.”
7 words to say: “What else can I do for you?”
6 words to say: “What is most convenient for you?”
5 words to say: “How may I assist you?”
4 words to say: “How did we do?/How did I do?”
3 words to say: “Glad you’re here/Glad you called.”
2 words to say: “Thank you”
The most important word to say: “Yes”
Every interaction is an opportunity to provide the absolute best customer experience. By serving with excellence, your relationship with the customer is solidified and your cross-selling opportunities increase.

At Center for Practical Management, we offer a Service Excellence Workshop. Our workshops are offered in live classrooms, or virtual formats. Participants will learn knowledge and skills about Professional Communication and the Process and Techniques for Service Excellence. If you would like to learn more about our training programs, please visit our website www.cf-pm.com.

Center for Practical Management helps companies achieve organizational goals and behavioral change initiatives through tailored consulting services, leadership coaching, employee skills training and marketing services. Learn more at www.cf-pm.com.

Digital Experience Scorecard: A Product Conversation

Digital Experience Scorecard: A Product Conversation

Digital Experience Scorecard: A Product Conversation

You’ll discover how customizable scorecard-based feedback from customers can help you evaluate and improve services on digital channels. This 12-minute video conversation features client-specific insights from D.G Markwell of Max Credit Union in Montgomery, Alabama. 

Center for Practical Management helps companies achieve organizational goals and behavioral change initiatives through tailored consulting services, leadership coaching, employee skills training and marketing services. Learn more at www.cf-pm.com.

Rebuilding Customer Confidence Post-Pandemic

Rebuilding Customer Confidence Post-Pandemic

Rebuilding Customer Confidence Post-Pandemic

In the months since the health crisis shuttered the country and the world, business leaders faced unimaginable service challenges to keep their operations open when physical doors were forced closed. This called for clear thinking and operational creativity, especially for those businesses providing ‘essential’ services.

With service continuity well established, the hard work has only just begun. 
The customer mood is shifting. Customer confidence is low. Impatience and frustration are high. Customers are feeling the angst over service limitations and compromises, which they feel forced to accept. Will their patience expire? Is their loyalty at risk?

Meanwhile, your competitors are busy planning ways to meet their needs. Absolutely nothing could be more important right now than renewing your commitment to service quality and customer experience.

We offer business leaders the following three service-centric tactics to begin the process to re-prioritize commitments to customer experience:

  • The first is called Care Queries. Employees on the front lines of call centers, drive-up services and even limited in-branch locations should be trained to ask at least one service query, and to relay customer comments to management; i.e., ‘I hope you know we care about you! We’re asking customers if there is one thing, one need, one suggestion that would ensure we keep your trust in us through this time?’
  • The second is Electronic Scorecards. It goes without saying, service quality is going to need new definition, new priorities and new delivery mechanisms in 2021. Scorecards are a type of development insight that seeks to know whether you’re getting it right, getting it wrong or getting into trouble. Scoring your digital experience, uniquely from your branch experience, delivers channel-based discoveries.
  • The third is Virtual Focus Groups. If your customer insights efforts, to date, have never used focus groups, now is certainly the most video-conference friendly time to attract customer participation. Best of all, development of focus group research can be highly customized to your business needs and priorities. Virtual focus groups present endless possibilities for collecting customer insights.

Qualitative research has never been more relevant and valuable to business leaders. Center for Practical Management can help with custom development solutions aimed at helping leaders achieve alignment to new customer-experience priorities.

Call your Performance Partner today, or visit www.cf-pm.com/contact-us/

enter for Practical Management helps companies achieve organizational goals and behavioral change initiatives through tailored consulting services, leadership coaching, employee skills training and marketing services. Learn more at www.cf-pm.com

The Relationship Between Adaptability and Age

The Relationship Between Adaptability and Age

The Relationship Between Adaptability and Age

​Multiple generations in your workforce can create challenges around communication, especially when communication is now remote and dependent on technology. How many generations do you have in your workforce? Have pandemic-driven changes made you curious about the relationship between adaptability and age? 

We define the generational segments, their willingness to adapt, and their comfort level of technology and communication in the following way:

  • Traditionalists: For the most part they are Foreigners in a Foreign Land when it comes to technology. They prefer communication face to face, in-person and adapting to new technology (like video conferencing) may prove overwhelming. 
  • Baby Boomers: They can be described as Digital Immigrants. They have adapted quickly to technology, albeit with some struggle. They know to keep up with younger generations, they need to be willing to adapt. Their preferred method of communicating is usually by phone or in person. 
  • Gen X: We refer to them as the Second Generation of Immigrants in the digital age. They weren’t born with the all the technology available today, but it was introduced to them at a young age and they know the language. New technology is second nature at this point. Email is their go-to communication option.
  • Millennials: Essentially, they are Digital Natives. Technology has been a part of their lives from birth and they are able to adapt to the “newest” and best when offered to them. Their preferred communication is text and instant messaging.
  • Gen Z (Zoomers): What about Gen Z? If Millennials are Digital Natives, what does that make Zoomers? Let’s call them Womb Zoomers: born with a cell phone in their hand. They prefer to communicate through social media platforms and FaceTime.

How are you acknowledging and supporting each generation as it adapts? We recommend that managers demonstrate empathy and use these questions during touchbase meetings with employees:

  • What is your preferred communication method?
  • When some or all of us are remote, what challenges do you personally experience?
  • Which of our technology solutions do you enjoy using? How did you learn to use this solution? 

Be sure to keep as many communication channels open as possible when managing remote teams.

Center for Practical Management helps companies achieve organizational goals and behavioral change initiatives through tailored consulting services, leadership coaching, employee skills training and marketing services. Learn more at www.cf-pm.com

Why I Write in Pencil

Why I Write in Pencil

Why I Write in Pencil

Recently, while on an airplane traveling to a client, a seatmate (before the times of social distancing) asked about the #2 pencil in my hand. Why don’t I use a pen? What about a mechanical pencil? What’s the deal – are you just a “kid at heart?” 

I pondered these questions for several days. The truth is I write with a pencil because of the following: 

  • I make mistakes. I often do.
  • I can be wrong. I sometimes am.
  • I change my mind. I get to do that.

In the year of 2020, using a pencil was certainly an advantage. None of us could have anticipated how our organization’s strategies and tactics would have to adapt and shift, and how rapidly.

A nimble company can be defined as one that reacts and responds appropriately to a changing environment and remains viable and successful. Consider the following three aspects for your leadership and agility: 

  1. Technology and Tools – Are you able to adapt your use of technology and tools to deliver customer value quickly and incrementally when the current delivery models change? An agile leader invests when and where it’s appropriate to meet the needs of customers and colleagues.
  2. Systems and Processes – Are you continuously evolving and improving the work group, even when nothing is changing? A nimble leader makes quick decisions (even if he/she needs a pencil later) to support the prioritization of projects that continuously improve systems and processes.
  3. Culture and Leadership – Are you leading your work group in ways that are consistent with your values and that of the organization? Does your team know what you stand for? And, most importantly, do you trust the team’s ability to do the work based on the understanding of vision and values? You won’t know if you’ve made a mistake and you won’t know if you’re wrong, unless you make it safe for team members to speak their mind. 

Writing with a pencil allows you to live out truths about your leadership. The pencil allows you to correct mistakes and to shift your course when changes occur. 

Center for Practical Management helps companies achieve organizational goals and behavioral change initiatives through tailored consulting services, leadership coaching, employee skills training and marketing services. Learn more at www.cf-pm.com