Cody Lardizabal

Q1 2016 QTD CSAT Business Review Prepared by: Carlo Denis “Cody” Lardizabal, III OBJECTIVES • To provide a snapshot of CSAT performance as a center drilling down per site and per team • To identify trends as a center as well as knowing the needs on a site and team level • To leverage the opportunities and needs that will increase CSAT as a metric • To provide Operations highly suggested processes and actions plans to improve CSAT as a metric • To predict possible roadblocks on execution of action plans and set steps to mitigate Confidential & Proprietary 2 SITE AND TEAM SNAPSHOTS Confidential & Proprietary 3 SITE LEVEL PERFORMANCE Key Notes: • • • 2 out of 3 sites are not meeting the target – Chicago and Los Angeles; Professionalism is the center’s strength Top 3 challenges of the center, across all sites, are: • Ability to show a level of Effort • Ability to provide clear communication • Identifying the needs of the customer Confidential & Proprietary 4 TEAM LEVEL PERFORMANCE: CHICAGO Key Notes: • • • No teams are passing for the Chicago site with Teams Jose, Myra and Jeremy as the most challenged teams Level of effort stays as a very big opportunity together with potential knowledge gap issue With professionalism as the site’s strength, about 2 teams are challenged on this skill set Confidential & Proprietary 5 TEAM LEVEL PERFORMANCE: LOS ANGELES Key Notes: • • • No teams are passing for the Los Angeles site with Teams June, Lonny and Jake as the most challenged teams Level of effort stays as a very big opportunity together with potential communication issue With professionalism as the site’s strength, about 3 teams are challenged on this skill set Confidential & Proprietary 6 TEAM LEVEL PERFORMANCE: NEW YORK Key Notes: • • • Satellite team New York is the only site passing As a team or center, top challenge remains at level of effort 6 out of 7 aspects on CSAT scoring are all passing with more than 80% Confidential & Proprietary 7 T R E N D A N A LY S I S Confidential & Proprietary 8 CONTACT REASON TRENDS Key Notes: • • • Top driver for failing CSAT is at Online Account issues followed by Shipping Problems Online Account issues is also a client concern with probing and knowledge gap as a potential opportunity With probing and knowledge gap as potential major challenge, setting up an account is another top driver Confidential & Proprietary 9 CONTACT REASON TRENDS (cont.) Key Notes: • • • Top issue drivers: Online Account, Billing Issues and Shipping Issues Decline on overall Top Box% for Online Account Contact Reason Minimal improvement on Top Box% on Billing and Shipping issues potentially with probing and knowledge gap as the root cause Confidential & Proprietary 10 DAY TO DAY TRENDS Key Notes: • • Confidential & Proprietary Thursday seems to be the most challenged day followed by Tuesdays and Wednesdays Fridays and some weekends are doing better 11 GET TO GREEN PLANS Confidential & Proprietary 12 KEY PLANS Action Step DSAT Scrubbing Details Scrub 100% of Survey Tickets with Online Account Contact Reason Scrub 50-75% of Survey Tickets with Billing and Shipping Issues Scrub 25-50% of Survey Tickets of all other issues Process Training Confidential & Proprietary Complete Training Refresher and Skills Roleplay for Managing Online Account Issues Owner Team Leads and SMEs Timelines/ Frequency TBD Training 13 KEY PLAN (cont.) Action Step Details Owner Demo Training and Skills Transfer Skills Transfer and Roleplay for Online Account, Billing and Shipping Issues Operations and Quality Bottom Quartile Management (BQM) Enrollment of Bottom 25% of CSAT performers Operations Incentive Roll Out of a Special Incentive Plan on Tuesdays, Wednesdays and Thursdays TBD Roll Out of a Special Incentive Plan for Online Account Issue rated as CSAT Confidential & Proprietary Timelines/ Frequency Operations and RnR Team 14 ASSUMPTIONS & IMPACT Action Step Actual TB% TB% with 80% Success Rate Impact 72.33% Top Box 80.49% Top Box 8.16% Impact DSAT Scrubbing Process Training Demo Training and Skills Transfer Online Account Issue Incentive Plan Confidential & Proprietary 15 ASSUMPTIONS & IMPACT (cont.) Action Step Tues - Thu Special Incentive Plan BQM Confidential & Proprietary Actual TB% TB% with 80% Success Rate Impact 80.12% Top Box 7.79% Impact 80.02% Top Box 7.69% Impact 72.33% Top Box 16 ROADBLOCKS Action Step Roadblocks Next Steps DSAT Scrubbing Execution • Train the Trainer Session for Team Leads and SMEs • Monitoring System and Closed Loop Feedback to Managers Process Training WFM Pull Outs Demo Training and Skills Transfer • Collaboration with WFM Team • Effective Scheduling Execution Triad Sessions with Managers Incentive Plan Budget and Execution Refer to Ops and RnR POC Confidential & Proprietary 17 HELP NEEDED • • • • Names of key players for each departments Clear ownership of suggested action plans Details of clear coverage on the project Possible inputs from different teams Confidential & Proprietary 18 FINAL ITEMS Confidential & Proprietary 19 RECAP • Was able to identify challenge sites and teams • Was able to drill down top drivers of contact trends and correlating to other factors • Was able set action plans to fix CSAT as a challenge metric while seeing possible impact difference • Was able to plan for possible road blocks on execution Confidential & Proprietary 20 ANY QUESTIONS? Confidential & Proprietary 21 Prepared by: Carlo Denis “Cody” Lardizabal, III Confidential & Proprietary 22