Case Study Two – Transforming the performance of a service team through coaching

Background

We were asked to help an outsourcing company to develop a coaching ethos within one of its call centres. The contract was a demanding one, and the majority of managers focussed on firefighting activity rather than proactively coaching and developing the performance of their team. Consequently average handling time (AHT) was way over the service level agreement agreed with the client, resulting in slower service for the customer.

Purpose and objectives

The aim of the coaching programme was to enhance the performance of the service team, with particular emphasis on average handling time. Our objective was to work with all management levels on a group and one to one basis to develop coaching capability.

Stage One

A needs analysis was carried out, listening to calls, identifying gaps in performance and observing managers carrying out one to one’s with their teams. The results of this helped to shape the design of the programme.

Stage Two

Stage two consisted of presenting the findings of the needs analysis to the senior managers. Using previous case studies and discussing current performance issues, we ensured they were committed to using coaching to develop performance and would encourage their management teams to have the same level of commitment. Once a sense of trust was developed we were able to create coaching relationships with each senior manager to improve their own coaching skills.

Stage Three

This stage consisted of a skills programme developed to address the gaps identified at stage one and agreed at stage two with the senior managers. The programme consisted of a variety of activities, (including golf!), to develop coaching skills, together with real coaching activity to consolidate the learning. Reactionnaires indicated that 98% delegates either agreed or strongly agreed that the event had helped them learn new skills.

Stage Four

Time was spent with all managers observing them putting their coaching skills into practice, in both one to one’s and team meetings, feedback on coaching skills was given and action plans created to ensure any further development was put into practice. Individuals then shared their action plans with their line managers so that the coaching and observation could continue independently of us.

Throughout the project the in house Training function was kept informed of the coaching programme to ensure that they were able to continue to provide coaching support on an ongoing basis.

Outcomes

Measurement took place before and two months after the programme. Results were from questionnaires sent to all managers, and observations:

• AHT has reduced from an average of 590 to approx. 500 (without impacting call quality)
• The evaluation indicated that confidence levels of leaders have increased when coaching their team members
• The programme has enhanced their levels of assertiveness when tackling poor performance and giving developmental feedback
• Managers are now placing more responsibility on their team members to set targets and timescales
• Managers are placing more focus on time management so that time can be freed for coaching activity
• Managers are now able to identify gaps in performance more effectively

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