Are you worried about Customer Experience and Employee Engagement?
Increase Customer Experience while improving Employee Engagement with BravaTrak - the High-Performance Coaching System for contact centres
You need a coaching system to succeed
A coaching system is required to increase customer experience while improving employee engagement in your contact centres. Yet only 27% of companies have one in place (CSO Insights, 2016).
The BravaTrak High-Performance Coaching system helps you achieve your customer experience and employee engagement targets by:
Providing you with a customer experience coaching framework
Turning your managers into High-Performance Coaches
Giving you real-time visibility of your managers’ coaching activity
Here’s what our clients have to say
“Within 5 months, ‘call handling time’ reduced from around 7 minutes to less than 5 minutes 30 seconds. This reduction led to a dramatic decrease in ‘average wait time’, improving our clients’ experience and enabling our clients to access more support through the phone channel. We also made considerable savings in telecommunications costs. During this time staff engagement also improved beyond the public sector benchmark.”
George Van Ooyen, Group General Manager Client Service Support at Ministry of Social Development
Josh Ballantyne, former Sales Manager at a multinational insurance company
“Within 21 weeks of applying the BravaTrak system in two of our call centre campaigns, sales revenue increased by 278% in one of them, and by 281% in the other. When we applied it to another of our campaigns, sales conversion increased by 43% within a month.”
“BravaTrak’s High-Performance Coaching system creates results which are immediate and tangible. Implementing it had an amazing impact on sales, staff morale and retention, and the whole culture of the Centre Network. We’ve had our best years on record because of BravaTrak. I really think the missing link has been found with this system.”
Trevor Pilkington, General Manager – Centre Network, New Zealand Automobile Association
Why we can help you
We've helped contact centres and retail networks in more than 50 large organisations improve customer experience, employee engagement and sales. We’ve specialised in this for the past 23 years, so we know how to assist you to overcome the challenges you’re facing.
We’ve worked across inbound sales and service, outbound sales and retention. Whatever the nature of your sales or service channel, we can help you improve customer experience and employee engagement.
We help clients just like you get incredible results. Our measure of success is getting sustainable performance improvements for you. Performance increases over 21% are typical within a few months – as demonstrated by over 46 testimonials.
Why High-Performance Coaching?
The coaching your managers provide their teams determines the customer experience and employee engagement of your channel.
Here's the proof from these world-leading companies:
Googles' data scientists have identified the essential characteristic of a great manager is being a 'good coach' (Harrell & Barbato, 2018).
"High-performing firms provide 15 to 20% more coaching compared to other firms" (The Sales Management Association, 2008).
McKinsey has found that in best-practice contact centres, Team Leaders spend 50 to 70% of their time providing high-quality individual coaching (Berg, Chandra Das, Gupta, & Kline, 2018).
Zenger Folkman has found that teams led by the best coaches create 186% greater customer satisfaction (Zenger, Folkman, Sherwin, & Steel, 2012).
Ernst & Young has found that workers say they could be 21% more productive every day. Only two things stand in their way - poor staff management and a lack of motivation (Ernst & Young, 2013). You can fix both issues when your managers follow a High-Performance Coaching system.
Without coaching, frontline staff lose 87% of their skill and knowledge from training within one month. But with coaching, their skill and knowledge increases (Rackham, 1979). Combining training with coaching improves returns four-fold compared to training alone (CEB, 2005).
Unfortunately, the Corporate Executive Board has found that coaching is the activity that managers perform the worst (CEB, 2005).
It gives you real-time visibility of your managers’ coaching activity
You probably don’t have real-time visibility of what coaching your frontline managers are doing. Without data on their coaching activity and on the quality of their coaching, you can’t hold them accountable for doing what they need to. Nor do you know what support they need.
The Coaching Tracker gives you real-time visibility of their coaching activity.
It evaluates the quality of coaching provided by your managers
Even if your managers are coaching consistently, that doesn’t mean they’re doing it well. However, you probably don’t have any visibility of the quality of coaching provided by each of your managers to their direct reports. Without this, you can’t hold them accountable for their coaching quality, or assist them to improve. Regular online coaching Coaching Surveys evaluate the quality of their coaching.
It turns your managers into High-Performance Coaches
Your managers are unlikely to have been trained in High-Performance Coaching, including:
What to coach: the High-Performance Behaviours which your top performing 15% of frontline staff do differently from your average performers.
How to Coach: the 6 Coaching Techniques to reinforce behaviour they want team members to keep using, correct off-track behaviour, and guide team members when they need help.
When to Coach: the best-practice Coaching Rhythm they need to follow.
The Coaching Course turns your managers into High-Performance Coaches.
What High-Performance Coaching leads to
With a High-Performance Coaching system in place, your managers will know what to coach, how to coach, and when to coach. Additionally, you’ll have visibility of their coaching activity and quality, which will enable you to support them and hold them accountable for taking the right action. This will enable them to shift the performance of their teams, turning their core performers into high performers.
The biggest performance improvement opportunity lies with your core performers. For example, a 5% increase in their productivity leads to over 70% higher performance than a 5% increase in high-performer productivity. In addition, their performance is easier to improve, as greater room for improvement exists (CEB, 2003).
Because High-Performance Coaching improves productivity, many clients find they don't have to recruit new staff to replace voluntary leavers or to handle higher work volumes. For example, Contact Energy eliminated the need to use temp staff during a high-volume period of the year, while a government department avoided employing an extra 100 frontline staff.
We've helped companies like Contact Energy, Virgin Australia, World Vision, State Insurance, Bank of New Zealand, Telecom NZ, and Cigna Insurance (amongst many others) turn their core performers to high performers. Check out the proven system which helped these companies achieve this.
With High-Performance Coaching, employee engagement improves at the same time
You can get short term gains in customer experience by piling on the pressure, but this burns people out. People leave, and you have to go through the hassle and expense of recruiting and training new staff.
High-Performance Coaching gets sustainable improvements in customer experience by increasing the motivation of your frontline staff, and their managers. They put more effort into their job and are more committed to the business. As a result, clients find that Employee Engagement frequently increases to world-class levels, just like at Contact Energy and World Vision Australia. This outcome should come as no surprise. There is ample evidence that the coaching provided by a person's manager has the most significant impact on their engagement (Wellins, Bernthal, & Phelps, 2005) (Gallup, 2015).
Check out the improvements in employee engagement which clients have achieved.
By improving Employee Engagement, you get a range of other benefits
Clients tell us that improved employee engagement also leads to less unplanned leave (lower absenteeism). Employee turnover also drops with higher engagement, which reduces your recruitment and training costs.
What you should do now
1. If you’d like help to increase customer experience in your contact centres while improving employee engagement, then claim your FREE High-Performance Coaching strategy session. During this free consultation, one of our experts will discuss your situation and the system you need in place to achieve your strategic goals.
2. If you’d like to learn about High-Performance Coaching for free, go to our “Learning Zone” page, where you can get download resources to help you start increasing customer experience today. Or if you’d like us to assist you with increasing customer experience while improving employee engagement (not for free), then contact us and we’ll discuss your requirements.
CEB. (2003). Shifting the performance curve: Exporting high-performance sales disciplines to the core (p. 7).
CEB. (2005). Building a world-class coaching program: Partial overview of 2005 strategic research findings (p. 2).
CSO Insights. (2016). 2016 CSO Insights sales enablement optimization study (p. 27). Retrieved from https://www.csoinsights.com/sales-enablement-optimization-study/
De Smet, A., McGurk, M., & Vinson, M. (2009). Unlocking the potential of frontline managers: Instead of administrative work and meetings, they should focus on coaching their employees and constantly improving quality. McKinsey. Retrieved from https://www.mckinsey.com/business-functions/organization/our-insights/unlocking-the-potential-of-frontline-managers
Berg, J., Chandra Das, A., Gupta, V., Kline, P. (2018). Smarter call-center coaching for the digital world. McKinsey. Retrieved from https://www.mckinsey.com/business-functions/operations/our-insights/smarter-call-center-coaching-for-the-digital-world
Ernst & Young. (2013). The Ernst & Young Australian Productivity Pulse™: Wave 4, May 2013: Reaching our $305 billion productivity potential (p. 2). Retrieved from http://www.ey.com/Publication/vwLUAssets/Reaching_our_305_billion_productivity_potential/$FILE/Productivity_Pulse_May_2013.pdf
Gallup. (2015). State of the American manager: analytics and advice for leaders (p. 8). Retrieved from http://www.gallup.com/services/182138/state-american-manager.aspx
Harrell, M., & Barbato, L. (2018). Great managers still matter: the evolution of Google’s Project Oxygen. Retrieved from https://rework.withgoogle.com/blog/the-evolution-of-project-oxygen/
Rackham, N. (1979). The Coaching Controversy. American Society for Training and Development Journal 33(11), 12-16.
The Sales Management Association. (2008). Research brief: Measuring sales management's coaching impact (p. 14). The Sales Management Association. Retrieved from http://salesmanagement.org/web/uploads/pdf/8fa9799a465268debbc7a352a46b7e94.pdf
Wellins, R.S., Bernthal, P., & Phelps, M. (2005). Employee engagement: the key to realizing competitive advantage (p. 7). Retrieved from https://www.ddiworld.com/ddi/media/monographs/employeeengagement_mg_ddi.pdf
Zenger, J.H., Folkman, J.R., Sherwin Jr., R.H., & Steel, B.A. (2012). Organisations flourish with strong leaders. In How to be exceptional: Drive leadership success by magnifying your strengths (pp. 11-20). New York: McGraw-Hill.