James King, Allison Compton,
Jeremy Severson, and Ann Williams
March 8, 2011
Dr. Molly Smith
Addressing Challenges of Groups and Teams
Competition and technology changes in the telecommunications industry has resulted in declining profits for Desert Communications Incorporated (DCI). The competitive business climate in the telecommunications industry requires DCI to initiate proactive strategies to drive profits. The conventional view of the customer contact center is as a cost center for supporting customer relations (Kaiser, 2011). Learning Team B will demonstrate the advantages of converting the customer contact center into a profit center for cross-selling additional products and services available through Desert Communications Inc. The contact center employees will receive the necessary training and support to become a strategic operation contributing to company goals for profitability.
Methods for Operational Change
Incorporating new methods, ideas, technologies, or programs within an organization can face resistance, and if the resistance flourishes, employee activity protecting the status quo can build a counterculture against the change. Change within a work unit that includes changing the job description is a recipe for failure without appropriate planning. Planning is an activity that incorporates decision-making regarding objectives, strategies, priorities, assignment of responsibilities, organization of work, and distribution of resources (Yukl, 2010).
After identifying operational changes, communication of the changes is necessary for acceptance and support among the key employees at DCI. Without the appropriate training and feedback mechanisms, the employees responsible to execute operational change can encounter lack of enthusiasm and low morale (Fonseca, 2012). Providing telephone sales training, modeling behaviors, enforcing policies, and instituting rewards systems can create a culture of optimism.
Telephone Sales Training
Leading organizations view sales an extension of customer service and cross selling is imperative to company growth and customer preservation (Boe, 2011). Appropriate training will help contact center service representatives understand that a sale is an advanced level of service. This will allow call center representatives to recognize buyer needs, create opportunities to cross-sell, and close more business transactions.
Modeling Desired Behaviors
Adherence to change requires people in charge to model the changes they wish to reinforce. Customer contact employees must follow policies regarding call handle time and attendance so incorporating upselling activities can place added pressure to daily requirements for employees. Therefore, it is critical for leadership consistently to model desired behaviors for optimal results (Green, 2006).
Proficient managers are consistent enforcing policies and guidelines establishing a smooth department. Without consistent enforcement, a supervisor's actions can undermine a component of employee morale with unclear expectations. Contact center employees with a clear understanding of expectations will not perform to their full potential (Fonseca, 2012).
Instituting Recognition and Rewards
Instituting appropriate recognition and rewards systems is tenet of contact center motivation. The recognition and rewards must have clearly defined, achievable goals that are available to every employee and reward receipt must be timely (Heathfield, 2012). Furthermore, the recognition and rewards must apply to key motivators, have incentives of value to the contact center employees, and encourage...