PowerPoint Presentation

Yellow Belt Sigma Training Created by Insite Managed Solutions for Helen of Troy

S UPERVISOR T RAINING

October 2021

Evaluating Consulting Staffing The Human Operations Experts® Training

U NDERSTANDING CTQ M ETRICS (C RITICAL TO Q UALITY )

CTQ Objectives

By the end of this module, you will be able to:

 Build a CTQ tree with Voices,

 Understand the principals that define the Critical to Quality (CTQ)

Requirements, CTQ, and Causal Factors

 Utilize Fishbone and Kano tools to

 Identifying and define what a voice means

demonstrate Metric and Causal Factors

 Understand how Causal Factors influence your business

 Find the requirements for the voices of your business

Introducing a CTQ Tree

A CTQ Tree builds on a foundation starting with identifying the Voices and building to identify Causal Factors.

There are 4 components of a CTQ Tree…

Critical to Quality (CTQ)

Causal Factors

Voices

Requirements

CTQ Trees are used to accomplish the following:

 Define your key performance metrics  Define input metrics and/or processes  Map the relationships between input and output metrics

Defining Voices

The important first step is to understand how we define voices of the busines.

A “voice” is:

What are business voices?

 A key stakeholder  An entity that wants/requires input into the center

 The Customer (the end user)  Executives  Employees  Finance  Board of Directors  The Market  Investors

 The Process  The Industry

Translating Voices

To translate a voice, begin with “Voice of…”

Contact Center Voice Voice of Stakeholder

Acronym

The Customer

Voice of the Customer

VoC

Executives

Voice of the Executive

Employees

Voice of the Employee VoE

Finance

Voice of the Business

VoB

Board of Directors

Voice of the Board

The Market

Voice of the Market

Investors

Voice of the Investors

The Process

Voice of the Process

VoP

Identifying Requirements of Voices

To translate a voice, begin with “Voice of…”

How can we listen to these voices?

A “requirement” is:



The Customer (the end user)

 What a voice requires of our center; their expectations



Executives



Employees

 To identify a requirement for a voice, we need to “listen” to what the voice tells us



Finance



The Market



The Process



The Industry

Characteristics of CTQ

CTQ characteristics help us to identify metrics of focus for our voices and requirements.

Characteristics of CTQ:

A “CTQ” metric is:

 Must be measurable

 Must be an OUTPUT metric

The single most relevant metric to measure a voice’s requirement

 Must have a target

 Must link to a

voice’s requirements

Identifying a CTQ

What is a good CTQ Metric for each requirement in your business?

Voice

Requirement

CTQ

On-time orders

Customer

???

Identifying a CTQ

What is a good CTQ Metric for each requirement in your business?

Voice

Requirement

CTQ

???

Business

???

Characteristics of Causal Factors

Causal Factor characteristics help us to identify what influences the outcome of the CTQ Metric.

A “Causal Factor” in a contact center is:

Characteristics of a Causal Factor:

 Must be measurable

A metric that measures the input processes to a CTQ

 Must be an INPUT metric

 Must have a target

 Must link to a CTQ

Identifying Causal Factors

What are some Causal Factors of each CTQ?

Voice

Requirement

CTQ

Causal Factor

On-time orders

Customer

Identifying Causal Factors

What are some Causal Factors of each CTQ?

Voice

Requirement

CTQ

Causal Factor

Conversion Rate

Enrollments

Business

Service Levels

Adherence

Exercise – Causal Factors

Together we will define Causal Factors and the impact on customers.

 Approximately 20 minutes

 Each team will be assigned a CTQ

 Identify & list all the associated Causal Factors



Identify a presenter

 https://360.articulate.com/review/co ntent/0a9c017c-4e02-4dd1-86c8- c28d897f94d5/review

Linking CTQ Trees to Your Business

How can CTQ Trees add value to your business?

 Organize reports with a CTQ/Causal Factor hierarchy; great approach for dashboards

 Improve the ability to identify root cause of a poor performing CTQ

 Decrease the time to execute an improvement project

Applying The Kano Model

The Kano Model is a prioritization analysis designed to help customer service teams prioritize improvement initiatives and KP I’s (Key Performance Indicators).

KANO Model applied to CTQ’s:

 Classify your metrics into 3 categories

 Identify the metrics that should be

continuously improved compared to those that need to achieve a minimum threshold

 Identify metrics that should have 1 target or 2 targets

Implementing The Kano Model

Utilize the following steps to implement The Kano model:

Metric

Must Be

More is Better Delighter

Comments

Metric 1

Metric 2

Metric 3

Metric 4

Create a table like the one above:

 List your key metrics

 Classify each metric

 Note specific comments/logic where appropriate

Implementing The Kano Model

Utilize the following steps to implement The Kano model:

Metric

Must Be More is Better

Delighter Comments

Service Level

AHT

Attrition

Conversion Rate

Create a table like the one above:

 List your key metrics

 Classify each metric

 Note specific comments/logic where appropriate

Thinking about defining targets

Thinking about the metrics in your center

 Do metrics have

▪ 1 target

▪ 2 targets

▪ Or many targets?

 Do all metrics need to improve all the time?

Defining metrics objectives Now you are able to:

 Define and implement a CTQ Tree

 Define and implement a KANO model

 Define the relationships between contact center metrics

 Utilize a quantified process to set metric targets

Interpreting Performance with Run Charts

Interpreting performance with run charts By the end of this module, you will be able to:

 Interpret a run chart

 Implement a run chart

 Analyze a run chart

 Apply a run chart to contact center metrics

Example run chart Run charts are graphs that display observed data in a time sequence.

Interpreting a run chart When interpreting a run chart, look for patterns or trends in your data that indicate special-cause variation.

3. Understand the direction of positive performance

2. Understand the data presented on the chart (y axis)

4. Understand the target

1. Understand the time interval (x axis)

Implementing a run chart Insite best practices.

Execute the following steps and best practices to implement a Run Chart for your contact center metrics:

Format the data along a time scale • It is best to have 20+ data points • When working with a monthly scale, 12 data points is acceptable-24 is preferred

Initiate the Run Chart tool & follow the steps

Insert a descriptive title

Insert descriptive labels for the x and y axis

Implementing a run chart continued Insite best practices.

Define the y-scale a) Define a significant performance change for a specific metric – the following are benchmarks for a typical department • Service Level: 5% • Critical Error Accuracy: 1% to 2% • Customer Satisfaction: Link to Precision/Confidence Interval

Insert the target(s) There are 3 methods to insert a target: • Drawing a line • Drawing a box (only when there are 2 targets) • Insert a series for the target

Define the direction of “good” performance

Insert a linear trend line (if appropriate)

b) Set the “major unit” – the increment width – to the

percentage identified in “step a” c) Modify the minimum & maximum to display 9 to 11 increments

Instructor led exercise Practicing run charts together.

 Format the data along a time scale  Initiate the run chart tool and follow the steps  Insert a descriptive title  Insert descriptive labels for the x and y axis  Insert the target(s)  Define the directions of “good” performance  Insert a linear trend line

Answering run chart questions What are your answers?

R U N C H A R T A N A L Y T I C S

The following are Insite’s Analytics Questions

What % of the time is the target achieved? • Good performance is 75% or greater

How much variation exists between data points? • Low variation is when 75% of the data points do not have “significant” performance changes

What is the trend (getting better, flat, getting worse)? • In some cases, inserting a trend line can assist with interpreting the trend – only do this when the metric is “More is Better”

Are there any special causes?

Team exercise Practicing run charts together.

 Spend a few minutes becoming familiar with Insite’s ccData  Identify a metric for each member

 Each team member uses that metric to independently create a run chart  Convene as a team and review each run chart-be sure to:  Interpret the results  Analyze the chart  Check that all guidelines have been implemented

 Identify potential improvement initiatives  Define what actions to take on “Monday”

Interpreting performance with run charts Now you can:

 Interpret a run chart

 Implement a run chart

 Analyze a run chart

 Apply a run chart to contact center metrics

U NDERSTANDING V ARIATION WITH B AR C HARTS

Variation with Bar Charts Objectives By the end of this module, you will be able to:

 Identify and analyze outliers in the Bar Charts

 Understand how to interpret and analyze Bar Charts

 Understand outlier variation in the Bar Charts

Interpreting a Bar Chart Bar Charts have 3 components to be aware of:

AHT for September (min)

2. Understand time period of the data set

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Agents

3. Understand data source

1. Understand data represented in X & Y axis

Interpreting a Bar Chart Your data can be organized for a clearer perspective

Utilize the sort function in Excel to get a clearer view of your results

AHT for September (min)

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Analyzing a Bar Chart

Using organized Bar Charts can help you formulate the right questions

3. The bottom 25% of Agents AHT is below 4.50 minutes . Why are they spending so little time on the phone?

1. 25% of Agents have AHT of 6.59 or higher. What are they doing on their calls that others are not??

2. The Majority of your Agents lie in the middle. How can they be motivated to improve?

AHT for September (min)

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Analyzing Outliers

Outliers are data points on either side of a Bar Chart

Outliers can be both benchmark Agents and/or opportunity Agents

Benchmark outliers are the top 25% and excelling at a secondary metric

Opportunity outliers are the bottom 25%

Quality Scores for September

120%

100%

80%

60%

40%

20%

Agents

Answering Questions

B A R C H A R T A N A L Y T I C S I n s i t e ’ s A n a l y t i c s Q u e s t i o n s

Insite analytics

Are there data integrity issues?

Is the variation high or acceptable?

Who are the outliers?

Are there any special causes?

Team Exercise

Group Exercise

Use the excel spreadsheet to create a bar chart for the agents on your team. Add the axis titles and chart title.

September 2019 AHT

Step 1

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7.00

6.00

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Sort the data from highest to lowest.

Step 2

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2.00

Identify the top and bottom 25%.

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Step 3

0.00

Discuss possible reasons for outlier performance. Identify

Agents

Step 4

and discuss any special causes.

Analyzing Process

Analyzing Process Objectives By the end of this module, you will be able to:

 Explain why monitoring is important

 Identify which monitoring method is best for each scenario

 Communicate the steps of conducting a process analysis

 Use the correct symbols in a process map

 Implement a process analysis

 Identify variation in a process analysis

Why Monitor Agents?

The Importance of Monitoring We have been learning how to analyze data, in order to more effectively diagnose where we may have process breaks that could be impacting the business. But what now? We need to roll up our sleeves to start monitoring agents. By monitoring agents we identify good and bad behaviors that we can acknowledge appropriately.

Why is monitoring agents so important ?

By monitoring you will be able pinpoint process breaks

Uncover opportunities for improvement in

Document processes as they are happening to uncover gaps

Ensure tools are being used properly

training, systems, process etc.

Monitoring Methods Monitoring your Agents will have different outcomes using different methods.

Side-by-side

Remote Monitoring

Recorded

Peer Monitoring

 Comprehensive view of Agent work process and skills

 Allows view of normal Agent behavior during the interaction

 Allows view of normal Agent behavior during the interaction  Higher assessment accuracy  Interactions can be replayed  Partial view of Agent’s skills  Partial view of Agent process

 Comprehensive view of Agent’s behaviors and skills in live interactions  Less intimidating than side-by-sides

Pros

 Tends to alter Agent behavior

 Partial view of Agent’s skills  Partial view of Agent process unless screen share is enabled

 Observation process conducted by an SME

Monitoring Method Exercise Which monitoring method would best fit each scenario?

Side-by-side

Remote Monitoring

Recorded

Peer Monitoring

Which monitoring method would best fit each scenario?

 Using a lead SME assist and mentor a new Agent

 When following up on a coaching to verify the behavior change

 To assist an Agent with a difficult call and offer live assistance

 When doing multiple calls or follow ups for efficiency purposes

Introduction to Process Mapping Process mapping uses shapes & arrows to show a process in motion

Beginning / End

.............

Decision

.............

Process

.............

Paper Document

.............

 Shapes are used to describe a step in the process  Arrows connect the steps to completion

Process Mapping Symbols Follow these best practices while building a process map.

Standard Process Mapping Symbols

Activity – Actual task

Decision – Exercising discretion

 Example: Review a form

 Tip: Indicate what % of volume takes which path

.............

 Tips: 5 words or less

.............

Beginning or end of process

Documents – Any form, template, job aid or spreadsheet utilized as part of the process

.............

Direction of flow

Major Opportunity – Potential cost saving or business improvement

Outside of Process – Use it to draw attention

 Example: How to reduce 70% of rework at this step

 Examples: Hands off to

another department, inputs from strategy

 Tips: Quantify

opportunity as possible

Process Map Example

Where are possible steps in the process that would affect AHT performance?

Acknowledge call in PureCloud

Is call from candidate?

Verify full name & last 4 of social

Explain results and questions on report

Notate STORM candidate tab only

Yes

Search in STORM

Locate in GoodHire

All mail is opened, scanned and uploaded to the documents queue in PureCloud

Support agent will open and interpret type of work

Retask document to the proper queue for workflow

Is this paper mail?

Office assistant gets USPS mail 3x weekly

Yes

End

Provide status update of current report

Notate STORM candidate tab & employer tab

Search STORM for employer

Verify user email & PIN

Is issue about candidate?

Access candidate tab in STORM

Is report within time of service?

Explain estimated turnaround time

Disposition in PureCloud

Yes

End

Agent accesses fax task in PureCloud

Begin process to expedite to Reports or Verifications

Explain turn around time to candidate

Notate STORM candidate tab only

Search STORM for employer account and company account

Receive task through PureCloud queue

Valid no Candidate Alert or pending?

Open candidate in STORM

Note content of file in STORM

Save As candidate name

Is issue for invoice?

Search STORM for all recent invoices

Clarify invoice details

Match customer expectation?

Notate STORM employer tab

Customer Support contact queues

Open file

Yes

Print letter as PDF

Attach file in STORM

Yes

Request W-9 business license or support documentation

Submit ticket to account team (Ethan Peters) for customer contact/support

Open Alert letter template for employer

Update candidate name and address

Open Documents tab in STORM

Disposition in PureCloud

End

 What ideas from your own

 What processes do you know of within Inflection that have an opportunity to improve AHT?

experience could improve this process?

Understanding Variation Understanding Variation Reducing variation is important to improve performance. In order to reduce variation, we must understand:

At first glance it seems we hit our target. This is an example of a process that is centered around the target, but very seldom meets the requirements of the customer.

Here is an example of a process that has results well grouped together. But is well off target from hitting the customer expectation.

This displays a process that is centered and is within the tolerance of the customer’s requirements. This is where we want all our processes to be.

Team Exercise Group Exercise

Listen to a call from one of our agents

Step 1

On a flipchart document the process steps taken on the call by our agent

Step 2

Can you identify any process breaks from the agent? What risk could occur if just one of the required process were not followed? Once documented, as a group review and discuss the documented steps. Once in agreement that all steps have been captured, move on.

Step 3

Step 4

Virtual Floor Management

Skills Delivered

Insite’s leadership development breaks down into two complimentary skillsets:

What to Coach

How to Coach  Metrics and performance  Performance

 Understanding the correlation of metrics  Focusing on basic statistics to drive results  Analyze processes

Methodologies

 Coaching for Success  Driving

Differentiated Performance

Course Objectives By the end of this module, you will understand:

 Establishing communication cadence to maintain performance

 Identifying outliers to know where to put focus

Best practices for communication channel vary based on the audience There are many communications channels, and they all have their strengths and weaknesses. Utilizing the proper channel for each situation will reduce confusion and allow your team to operate more effectively.

Phone

Text

Works well for in-depth conversations

•

Useful for when employees are not online to communicate important updates

•

Using with video provides the added benefit of body language

•

Chat

Group chat

Great for instant conversational communication Direct questions and answers

•

Keeps teams connected Best for brief questions and collaborative responses

• •

•

Message board

Good for important but not urgent communication Limit messages to 1 to 2 paragraphs

•

Use to communicate business and team updates

•

Social media

Webcam

Having a social presence will allow employees to still feel connected and help them adjust to change

•

Facilitating meetings with video will keep your team connected

•

Use daily huddles to keep everyone engaged Scheduling daily team huddles will keep your team connected and working toward your organizations KPI’s. Connection to leader s and peers, when working from home, is critical to maintaining performance and keeping everyone focused on the areas that matter the most.

Important updates and KPI review: Share updates and changes to policies. Also spend time reviewing KPI successes and opportunities. This is a good time to have the team collaborate on best practices. Take time to connect: Spend some time on nonwork related topics. This will develop relationships and set the tone for the rest of the meeting

Use video: When possible, use video during the meeting. This will help the team to connect more fully. This gives you the ability to pickup on facial expressions and body language.

Q&A: Ending the huddle with a question and answer session will ensure that everyone is on the same page.

Team meeting agenda templates help to drive message consistency Setting an agenda for the team meetings will bring structure and direction to the interaction. Ultimately, it will keep the focus on the most important goals and lead to successful results. Be sure to send the final form to team members and your leadership after the meeting.

Team Meeting Agenda: • Performance should be focused on the most critical KPI’s. Limited to 3 allows the agents to remain focused on what’s most essential. • Focus areas and tips should be specific and impact the aforementioned KPI’s. • Observations - can be sourced from areas such

as quality observations or CSP phone behaviors. These can also be positive

• Team lessons learned can be requested ahead of time or asked during the team meeting and typed out in real time in front of the group. • Recognition - can be for big or small accomplishments

There are several activities that leadership can enact to help drive core KPI’s Leading your team in an at home environment will create new challenges. Being intentional about implementing effective behaviors will lead to a cohesive team and, ultimately, successful results.

Schedule coaching sessions, evaluation time, and team meetings in advance.

Maintain a schedule

Ensure that CSPs can reach out during stressful customer interaction. For especially rough calls, debrief with the agent after the interaction.

CSP frustration outlets

Establish and utilize chat rooms to connect with the team. Team chat rooms also facilitate peer collaboration and best practice sharing..

Team chat rooms

Help agents break goals down to basic components to ensure understanding and success

Establish a clear path for success

Prioritize activities that will have the largest impact on the KPI’s that need the most attention.

Prioritize activities

Reward top performers to keep motivation high in the new at home environment. Call out great customer interactions to the team or have contests throughout the day

Incent great work

Setup daily success plans to drive transparency and communication When leading in the work at home environment, creating daily accountability around tasks will lead to success. Maintaining a daily success plan will limit distractions and create the proper focus on the most important tasks. Success plans align leaders and CSPs so that they are working together to achieve impactful results.

Daily reporting Establish email reporting checkpoints at the end of each day. CSPs should report daily on accomplishments, challenges, and next steps. Supervisors should also send a report to their manager outlining the same areas at the team level. This is a good time to call out challenges or success with specific individuals. Validate understanding At the beginning of each week review the goals with the agents to finalize the plan. Validate that they are realistic and discuss specific plans for achieving them. Adjust as needed As goals are reported on leaders and team members should work together to adjust as needed. Detailed daily breakdown Once high-level goals are established, break them down into daily tasks. In the transition to an at home environment, this create needed clarity to ensure that the goals are achieved.

Re-assess processes and fine tune based on needs

With the changes in a work at home environment, processes may need to be modified to accommodate remote work. Discussing foreseeable challenges and changes with your team helps the transition go smoothly.

Quality: • What changes are being made for the at home environment? • Example: quality form changes to factor in things like background noise? CSP support: • Planning is needed to ensure that CSPs get questions answered and stay connected with the team • Update training modified to account distance learning Escalated contacts: • Are there modifications needed for the customer escalation process? Real time management of queues: • Adjustments will be needed for checking on and providing assistance for long call • Recruiting overtime or approving time off will be different

HR processes: • Logistics of participating in unemployment hearings

Providing agents with an avenue for peer communication helps keep teamwork strong Because agents lose the ability to communicate in-person, they need other ways to connect. Consistent peer communication facilitates the sharing of ideas and best practices.

Peer communication Setting up a communication channel allows CSPs to ask questions and provide ideas on how to be successful when working from home.

• Establish a chat room specifically for CSP communication

• It might be helpful to have a channel for business conversation and another one for non-business team commination

• Invite ‘Real Time Analysts’ to the room to help with activity callouts

• Supervisors can use the room for public recognition • Keep in mind, not all CSPs prefer their recognition to be public

Constant attention to real time management is critical to drive productivity Traditional queue monitoring processes need to be modified in an at home environments. Maintaining consistent vigilance of the queue becomes even more critical when your workforce is not localized in the same building.

Queue monitoring considerations • Communicate without taking the “standing over the shoulder” approach • Establish thresholds to check on long calls • Utilize chat to reach out to see if any assistance is needed • Establish a clear call escalation path • Make allowances for a ‘time out’ after a difficult call • Have an escalation process in place for agents that are unresponsive • Have a logout process for agents that leave themselves logged into the queue Real-time adjustments to staffing • Overtime recruiting • Don’t make the mistake of assuming that because people are working from home, they are always available for OT • Work with the team to create an OT availability schedule for each person • Time-off during availability • Make offers based on need, agents may be more willing to be flexible with adjusting shifts in at home environments • Have a plan for split shifts if needed • Avoid continuously relying on the same employees

Identifying outliers allows you to know where to put focus Here are some principles used to identify outliers.

Keep the following things in mind:

Average/Mean – Most common output type but can be susceptible to limited results causing a skew in results

Median - The middle value of observations arranged in order of magnitude. Particularly helpful with quartile reporting.

Mode - The most frequently occurring value in a data set. Helpful to know where most performance is grouped

Range - The distance from the lowest data point to the highest data point. Best when used in tandem with the other methods.

Potential outliers

Establish a cadence to virtually assess customer impacting red alerts It’s important to keep a pulse on the customer experience as agents are transitioning to working at home. Increasing the freq uency of call monitoring sessions and keeping a closer eye on Conversion Rates and Quality will lead to consistent and sustained performance.

Quality

Increase monitoring sessions

Monitor Conversion by agent daily

Listen for background noise

Look for drops in performance Review any written or voice recorded feedback that the customer shared Address poor behaviors immediately and set consistent follow-up schedules

Review with each agent trends in quality performance over a series of quality audits Charts work well to detail performance by category This helps to isolate the development conversation to focus on trends instead of anomalies

Document escalating corrective actions/agent counseling

The performance management process must be documented

The most common method of addressing a performance result, a documented improvement plan allows for structure in supporting an employee to achieve their results.

Performance Improvement Plans should all utilize the S.M.A.R.T. goals methodology.

Were targets reached?

Yes? Celebrate success!

Timely

Relevant

Attainable

Measurable

Specific

No? Was improvement made?

Yes – Decide if escalation is needed or just a revised plan

No - Escalate with revised plan Repeat in accordance with HR policies until targets met or movement is required

Align with HR to overcome any documentation which require acknowledgements Special considerations are needed to maintain consistency with HR processes in the work at home environment.

Provide a channel with which employees can have a safe and secure avenue to reach-out through Ensure consistent treatment of employees and void the perception of favoritism Use remote solutions to ensure documentation requirements are not halted, and utilize video conference technology to facilitate any disciplinary meetings with employees Collaboration between operations leadership and HR is crucial when making decisions on someone’s employment status.

Module Summary You are now able to:

 Establish a communication cadence to maintain performance

 Identify outliers to know where to put focus

W HAT TO C OACH HOW TO C OACH

October 2021

Overview & Objectives By the end of this module, you will be able to understand:

 Implement the 6 step Coaching flow with your agents

 Create SMART Goals and Objectives

 Identify different Personality Types and Personas, and how to adaptt your coaching

 How the ways we observe our agents changes the output

Insite’s Coaching Methodology

The Coaching Model is a 6 Step Process.

1. Explain How 2. Provide Examples and Proper Tools 3. Role Play to Success

POSITIVE

OPPORTUNITY

EXECUTE

STEP 1

STEP 2

STEP 3

STEP 4

STEP 5

STEP 6

WOW You Were Great Here!

Where Do You Think This Broke Down?

Reaffirm

Thank you for your time!

Open With Questions

Establish A Safe Place

B ehavior E ffect E xpectation S ecure Commitment

You Can Do This! Name their Motivation:

B ehavior E ffect T hanks

• Income • Job • Goals, Happiness

• Timeframe • Method of Follow Up • Next Steps

Insite’s Coaching Methodology: Step 1

Step 1 focuses on creating a warm and welcoming coaching environment.

Create a welcoming environment

STEP 1

Attempt to deliver coaching in a private setting to maintain confidentiality and avoid

outside distractions and interruptions.

Establish A Safe Place

Avoid confrontational postures. Bear in mind that 93% of communication is

non-verbal. Therefore, consider implementing the following:

Manage your voice through tone, volume and delivery making sure that your message will be positive and optimistic.

Manage your eye contact; too much will be seen as aggressive, too little will suggest a lack of interest.

Insite’s Coaching Methodology: Step 2

Be curious during Step 2 and ask questions to engage on a personal level.

Engage on a personal level to set the stage for dialogue

Show that you care about them as a person, not just as an employee:

STEP 2

• How are you doing today? Having a good week? • Identify what is important to them – what motivates them.

Open With Questions

Transition to how they feel they are doing in their role: • What are their struggles? • What are they doing well?

Dig deeper into performance struggles and what they are

currently doing to address them:

• How is your approach working for you?

Insite’s Coaching Methodology: Step 3 Focus on what is going well and build from there.

Transition on a positive note

POSITIVE

Recognize and reward high performance, highlighting strengths and recognizing

STEP 3

incremental improvements.

WOW You Were Great Here!

Utilize the BET approach to remove their emotional barriers around the

coaching process.

• Behavior – Your focus on being confident on this call was great! • Effect – Staying confident ensures the call goes smoothly and Operations has

B ehavior E ffect T hanks

confidence in what you are saying! • Thanks – I really appreciate that!

Insite’s Coaching Methodology: Step 4

Empower your team to create opportunities for personal and professional growth.

Let your employees own their improvement process

OPPORTUNITY

Ask the employee to assess the situation to uncover the performance gap.

STEP 4

• What do you think could have gone better?

Where Do You Think This Broke Down?

Utilize the BEES technique to establish a plan of action: • Behavior – What do you think we could have done better? • Effect – How do you think that impacted the outcome? • Expectation – Going forward, what do you think we should do? • Secure Commitment - Provide timeframe, follow-up method and next steps.

B ehavior E ffect E xpectation S ecure Commitment

1. Explain How 2. Provide Examples and Proper Tools 3. Role Play to Success

• Timeframe • Method of Follow Up • Next Steps

Insite’s Coaching Methodology: Step 5

Emphasize the benefits of ongoing improvement and development.

Share with your employee the benefits of improving

POSITIVE

STEP 5

Show the employee “What’s in it for me” when they improve.

Reaffirm

• Allows them to be eligible to receive monetary incentives. • Provides career pathing opportunities. • Taking great care of real time actions is what fulfills them in their role.

Use a statement that shows your belief in their abilities to execute the

You Can Do This! Name their Motivation:

behavior.

• Income • Job • Goals, Happiness

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