![]() Customer satisfaction is low, and employee turnover is high. In most big companies, customer service feels like a factory floor, with rows of reps all working in isolation and racing to minimize call handle time. Other companies might likewise benefit from similar efforts to rethink standard industry practices. The results are impressive: In three years, T-Mobile has dramatically reduced its customer churn rate, cost to serve, and employee attrition and absenteeism. In addition, teams are authorized and expected to manage their own P&L statements. Reps get more-comprehensive training, managers get more time for coaching, and team members are evaluated on group performance as well as individual performance. Instead, T-Mobile relies on colocated, collaborative teams of reps who manage specific accounts in a given locale, with a focus on autonomous problem solving. There are no rows of service agents robotically responding to random calls as quickly as possible. But T-Mobile has a new operating model that’s making both employees and customers happier. Customer service jobs are notoriously joyless, and callers’ experiences with reps can be just as unsatisfying. ![]()
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |