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Featured Speakers
Dan Conlon
Director of Service
Operations
Dennis Gershowitz
Vice President
Service Strategies Practice
Greg Rhoads
Vice President
Worldwide Select Support
CEMDNA Playbook Strategy
Dennis Gershowitz VP, Service Strategies Practice
Anthony & Alexander Group LLC
What is the ROI of Employee Engagement?
Positive customer experiences help brand your business in a
positive way that directly influences satisfaction and loyalty.
Employee engagement boosts performance in a number of areas
• Productivity, product quality & worker safety
• Firms with high levels of employee engagement are 22 percent more
productive than those with poor engagement levels.
Engaged employees…
• Are more attentive and vigilant
• Look out for co-workers and the overall enterprise because they
personally 'own' the result of their work and that of the organization
• More willing to go the extra mile to resolve a problem or close a sale
• Contribute to a culture that consistently delivers a high level of service
How Bentley Engages Colleagues
to Drive User Loyalty
Greg Rhoads
Vice President
Worldwide Select Support
11 | WWW.BENTLEY.COM | © 2012 Bentley Systems, Incorporated
Customer Centric Improvements
1. Customer Experience Program - Bentley’s Multi-Channel Contact Center Project
2. Change Management Campaign – “Don’t say no to a user”
3. Engaging Colleagues though Surveys
4. Colleague Development Programs
5. Colleague Recognition Programs
6. Colleague Suggestion Program
7. Our Social Future
12 | WWW.BENTLEY.COM | © 2012 Bentley Systems, Incorporated
12
• 275 Support Engineers in 25 offices around the world
– 10% of our staff is Virtually Connected another 200 matrixed into the organization
• Support 600K + users from 172 countries
• Support 504 distinct software products in over 40 languages
• 260K Service Tickets per year
= Not your typical Call Center
13 | WWW.BENTLEY.COM | © 2012 Bentley Systems, Incorporated
13
Multi-Channel Contact Center Goals
1. Reduce the time it takes to identify a user
2. Improve telephony voice quality
3. Roll out and achieve worldwide queues/skills
16 | WWW.BENTLEY.COM | © 2012 Bentley Systems, Incorporated
Customer Centric Success Stories
1to1 Media / Peppers & Rogers
• www.1to1media.com
• 10 excellent examples of how focusing on Customers is good for business
17 | WWW.BENTLEY.COM | © 2012 Bentley Systems, Incorporated
Engaging Colleagues Through Surveys
• Survey every Support Interaction
• Colleagues have access to all survey information – ‘STARS’ for high marks
– Management facilitation on low marks
• Customer Satisfaction scores are a factor in Quarterly Review and Incentive Process
18 | WWW.BENTLEY.COM | © 2012 Bentley Systems, Incorporated
Colleague Development Program
• Reviews should positively reinforce colleague development and engage colleagues in the company goals
– Customer Satisfaction
– Proactive Support offerings that drive User Loyalty
– Include Peer Recognition
19 | WWW.BENTLEY.COM | © 2012 Bentley Systems, Incorporated
Colleague Recognition Programs
• Bentley Uses the STAR program for Colleagues Recognition
• STAR – Situation, Task, Action, and Result
• Monthly merit based bonuses are determined from STARs
20 | WWW.BENTLEY.COM | © 2012 Bentley Systems, Incorporated
Colleague Suggestion Programs
• Engage Colleagues through a Suggestion Program
– Colleagues can post suggestions of areas to improve
– Colleagues vote on the suggestions
– Create projects around top suggestions
– Colleagues participate in project to implement the suggestion
21 | WWW.BENTLEY.COM | © 2012 Bentley Systems, Incorporated
Our Social Future
• Execute support from Social Communities
• Measure Colleagues on their Social ‘Klout’ on our Communities
– Internal and External component
• Allow Users to vote on software fixes
• http://communities.bentley.com
22 | WWW.BENTLEY.COM | © 2012 Bentley Systems, Incorporated
Greg Rhoads – Vice President Select Support
Bentley Systems, Inc.
Email: [email protected]
Linked In: www.linkedin.com/in/gprhoads
Facebook: www.facebook.com/gprhoads
Twitter: www.twitter.com/gprhoads
© 2013 DealerTrack, Inc. All rights reserved.
Engaging Employees to Drive Customer Loyalty:
Dealertrack Team Member Engagement Strategy
Wednesday, July 24, 2013, 2:00pm EDT
Dan Conlon – Director, Service Operations
24
Presenter’s Background
■ 16 years in the automotive retailing software industry
■ Product, data integration, technical support, and process management experience
■ Currently managing centralized operations for the Service team, supporting product
implementation and inbound/proactive support teams
■ Involved in Service side of Dealertrack’s Voice of the Client (VoC) program
■ Developed and provides Client Relationship Management workshops at Dealertrack
■ Operating Philosophy:
Client Satisfaction is Service’s ultimate deliverable to the business and drives the “Three Rs”:
Retention, Referrals, and Revenue Growth
25
Rapid Acquisitive and Organic Growth
- Credit App 1.0
- Desking - PaymentTrack
- eContracting
- NADA BookOut
- Website Plus
- IPO
- Launch eMenu
- DealWatch
- Desking - SalesMaker
- InventoryPro
WebAlg
CreditConnection
dealerAccess
LeaseLink
GoBig Menu
ALG (sold 10/1/11)
Chrome (JV 1/1/12)
DealerWire
DealerWare
GlobalFax
Arkona
Curomax
ASM
AAX
Workflow
& Innovation
- OpenTrack
- Inventory 3.0
→ IOS
→ Price Driver
- Canada DMS
TradeTracker
Polk AIC
triVIN
2012
- SmartFind
- PaymentDriver
- Finance Driver
- AuditProtect
CentralDispatch
ClickMotive
iCONNECT eCarlist
• 22nd acquisition completed in 2013
26
Company Scope
2,000 Associates across
North America
19,000 dealerships
20+ OEMs 1,300 + Lenders
100M+ Transactions
Annually
Generating
$450M In Revenue*
Connecting with
supporting and Over
*2013 Street Guidance
27
Broad Product Groups with Diverse Team Culture and History
Dealer
Management
Solutions
Registration
and Titling
Services
Digital
Retailing
Solutions
Inventory
Solutions
Sales and
F&I Solutions Lender
Solutions
Interactive
Solutions
28
Geographic Diversity
• Plus additional offices in
Louisiana, Canadian operations,
offshore operations, and many
remote team members
29
Dealertrack Technologies
■ Our Vision: Deliver the market leading suite of integrated technologies capable of
transforming auto retailing.
■ Our Mission: Collaborate to develop innovative workflow solutions that drive
efficiency and profitability for our clients.
■ Our Values
□ Drive client satisfaction with everything you do.
□ Cultivate great ideas and execute with quality.
□ Deliver on commitments to clients and team members.
30
Dealertrack’s Satisfaction Program
Voice of the Team Member
Voice of the Client
Client
Satisfaction
To borrow a HumanSigma concept:
Happy Team Members = Happy Clients
31
The Impact of Team Member Engagement
■ But just as importantly…
□ Reduce team member attrition
(negative/external)
□ Retain expertise and capability
□ Stabilize client relationships to build…
▪ Trust
▪ Confidence
▪ Personalization
▪ Partnership
▪ Loyalty
32
Solicit
Listen
Evaluate
Develop
Implement
Share
Effective Engagement Requires Process (and Leadership)
33
Annual Team Member Engagement Survey
■ Open to all team members to complete anonymously
■ Team Members asked to rate company and provide commentary on…
□ Commitment & Retention
□ Performance Culture
□ Leadership & Values
□ Diversity
□ Career Development
■ Feedback compiled and analyzed, compared to applicable HR Leadership Council
benchmarks
■ Focus groups conducted by HR with random team members to discuss feedback,
obtain clarification, and solicit suggestions
■ Results discussed with location/Solution/function leadership and plans developed
■ Plans implemented and impact evaluated informally and through next survey’s
results
34
Annual Team Member Engagement Survey - Results
■ Response Rate: 49% in 2010, 54% in 2011, 60% in 2012
■ Six Largest Year-Over-Year Increases for 2012:
□ The Organization does a good job of incorporating new hires.
□ The Organization proactively identifies programs and services that facilitate work-life
balance.
□ I have a good understanding of Dealertrack’s direction and goals.
□ The Organization does a good job of valuing diversity of cultural backgrounds,
personal styles, and ideas among its team members.
□ The Organization does a good job of providing the training I need to do my job well.
□ The Organization supports flexible work arrangements.
35
Dealertrack University: Team Member Development
■ All Team Members
□ Instructor Led
▪ Essentials of Leadership
▪ Conflict Resolution
▪ Influential Leadership
▪ Communicating and Listening
▪ New! Leading Effective Meetings
□ eLearning
▪ Getting Started as a New Leader
▪ Essentials of Leadership
▪ Resolving Conflict
▪ Leading Change
▪ Achieving Your Leadership Potential
▪ Communicating with Impact
▪ Making Meetings Work
▪ Coaching for Improvement
▪ Coaching for Success
■ Management
□ Communication Tools and Strategies
□ Communicating Performance
□ Communicating Change
□ Onboarding New Team Members
□ Preparing for Career Advancement
□ Building and Leveraging Relationships
□ Unplanned Coaching On-The-Job
□ Engaging and Motivating Your Direct Reports
□ Preparing to Coach Effectively
□ Mentoring
□ Preparing and Executing Performance Reviews
□ Individual Development Plans
□ Developing Your Direct Reports
□ Love ‘Em or Lose ‘Em
36
Management Training on Engaging Team Members
Course Objectives:
■ Reinforce why engagement and
retention are critical issues and the
influence managers have
■ Introduce practical strategies and
tools to help managers make a
difference
■ Begin action plans to address
engagement and retention with all
team members
37
What is the Dealertrack Jam?
■ A 57-hour online event in which all team members, including contractors, can
participate
■ Four Forums (with multiple discussion threads) – this year…
□ Our Culture
□ Delivering to Our Clients
□ 2014 & Beyond
□ Great Ideas
■ Postings analyzed in real-time and post-event, then programs are collaboratively
developed, implemented, and communicated
38
2012 Jam Results – A Sampling
■ Restated our Dealertrack values, as part of our rebranding late last year
■ Detailed HR strategy initiated for 2013 to focus on succession planning, career-pathing, creating a high-potential development program, and to develop cross-training opportunities
■ Corporate-wide training on running effective meetings and email etiquette
■ PTO time requests changed to allow smaller blocks of time to be used
■ Rolled out a team member skills database for all team members to input their skill sets
■ Social committees created across several locations to help develop fun, local team member events
■ Several processes being examined to help improve or streamline internal and external offerings (such as T&E, contract processing, client invoicing, client self-service)
■ Developed a formal acquisition strategy for newly-acquired organizations, to ensure a smooth onboarding of new team members and integration of processes and technologies
39
2012 2013
■ 90% registration
■ 1636 team members accessed event site
■ 4.4 posts per team member
■ ~4,800 total posts
■ 97% registration
■ 1703 team members accessed event site
■ 7.2 posts per team member
■ 6,873 total posts
Jam Participation Rates – Growing Engagement
40
Rewards and Recognition, Team-building and Celebrating
■ Company-wide
□ Client First
□ Team Member First
□ Great Ideas
□ Interoffice themed competitions
□ Executive walk-around
■ Office-wide
□ Sports leagues, 5k runs/walks
□ BBQs / picnics
□ Bring your kid to work day
□ Bake sales and other fundraisers
□ Intraoffice themed competitions
□ Executive walk-around
■ Technical Support
□ Service Star of the Month
□ Star Quarterback
□ Annual Awards
□ Themed contests based on client
satisfaction and achieving metrics that
drive it (Olympics, Football League,
NASCAR)
□ National Customer Service Week
41
Technical Support – Survey Process
■ Policy to ask for verify email address with every interaction
■ Survey link sent for every case closed where client provides email address
■ Survey takes 1-2 minutes – five statements specific to the interaction on which
client is asked to express level of agreement:
□ Would recommend Dealertrack’s support team (Transactional Net Promoter Score)
□ Team member’s understanding of request, empathy, knowledge, and technical solution
■ Team members can view results real-time…and empowered to proactively follow-up
■ Leadership manages the formal follow-up process, triggered in one of two ways
□ Client provides a “very dissatisfied rating”
□ Client requests a callback
42
Technical Support: Coaching to Quality and Client Satisfaction
Team Member Coaching Session
(Spot and Biweekly)
Voice of the Client (VoC) Survey Data
Quality Performance Assessment
(QPA) Results
Use VoC Root Cause
Analyses to refine
QPA emphasis as
needed
Improvement Improvement
Thanks for Your Participation
Dennis Gershowitz
Vice President
Service Strategies Practice
Tel. 910/270-5382
Greg Rhoads
Vice President
Worldwide Select Support
Tel. 610/458-2655
Dan Conlon
Director of Service
Operations
Tel. 972/661-4917
Requests for Information
Bill Bradley
Director of CEM Marketing
Omega Management Group Corp.
Tel.: 978/715-2587
www.omegascoreboard.com
Check for upcoming webcasts at
www.omegascoreboard.com/webcast.php