The Importance of Training Reinforcement

It’s a known fact that a well-trained employee makes a difference it the customer careindustry.

How your consultants resolve customer issues, deal with potentially volatile situations, and up-sell or cross-sell your products and services, makes or breaks your business.

It shouldn’t come as a mystery that when you invest in employee training programs, your agents come out motivated and equipped with a more versatile toolkit to use on customers.

However, as with all things, the enthusiasm starts to fade and the recently acquired skills deteriorate, which leaves you with mostly the same issues you dealt with prior to training.

Follow the steps below to amp-up your training sessions and make them stick.

 

How to make it stick?

The first step is up to you, don’t get frustrated with your employees “training amnesia,” instead evaluate your training service’s reinforcement methodology.

Do you incorporate follow-up programs?

It’s been proven that over the course of six months, trainees will lose up to 75%  of knowledge gained through training if there are no reinforcement and follow-up solutions introduced. Similarly, less than a 50% of skills gained during training sessions will carry over to the job if there’s no failsafe in the form of training reinforcement implemented.

Customer care training is essential; empower your employees by providing them with the proper “tools of the trade” as well as incorporating a well functioning follow-up methodology.

 

Summarizing & handouts

Don’t count on your employees having a photographic memory, quite a lot of important information will slip by them over the course of training sessions.

Compile handouts (or create a handy PDF document) that will highlight key points raised during customer service training, use diagrams and images but keep it short – make sure that the handout is short as possible (no more than 2 pages) and lists only relevant critical information.

Encourage consultants to use these handouts as a miniature knowledge base.

 

The art of coaching

Good training sessions are a mix of theory, spliced with examples of a real-life application of our newly acquired skills and a dash of role-playing. Theory will most likely stick with your employees, it’s the real-life application part you need to reinforce:

  • observe
  • correct
  • demonstrate
  • reevaluate

Coaching sessions solidify newly acquired knowledge, especially if conducted right after customer service training. Demonstrating the correct approach is essential, reinforce their efforts through praise and feedback.

 

Debriefing

Tie-in reinforcement session during staff meetings, it’s a wonderful opportunity to review key concepts and training in general. Discuss how are they incorporating their new skill-set into their daily routine, how are they helping them and most importantly ask which skills seem to be the most problematic when applying to practical situations.  Periodical debriefing is a powerful reinforcement tool it allows your employees to work through any potential issues they might be having as they start “getting their hands dirty”.

 

Take it from the top

Leading by example has to be one of the best ways to reinforce training lessons, if you really think your employees don’t mimic your behaviour, think again. Monitor yourself, consistently apply training session knowledge in customer and coworker relations – bring those training lessons to life, prove that you “walk the walk” and not just “talk the talk”

 

It doesn’t end in the classroom

Customer service training doesn’t have to end the moment your employees get back to their workspace. Follow our tips and get the most out of your training investment, maximise gains by reinforcing and coaching your customer service agents.

You’re the deciding factor on what they retain from training sessions.

 

Myths surrounding cloud-based solutions

There’s a whole bunch of myths surrounding cloud-based communication solutions that are mostly used to dissuade enterprises from implementing them. Lack of control over company sensitive data and problems that may occur when integrating cloud-based solutions with other more traditional applications are the two most common concerns.

Companies Lose Control Over Key Data.

This is one of the most common arguments in the effort against cloud-based services. You have zero control over your data, you are at the mercy of your cloud provider when it comes to even the most minute matters like day-to-day changes in configuration or access control.

This argument could not be further from the truth since one of the key advantages is the modular user interfaces developed by providers – those turn into multifunctional tools in the hands of a manager. When it comes to contact centres, the managers can implement vast changes without any involvement from the IT department while even closely monitoring their agents since the tools they are using are fitted to them specifically.

As for the loss of control over key data, every cloud-based system allows storing sensitive information on the client’s premises.

Difficult Integration.

The difficulty with integration is yet another myth that shrouds Cloud solutions. Most customer care centres today operate on-premise based systems that require cost-heavy CTI integration. Cloud, on the other hand, uses latest web services technology. It is designed with the phrase “user-friendly” in mind – making it easier to actually implement into a premise-based system, not to mention other cloud applications.

The Aftermath.

Cloud-based solutions are easily integrated and you don’t loose control over any data. So is this solution right for your enterprise? That is for you to decide.

Keep in mind that consumer demands are on the rise, mobile customer support access, social media integration and much more. Cloud could unify the whole field.

It does not solve all the problems but can solve most of them or in the very least point us to the logical solution.

 

B2B Lead Generation: Quality, Quantity or Both?

Ah yes, the good ole marketing vs sales clash; quantity vs quality – where should we start to in order to solve this conundrum?

To be frank, sales reps need fewer leads, to be precise, fewer unfiltered, unrefined leads.

If a lead is properly and consistently nurtured and developed its chances of “flourishing” into a completed sale increase.

The main problem within companies is that the marketing teams are rewarded for quantity, and not lead quality. Technology also helps with generating those leads at an astounding pace at a relatively low cost. Also, the fact that more than a third of sales reps are missing the quota, doesn’t help either.

To simplify, the usual report from marketing looks like this “Great quarter in lead generation. We generated more than 1564 leads from all sources – that’s a 20% gain over last year. Despite higher PPC cost, we managed to keep our leads under the standard price.”

So when sales executives take a closer look at these not-so-awesome leads, their response is quite harsh:

  • No defined budget info? Begone!
  • Not a senior enough lead? Bye, bye!
  • Planned for next year? Toodles!

The whole mess goes back and forth, without a proper resolution. It’s quite insane, marketing teams think they are keeping their end of the bargain, and they are if you consider things from the volume only standpoint, while sales are dismissing leads, rightfully so, since they are not nurtured.

Companies are also to blame, gambling with leads is a common practice. Why pay twice the average price for a well nurtured, quality lead when you can, pay half of that and gamble a bit, while receiving double the amount of leads with a conversion rate ranging from 20% to 60%.

Lead vendors that dabble in such practices are equivalents of “sweat shops”, pumping out leads “en masse” without consideration for quality. In return, companies waste millions on low quality, poorly qualified leads. There’s also a metric to justify this sort of behaviour, ROMI (return on marketing investment) – sometimes, as little as 20% close rate is considered good. Although, the actual return is, in fact, close to zero.

Since quantity over quality, simply doesn’t cut it, what steps should companies undertake?

  • Measure the quality and cost per ACTUAL lead.
  • An “overseer” (c-level executive) that keeps sales and marketing in check, evaluating their work and making sure both departments have the companies best interest in mind, and not their own.
  • A special group whose focus is nurturing leads till they are sales ready if a particular lead can’t gain momentum this special team will “look under the hood” and diagnose.