Role of Digital: Customer Services
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Highlights and headlines from our Role of Digital: Customer Service report, as delivered at our breakfast event on February 2nd 2017. To read the full report and order your print copy, sign-up to our newsletter: http://www.brightwavegroup.com/subscribe-for-updates/index.html
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Role of Digital: Customer Services
- 1. Role of Digital: Customer Service A qualitative report on the digital transformation process
- 3. Colleague experience: the next wave of transformation
- 4. Digital literacy: an urgent, universal need
- 7. It's essential to have a good manager who understands user needs, behaviour, and tech and business requirements
- 8. Self-service is driving new forms of content
- 9. Customer service transformation learning transformation is
- 10. So… • Colleague experience: the next wave of transformation • Digital literacy: an urgent, universal need • Collaboration’s accelerator effect • Making sense of self-service & new forms of content • Customer service transformation IS learning transformation
Notas do Editor
- Mature digital organisations will start bringing customer-grade experiences to colleagues in 2017 Future skill requirements for L&D teams point toward digital capability Existing digital L&D infrastructures can be optimised by building-out digital skills
- Digital literacy is an acute need for L&D teams. Closing these skills gaps throughout the organisation is a key milestone of a formalised digital strategy. Desirable skills include data science, user experience and design-thinking Digital is finally having an impact on how L&D teams are structured, influencing reskilling/ upskilling decisions and recruitment.
- Knowledge- and resource-sharing between L&D & customer-facing teams assists digital transformation Leveraging digital capacity outside L&D helps us build consumer-grade learning experiences for colleagues
- Separate out knowledge and skills – the knowledge is there and abundant. How do you want colleagues to apply it? Leading orgs introducing job families, career and learning paths as self-service frameworks Connected colleagues’ info-gathering skills are not in doubt. The new role is to contextualise info for the customer’s personal need The ability of colleagues to find the right information in order to ‘get the job done’ is no longer in doubt. The next step lies in being able to contextualise that data for the customer’s immediate needs.
- Separate out knowledge and skills – the knowledge is there and abundant. How do you want colleagues to apply it? Leading orgs introducing job families, career and learning paths as self-service frameworks Connected colleagues’ info-gathering skills are not in doubt. The new role is to contextualise info for the customer’s personal need The ability of colleagues to find the right information in order to ‘get the job done’ is no longer in doubt. The next step lies in being able to contextualise that data for the customer’s immediate needs.
- User-generated content and social learning are major priorities for this year but are teams putting in the comms and capability to support. Whilst we as colleagues have high expectations in terms of learning consumption, learning content production in a work context isn’t yet a wide expectation of employee behaviour. Most organisations accept this as a huge cultural shift: even digital natives with highly-connected lifestyles struggle to transfer such habits into productive workplace activity.
- DIGITAL IS CHANGING WHAT IT IS TO BE A CUSTOMER SERVICE AGENT. IT’S NOT ABOUT GETTING THROUGH AS MANY QUERIES AS YOU CAN IN AN HOUR. YOU MIGHT FIND BOTS CAN HANDLE THAT LOW HANGING FRUIT. IT’S ABOUT MAKING THOSE INTERACTIONS COUNT, FORMING RELATIONSHIPS OR GIVING GREAT EXPERIENCES TO CUSTOMERS, WHICH CREATES AND FUTURE REVENUE DRIVERS FOR THE ORG. THESE CUSTOMER INTERACTION ARE IMPORTANT AND STRESSFUL. YOU MIGHT BE DEALING WITH PEOPLE WHO ARE BOTH ANGRY AND HAVE BEEN RESEARCHING THEIR ISSUE FOR SOME TIME, AND NO MORE ABOUT IT THANTHE AGENT DOES. THE AGENT NEEDS TO TURN THE ANGRY CUSTOMER INTO A HAPPY, REPEAT PURCHASER THERE AND THEN, WHILE FINDING THE INFO THEY NEED. THAT’S A SKILL. IT’S NOT ABOUT LEARNING RESOURCES – IT’S ABOUT LEARNING AND RESOURCEFULNESS – BUILDING CUSTOMER SERVICE AGENTS WHO CAN EMPATHISE WITH CUSTOMERS AND THINK ON THEIR FEET. Upskill L&D teams Improve access to tools & systems better integrated and promoted to colleagues Complex Digital transformation = improvement in old fashioned skills too! The need to multi-skill agents to support multiple products via multiple channels is becoming Digital transformation and automation bring colleagues closer to customers Customers are empowered with their own info and have increasing expectations of service When we say the learning proposition is changing, this really means that the character of the work is changing Point 2: customers and complex queries (which open up new opportunities for upselling and customer development).
- Employee-powered learning with integrated data analytics provides the best guide to what to learn next L&D budgets are broadly level, but a greater proportion of the blend is going towards digital Existing digital L&D infrastructures can be optimised by building-out digital skills