DEVELOPING A PLANSMART Goals and Business Needs“That which gets measured gets managed”

OBJECTIVES IN THIS PRESENTATION

To share best practices that align with business and agent needs

Understand SMART goals Viewing examples of a SMART goal process Setting your own goals

WHY SET GOALS?

Goals provide a clear idea of what we are trying to achieve.

We are able to plan what we need to do to achieve these goals through people, time, resource, etc.

Goals allow us to measure progress

Examples of Goals: To increase something (profits, core metrics,

effectiveness) To improve something (processes, results,

relationships) To reduce something (risk, expenses, competition)

WHAT DOES THE PNEUMONIC SMART STAND FOR?

WHAT DOES THE PNEUMONIC SMART STAND FOR?-A

Specific – detailed outcomes criteria The goal should state the exact level of performance

expected Measurable – measurement criteria To achieve objectives, people must be able to observe

and measure their progress Attainable – realistic criteria Goals should challenge people to do their best, but they

need to also be achievable (no sink or swim situations) Relevant – significance criteria Goals need to pertain directly to performance challenge

being managed Timeframe – answers “by when?” criteria Deadlines help people to work harder to get a task

completed

UNDERSTANDING THE DIFFERENCEDefining ineffective and effective goals

EXAMPLES

To improve morale and motivation

Begin different ways of recognizing agents such as: ‘Thank You’ cards, favorite candy, sending a sealed letter home to their family regarding how much they are valued at Dish by April 5, 2011.

Ineffective Goal Effective Goal

EXAMPLES

Improve CSAT scores immediately

Hold agents accountable to SERF feedback by utilizing the Daily Agenda tool and enforcing consequences through quarterly evaluations by April 5, 2011

Ineffective Goal Effective Goal

INEFFECTIVE/EFFECTIVE GOALS

SOME SUGGESTIONS FOR CREATING GOALS

SUGGESTED WORDS TO USE WHEN WRITING SMART GOALS

Choose a verb- increase, decrease, improve, deliver, grow

Define the object- what you wish or will work toward to get better at and for whom

Identify how much- target goals and a reference to the meeting of success

Identify by when- time frame for completion of goal

PUTTING IT TOGETHERBuilding the process since the objectives have been defined

PROFESSIONAL OBJECTIVES

To give my agents the tools they need to complete their daily tasks efficiently and effectively

To create a safe-working environment Build the self-worth of agents first, to help

them build both integrity and get them comfortable taking risks

To support each agent in their understanding of changes within the company and set up proper career paths to help each agent succeed

To close gaps between departments To have a good working relationship with

peers and learn from each other

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Goal 1:

Establish a quarterly evaluation sheet to show agents what they are measured on annually. Must be completed by January 1, 2011. Quarterly form should show how each category will be defined to help agent become an ‘exceeds’ in each opportunity.

Your quarterly and annual evaluations will be weighed in the following areas: *The bold areas below will be scored on a one to five scale, where one is the lowest and five is the highest.

1. Judgment -The agent’s ability to systematically evaluate options in terms of consequences to draw sound conclusions both on and off the phone. -The agent’s ability to remain open-minded when forming opinions towards feedback, customers, peers, supervisors, policies, changes, etc. -If the agent concentrates on developing solutions to challenging problems, set-backs, feedback, etc. 2. Interpersonal Skills -Determined by the agent’s ability to identify and understand personal values of superiors, peers, and others. -The agent’s effort to develop mutual support and positive working relationships with peers, customers, superiors, etc. -The agent’s ability to work with multiple superiors -The agent’s continued effort to develop trust by displaying dependability and honesty

3. Creativity -The agent’s ability to develop creative solutions to problems both on and off the phone (such as: challenges within metrics, life/work balance, policy obstacles, organizational changes, etc.) -Creating satisfying solutions in conformance with organizational policies -The agent’s display of seeking new ideas and approaches for improvement -Works to de-escalate customers, bridges customers back to the focus of calls, 4. Continuous Improvement -Produces changes to hit and/or exceed in all metrics -Is receptive to new ideas -Learns quickly from setbacks -Uses constructive criticism to improve performance -Develops future goals for improvement -Tactfully discusses areas in need of improvement -Demonstrates a strong effort to improve

5. Commitment -Maintaining good attendance by avoiding the consultation process or stepping down on the consultation process -Avoiding break overages or excessive ACW use -Accepts full responsibility for results -Views responsibility as an opportunity for growth and accepts responsibility willingly -Promotes positive morale -Shows an eagerness and capacity to learn

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Goal 2:

Create a document understanding how to professionally reward an agent based on their interests and needs. This can help create a safe-working environment. Complete by Dec. 12, 2011.

Favorite Things Name:

Candy: Music: Movies: Place to shop: Cake: Hobby: Color: What did you want to be when you were little? What’s a current goal of yours? List three goals you have set for yourself within the next three months? List three goals you have set for yourself within the next year?

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Goal 3:

Create a foundation to see how well agents can plan, organize, and reach their goals. Do they understand their strengths? What did they work on previously? How driven are they to reaching a higher position or being a top performing agent in their own position? Complete by Dec. 12, 2010.

So far you’ve shared your traits of your favorite teacher, personal goals, professional goals, and favorite things. Let’s start working towards those virtues and goals. To begin we must first determine what is working and what’s not. Today, we will be focused on your professional goals. Before writing these, consider how many times you’ve gotten P4P. List 3 strengths in regards to your work: 1. ____________________________ 2. ____________________________ 3. _____________________________ List 3 things you’ve improved in your work over the last three months: 1. ____________________________ 2. ____________________________ 3. _____________________________ List 3 areas you’d like to focus on to improve: 1. ____________________________ 2. ____________________________ 3. ____________________________

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Goal 4:

Have each agent share their own best-practices for them to see what they’ve accomplished for themselves, as well as your accomplishments with your agents. This can be part of the quarterly evaluation processes and also help shape agent’s in their own defined goal shaping. Complete by March 30, 2011.

Liza Eubanks Successes 1. Using Resources

Paper hand-outs

QA Cheat Sheets

Community

Thread/ Co-workers

2. Support

Getting support using our individual learning styles. When I have a problem, the team makes it their problem and we fix it

together. Constant enthusiasm f rom the team.

3. I nterpersonal Skills

Find common ground. (listen to background noises, find out where they live, look at programming/ ppvs rented)

Laugh with the customer. Empathize.

4. AHT

Stay away f rom saying “I s there anything else I can help you with?”

Use scripted closings. Remember to use resources to keep in control of the call. Explain why, but not in excess.

5. Attendance

I mproved statistics. Feeling more rewarded f or eff orts. Like working with my peers.

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Goal 5:

Feedback should be delivered on a consistent basis along with rewards. This should be written in a planner or though Outlook as a reminder for each agent before quarterly evaluation is delivered. This can be done through one-on-one sessions and via thread. Deliver Q1-quarterly evaluation by April 1, 2011.

Liza Eubanks Q1 evaluation- *shows foot note

1. Judgement-4 I feel this agent’s biggest opportunity in this area is developing solutions to challenging problems, set-backs, and feedback. This agent has been given numerous tools and asked to utilize them on numerous occasions, however, has not. However, Liza has shown vast improvement in boosting her metrics by her own means and warming up to ask questions. In order to be considered an ‘exceeds’ in this category, Liza must start taking risks and utilizing her tools. 2. Interpersonal Skills-5 Liza has really grown in this category. She has opened up with questions, issues, and has supported the team in the thread when possible despite her issues with multi-tasking. Liza has also become more dependable and reliable and has displayed greater confidence within herself and her work. 3. Creativity-5 Liza does an excellent job at de-escalation, seeing metric’s as a challenge versus a de-motivator, has improved attendance, and conforms well to policy obstacles. Liza has gone from a tier two to a tier five within a matter of two months, showing great improvement in all major metrics.

4. Continuous Improvement-3* While Liza has improved in all major metrics, she struggles with taking risks, adapting to change, and utilizing tools. Liza at times gets de-motivated from set-backs instead of adapting her style to further improve her in all aspects. Initially, I would have given this area a one, however, Liza has been better with taking feedback, using constructive criticism, and does have a better idea of goal setting. What I would like Liza to improve in the following areas to get an ‘exceeds’: being receptive to new ideas, utilizing all tools given, and learning from setbacks versus getting de-motivated, and demonstrate a strong effort to improve by trying other sources. 5. Commitment-2 Currently, this is Liza’s biggest area of opportunity. She is on a final for attendance at this time, is generally late from lunch, and has numerous break violations. While she does accept responsibility for her actions, she needs to understand that her absence’s, excessive breaks, and late arrival from lunch, affects the business needs and cost of the company. Liza does want to learn and grow and has now vocalized this desire, however, she must learn to view even these challenges as opportunities for growth and development to get to exceeds in this category.

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Goal 6:Create a sheet to help both agents and those working with agents have a comfortable working relationship. This spreadsheet can help with: transitions to new coaches for both agent and coach, OJTs who are going to assist agents, Fab 4 representatives that give feedback, upper-management to have an understanding of the agent’s temperament, learning style, etc. Essentially a work in progress, however, framework to be completed by March 5, 2011.

Strengths Opportunities*Consistant with results *Liza is a auditory/visual learner. When showing Liza*Friendly/Approachable a new skill or task, speak with a more slowed, even tone*Considerate to others and pause frequently. Also, show Liza the steps in order.*Easy to work with *Liza is a planner that does not like to be rushed. Hence, *Takes feedback readily it is important to get with Liza early, explain expectiations *Has a great memory early on, and show her the new process in order.

*Liza tends to be hard on herself at times. When teaching her a new skill or task it is important to have the facts in writingthen allow Liza to ask questions regarding the new process.*Liza prefers a calm approach versus a direct one. In orderto gain a comfortable relationship it is important to Liza to be valued, know that she is right, and for her leader to be consistantin all regards. *When complimenting Liza, be specific. Versus saying "greatjob," try "Liza, I noticed you added more inflection to your callsI'm really impressed that you took to it so quickly. I think it will really improve your CSAT scores. Great job and thank you."

Judgement-4Interpersonal skills-5Creativity-5Continuous Improvement-3Commitment-2Performance-4

HELPFUL RESOURCESUsing sources to help us think outside the box

TOOLS FOR SUCCESS A Carrot a Day rewards Situation Leadership how to support someone Management by Strengths creating real teamwork Understanding Six Sigma better understanding of metrics The 7 Steps of Highly Effective People help with planning Generations understanding diversity How to Lead a Team if transitioned from agent to coach Fat-Free Writing professional writing

DEVELOPING A PLANSMART Goals and Business Needs“That which gets measured gets managed”