Case 1: Answering The Phone

CASE 1: ANSWERING THE PHONE
BACKGROUND
Jim Mullens is the supervisor for the Customer Service Unit. He and his unit is
responsible for updating customer accounts and files as well as for providing
information to customers and other employees. His representatives (CSRs)
answer questions about the services offered, provide information about a certain
customer’s account and modify files so that they are up to date and correct. Due
to limited time, he had to make some quick decisions to cope up with the changes
in the workplace. Although he had some initial success in forming the unit, he still
faced a number of problems.
MAIN ISSUE
The Customer Service Representatives (CSRs) lack the basic training and skills
needed to professionally handle customers over the phone. The CSRs either
neglect to put customers on hold while the search for information; do not explain
the reason for any inquiries when asking questions; do not verify any information
whatsoever; and instead of being honest with the customers, they react
defensively when they don’t know certain the answers to certain questions. These
are only the major problems Jim has encountered but are not the only the
problems he has observed.
CAUSE/REASON OF THE PROBLEM
The main issue stems from the planning of the new unit. Apparently, it was not
done well. The online computer system was purchased and installed before the
actual operations people we’re brought in. Jim was given a week to get the unit
on the road.
As a result, he had to make quick personnel selections. Hiring is one of the most
critical task/challenge an organization must face. When rushed, this could lead to
mistakes and critical missteps. This mistake ultimately cost him because his
representatives use unorthodox styles in answering the phone and do not follow
basic rules.
Although specific details we’re not mentioned, Jim also had to take care of a lot of
administrative details within a short period of time.
POSSIBLE SOLUTIONS
1. Devise a Training Program – due to the representatives lacking the

necessary basic training that they should’ve been given, one solution is to
devise Jim’s own training program while they are on the job since because
there are no available training programs.
2. Fire and Hire – if all else fails, terminate employees who are incompetent
and have poor work performance but do so with dignity and respect. After
that, hire better people for the job.
RECOMMENDATION
I would strongly advise Jim to devise a training program so that the employees
are given a chance to redeem themselves and only consider the termination of
certain employees if Jim deems it fit.
Before devising a good training program, Jim must gather data and information
about all the issues that lead to conflict, problems in handling the new system,
problems regarding the phone etiquettes and preferred learning styles. After that,
devise a plan in which everyone should follow systematically:
1. PRODUCT KNOWLEDGE AND COMPANY MISSION AND VALUES – it is

essential that all representatives have deep working knowledge of the
organization’s product or services. They must first learn the details of the
product/service that they are offering so that can specifically fulfill various
customer needs. It also important that every employee should have a deep
understanding of the company’s mission and vision statements. Not only
does this give the workforce a sense of value but also propels them in one
and focused direction.
2. ESTABLISHING/CREATING PERFORMANCE STANDARDS – at the end of the

program, CSRs must be able to:
 Efficiently access the Customer Information System (CIS)

 Enter information into system correctly
 Follow basic phone procedures and etiquettes
 Deal with conflicts or problems under pressure
It is essential that CSRs know how to input information and details that they
are provided and in turn, provide the necessary information to customers
when required.
3. PROPER TRAINING PROGRAMS – create various training programs to
ensure all representatives learn in their preferred learning modes.
Programs are listed below:
 Experiential Training – is a method that is based on gaining

experience. They include the following:
o Simulation – lets employees work through real-life scenarios in
a risk-free environment
o Job Aids – include posters and pamphlets so representatives
can use them as reference when they need them.
 Social Training – is a method that focuses on learning with others and

include:
o Lunch and Learn – form of training wherein groups interact
during lunch and other breaks. This serves as an opportunity so
that reps can ask Jim certain questions about work. This
method also makes the group comfortable with Jim as this
builds morale.
o Mentorship – Jim provides the representatives with a mentor
they can work with (or himself) and ask questions on the job.
o Role-playing – in this method, CSRs take turns working through
different situations to practice and hone their skills.
 Formal Training – are a traditional way of learning and include the

following:
o Mobile Learning – allows the representatives learn on-the-go

and in their own time through mobile devices such as tablets
and smartphones.
o Instructor-Led Training – is a training method led by an
instructor (or Jim) mostly in a classroom setting.
o Videos – are useful mediums for learning because they are
short in nature and are easy to understand.
4. COMMUNICATION – Jim must know the ins and outs of what’s happening
in the workplace
 Regular Communication with Representatives – Jim can learn what

his CSR’s know by communicating with them on a regular basis. Find
out where they’re having problems.
 Meetings – address concerns about the workplace and come to a
decision. Give the representatives a part in the decision-making
process to give them a sense of belonging. See if they also have
suggestions for making things better.
 Feedback – Jim must take time to listen to his representatives and be
ready to offer targeted feedback so they can improve. Doing this
gauges out the abilities of each and every employee.
5. REWARD INCENTIVES FOR GOOD WORK – this helps to encourage

employees to do their best work all the time. Quotas, contests and rewards
provide positive incentives in a number of different ways. This helps the
CSRs motivated and maintain a high level of morale.
6. MAINTAIN CURRENT PERFORMANCE – lastly, Jim must look back and

evaluate if the standards of performance have been met. It’s his job to
maintain or better yet, improve the current state of the workforce as a
supervisor.
NOTE:
*proper phone etiquettes are already included in the various training
programs
* although Jim has collected information about which preferred learning
styles his CSR’s want, they are still obliged to participate in all the training
programs mentioned above.
*Jim must document all the processes of the program

Case 1: Answering The Phone

Uploaded by

Copyright:

Available Formats

Case 1: Answering The Phone

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Case 1: Answering The Phone

Uploaded by

Copyright:

Available Formats

CASE 1: ANSWERING THE PHONE

1. Devise a Training Program – due to the representatives lacking the

1. PRODUCT KNOWLEDGE AND COMPANY MISSION AND VALUES – it is

2. ESTABLISHING/CREATING PERFORMANCE STANDARDS – at the end of the

 Efficiently access the Customer Information System (CIS)

 Experiential Training – is a method that is based on gaining

 Social Training – is a method that focuses on learning with others and

 Formal Training – are a traditional way of learning and include the

o Mobile Learning – allows the representatives learn on-the-go

 Regular Communication with Representatives – Jim can learn what

5. REWARD INCENTIVES FOR GOOD WORK – this helps to encourage

6. MAINTAIN CURRENT PERFORMANCE – lastly, Jim must look back and

You might also like