FOR-PROFIT THINKING IN A NON-PROFIT WORLD

ID EA S F OR U TILIZIN G C O R PO R ATE C A LL C EN TER PR A C TI C ES

TO IM PR O V E Y O U R N O N - P R OF IT C A LL C EN T ER

FOR-PROFIT TRANSPLANT

• Mazzio’s• Dell, Inc.• AAA Insurance

* 1 6 y e a r s i n c a l l c e n t e r m a n a g e m e n t *

Bryan Lewis

FOR-PROFIT TRANSPLANT• Young America Corp.• West Corp. • Dell, Inc.

*12 years in corporate – 5 years in non-prof i t*

Matt Cordray CRS/CIRS

Discussion PointsBusiness Empowerment• Compare and contrast ideas of and values of both For-Profit Management and Non-Profit Management• Evaluate leadership skills and possible gaps within the

agency• Recruitment and hiring processes

Employee Accountability• Review key performance indicators• Define “stack ranking”• Individual performance improvement

Continuing Education• for frontline staff• for leadership staff

Our Story

Est. 1971 as CONTACT of Oklahoma City

We implemented ideas, processes, and values used in the for-profit

industry to fine-tune and sale our non-profit services.

How did we do it?

Business Empowerment

For-Profit Management vs. Non-Profit Management

For-Profit Management

Non-Profit Management

Focus on processSpecific knowledgeAccountabilityGoal = increase profit

Focus on missionGeneral knowledgeCompassionGoal = decrease

expenses

What’s the difference?

Best of both worlds!

Happy Place

Evaluate Leadership Gaps

1. What knowledge do we have on the team?

2. Do we have the right knowledge on our team?

3. Are differences effectively used?

The goal is not to be perfectly balanced, but to adjust the pivot point to promote balance for the shared mission.

For-Profit Non-Profit

Defined skills and requirements

Multiple screening levels

Competency based testing

Behavioral based interview questions

Preferred skills and requirements

Single interview with 2 interviewers

Position based interview questions

Recruitment and Hiring Processes

For-Profit Non-Profit

Defined skills and requirements

Multiple screening levels

Competency based testing

Behavioral based interview questions

Preferred skills and requirements

Single interview with 2 interviewers

Position based interview questions

Recruitment and Hiring Processes

Employee Accountability

1. What performance metrics do you track?

2. How do you define your best employee and your worst employee?

3. What is your process for improving performance?

For-Profit Non-Profit

Team Performance Incoming calls Offered calls Answered calls Abandonment rate Average speed to answer Average handle time Service level attainment Average caller abandonment

time Quality Assurance Scores

(Monthly, Weekly, Daily, Hourly)

Team Performance Offered calls Answered calls Abandonment rate Average speed to answer Average handle time 2.5% user follow-up

(Monthly)

Key Performance Indicators / Metric Tracking

For-Profit Non-Profit

Employee Performance Attendance Punctuality Offered calls Answered calls Missed opportunities Average handle time Utilization Schedule adherence Quality Assurance Monitoring

Scores

(Monthly, Weekly, Daily, Hourly)

Employee Performance Attendance Punctuality Quality Assurance Monitoring

Scores

(Weekly)

Key Performance Indicators / Metric Tracking

Who is your highest ranked employee and lowest ranked? Employee Performance

Attendance Punctuality Offered calls Answered calls Missed opportunities Average handle time Utilization Schedule adherence Quality Assurance Monitoring

Scores

(Monthly, Weekly)

Employee 1 Employee 2 Employee 3 Employee 4 Employee 5 Employee 6 Employee 7 Employee 8 Employee 9 Employee 10

Stack Ranking

Who receives a performance improvement plan?

Employee Stacked Ranking

Employee 1 Employee 2 Employee 3 Employee 4 Employee 5 Employee 6 Employee 7 Employee 8 Employee 9

Employee 10

The bottom 25-30% would be placed on a performance improvement plan.

(2 week, 30 day, 60 day, 90 day)

Corrective Action and Performance Improvement Plans are NOT the same thing.

Performance Improvement

Is all this work important?

Employee success =

Team success =

Agency success =

For-Profit ManagementFocus on processSpecific knowledgeAccountabilityGoal = increase profit

Non-Profit ManagementFocus on missionGeneral knowledgeCompassionGoal = decrease expenses

Continuing Education

1. What do you offer for frontline staff?

2. What do you offer for leadership staff?

3. Did you create the curriculum?

Frontline Staff

• Monthly speaker at call center meetings• AIRS online training• Oklahoma AIRS Conference• National AIRS Conference

Leadership Staff

• Center for Non-Profits• United Way• National AIRS Conference

Q&A