For-Profit Thinking in a Non-Profit World Ideas for utilizing corporate call center practices to...
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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
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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
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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
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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
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Our Story
Est. 1971 as CONTACT of Oklahoma City
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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?
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Business Empowerment
For-Profit Management vs. Non-Profit Management
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For-Profit Management
Non-Profit Management
Focus on processSpecific knowledgeAccountabilityGoal = increase profit
Focus on missionGeneral knowledgeCompassionGoal = decrease
expenses
What’s the difference?
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Best of both worlds!
Happy Place
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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.
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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
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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
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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?
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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
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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
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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
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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
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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
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Continuing Education
1. What do you offer for frontline staff?
2. What do you offer for leadership staff?
3. Did you create the curriculum?
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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
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Q&A