Customer Service Directors - Glowinkowski

1 Glowinkowski International Customer Service Directors (and other such similar leadership roles). A Behavioural Competency Framework The Summary Report Customer Service Director Behavioural Competency Framework Customer Service Directors (and other such similar leadership roles). A Behavioural Competency Framework The Summary Report Prepared by David Physick MBA, MSc Glowinkowski International Limited Reviewed by Don Hales World of Customer Service and Founder and Chairman of Judges, National Customer Service Awards and Chris Farrance Service Quality International Limited August 2008. 2008 Glowinkowski International Limited. All rights reserved, including translation. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, recording or duplication in any information storage and retrieval system, without permission in writ- ing from the publishers, and may not be photocopied or otherwise reproduced even within the terms of any licence granted by the Copyright Licensing Agency Ltd.

2 2008 Glowinkowski International Limited 2. Customer Service Director Behavioural Competency Framework Summary of Findings A key reference point is our Integrated Framework. This Background positions leadership behaviours as a driver of an organisation's This report represents the outcome from almost 18 months of Climate, which is the pre-eminent causal factor of quantitative and qualitative research, the objective of which performance. Within the body of the full report that has was to define the behavioural competencies associated with been produced from this research programme, the concept high performance delivery in the role of Customer Service of Climate is explained quite fully along with the other Director or other such similar senior roles. components of the framework. In our view, there is a need to distinguish between preferred The Glowinkowski Approach behaviours (which we call Predispositions) and motivation, which contribute to personality, and actual, delivered Glowinkowski International Limited has a long and successful behaviour.

3 We make the point that organisations pay for track record in preparing competency frameworks for specific delivered behaviour rather than attributes of personality. organisations and roles. It retains a purity of thinking about competencies in terms of their being entirely behavioural in make-up. All too often, we see competency being abused Our Basic Tenets as a concept in order to provide a single, convenient label, In summary we subscribe to a number of basic tenets: which is used to encapsulate many other different faculties 1. When Climate improves, organisational performance and capabilities that individuals bring to their roles. Where improves, including Customer Service . such amalgamation occurs and competency frameworks . are imposed on organisations, in our experience obfuscation 2. We define Climate as how it feels to work here whereas ensues because there is no clear means of measuring or Culture we define as how things are done here . Culture assessing a set of competencies that sweep up skills, programmes often fail to improve Service delivery because knowledge, experience, personality and values.

4 Behaviours, they overlook the people dimension of Climate. like distance or volume, are discrete entities that have their 3. An organisation's Climate is significantly affected by the specific measurement calibration. behaviours of its leaders. In turn, the Climate helps shape the behaviours of everyone else in the organisation. If leaders behave in such a way that Customer Service quality Glowinkowski Integrated Framework is clearly regarded as important, this will be reflected in an organisation's Climate and in the manner in which everyone behaves towards their customers. If leaders Strategic Objectives behave otherwise, Service will be regarded as low down the priority list. 4. We use the term competency to describe the underlying Critical Success Critical Success Critical Success behaviour that marks out superior performance. Both Factors Factors Factors relevant technical skills and knowledge and behavioural competency are needed in combination to deliver outstanding performance.

5 Predispositions & Motivations 5. A competency is defined as a characteristic behaviour associated with successful organisational outcomes . organisational 6. Considering personality, we seek to understand, Why Processes Structure Behaviours do people do what they do? and, What causes one individual to behave in a certain way and yet different from another in the same situation? . 7. It is vital to recognise and appreciate that organisations Climate pay their people, especially their leaders and managers, for their delivered behaviours and NOT their personality. 8. Actual Behaviours are a function of Personality and Business Situation. All too often people cope with situations. Their Performance personality doesn't work yet they don't consciously learn to deliver alternative, effective behaviours. 2008 Glowinkowski International Limited Summary of Findings 3. Customer Service Director Behavioural Competency Framework 9. Our research evidences that there is clear blue water Wider application in organisations is achieved through the in an organisation's Service performance if led by a Customer Service Director and HR working collaboratively Customer Service Director who has learnt to deliver the to apply the principles of the framework around the HR.

6 Distinguishing behavioural competencies defined in our operational cycle, in recruitment, in performance framework. management, succession planning etc. It is through this root and branch treatment that Creating the Customer Service significant performance advantages can be attained. In our Director Framework experience, we have seen Service quality improvements across the board when working with organisations to The framework identifies two types of behavioural implement a behavioural approach to managing their competencies. Firstly, there are eight threshold business. competencies , which when delivered effectively will result in good performance outcomes. Secondly, a further set of One example might be enhancing Climate so that the business truly becomes an employer of choice enjoying eight competencies were identified that are distinguishing lower turnover amongst its staff who collaboratively behaviours , which when delivered result in superior deliver excellent performance.

7 Another example concerns performance. coaching Contact Centre Advisors to improve their We group the competencies into four clusters of behaviours, engagement skills with customers. As a result, they will those relating to thinking, influencing, achieving and self- listen more carefully to what their customers are saying managing. and be better able to identify their needs. In the full report, we provide a full definition of each competency, including different levels of behavioural The Critical Competencies contribution together with developmental and coaching tips. The Critical Competencies that have emerged from our By itself, a competency framework confers no performance research are shown below. advantage on any leader or organisation. To gain that advantage, a number of steps need to be taken. Examples of two of the competency definitions, one threshold and one distinguishing, are provided at the end of this Firstly, Customer Service Directors need to be assessed summary report.

8 Against this framework, which provides benchmarked feedback that helps the essential behavioural development to be identified and mapped out. Good Performance (Threshold behaviours). Thinking Influencing Achieving Self-managing T1: Customer /. I1: Engagement style A1: Getting results M1: Robustness Client Orientation I2: Customer /client M2: Orientation to T2: Systematic thinking A2: Investigative influencing excellence Outstanding Performance (Distinguishing behaviours). Thinking Influencing Achieving Self-managing T3: organisational A3: Developing talent and I3: Managing relationships M3: Perseverance awareness capability T4: Strategic thinking I4: Inspiring change A4: Innovative M4: Agility 2008 Glowinkowski International Limited 4 Summary of Findings Customer Service Director Behavioural Competency Framework Comments from the Focus Groups Alongside the quantitative research, we held a number of focus groups involving many Customer Service leaders. A raft of comments was gleaned from these sessions and a small number are provided below.

9 These remarks have provided an immense contribution to the richness and depth of the competency definitions. W. e ahe need a gre d. W to be a trategic tom t tod hat co conti balance s ational orr ay i n n W We ha ve to nd ope r ow. s co stitut ually e ment a mm es s thin imm need develop odi ome king . tise th ens e to b e activity d thi ng pos e live pressu able t ted ' co re; ow inte by cu mme exter ithsta rn st n na n ser ally fr omers ts that lly fro d vice om on can m a th th b gen s a cos ose w e web e era t h tor rathe o reg and of v r th ard alu a e. n a We need to be able to ec quantify wh onomically at many con qualitative. sider is We do n't alw as our ay custom s live the sam need to ers, ye e lives b t we empath e able to dem f our y with them.. onstrat ve r y part o s an effect e E n ha ice rg a n isatio lity of serv o qu a e W. the ed to th e upon futu have s provid er. They t th a t i tom hav re stra o shap al cus e wor to be tegy; w e our extern cessarily ne at is a wha k.

10 Oth at the e abs rganis o don't ate this. Th ur role. t erw olu atio ci o s fo appre stituent of cus o r tom ever o ise the efront ely t n's y co n er f f ou re i o ke ocu r s f t sed enter no ho his We must fi . pris p nd every op eb e feasible to ta portunity eing lk with our customers.. The Way Forward With an understanding of the Customer Service Director Competency Framework, these findings can be dealt with at both a Personal and organisational Process Level. 2008 Glowinkowski International Limited Summary of Findings 5. Customer Service Director Behavioural Competency Framework The Personal Development Approach STAGE 1. Complete the Glowinkowski Receive two to three hour feedback to understand your personality's congruence with or Predispostion (GPI ) and divergence from the required behaviours as defined by the framework. Motivation Indicators Establish behavioural development plan. (GMI ) questionnaires. Review in six months STAGE 2. Complete Development Establish behavioural development plan in order to: of Potential (DOP ) to - Deliver more effectively in current role.