One of the best parts of our job is being able to meet and speak, one on one, with members of our dynamic, interesting and fascinating network. Recently we had the wonderful opportunity to sit down with Andrée Gosselin O’Meara , Director, Customer Care at The Globe and Mail to discuss sales and customer service have worked to position The Globe and Mail as a leader in the industry.
What service/product are you most proud of to offer your clients
As a news organization we offer our readers and subscribers multiple ways to access our content. Our call centre agents are well trained to offer assistance to readers and subscribers with their newspapers, computers, tablets or smartphones. Many of our agents are also trained to assist self-directed investors on how to use our various Globe Investor tools.
“It’s not just what you do, it’s how you do it” – could you give us a few examples of what this means in your business.
In our department, we have adopted a culture of nurturing while pushing strongly towards the highest standards of quality and productivity. In everything we do, we strive to establish an infrastructure of either processes, team or incentive management that reinforces the results we are looking for as well as the behaviours and attitudes we perceive as desirable.
It was once said that “You get one chance to be very good when a customer contacts you”. How do you select employees that are a good match for your culture?
Matching the right employee for proper integration into any organization’s culture is always quite difficult! We don’t use special quizzes, questionnaires nor have candidates write long essays. Mostly, we ask them about their customer service experience and put them through a mock situation and observe body and tone and listen/observe for their attitude and disposition. As management, we also ensure agents have all the training, support and tools they need to make that call/email a successful one.
How do you ensure consistent high quality service through all points of contact and/or locations?
We have two geographical points of contact, Montego Bay, Jamaica and Toronto, Canada. Both teams act like one; one being the extension of the other. All front line agents (Jamaica) be it on the phone or email, have access to experienced staff in Toronto via live support (instant communication). Both teams use the same network and systems and hence it gives the ability to see the issues or challenges in real time. The overall goal is to achieve a high “first call resolution” ratio on the total number of interactions with our readers/subscribers.
Do you measure Employee Engagement? How and how often?
In Toronto we measure employee engagement every 3 years or so but we haven’t started doing so with our offshore contact centre just yet. However, we have tried to keep employees engaged via the following:
In today’s environment, technology plays a large role in the service equation; how does your organization enhance the customer experience with technology?
Please see Q#4 for details. In addition to phone and email, we have multiple other ways for our readers and subscribers to contact us: they can contact us via Facebook, Twitter, a Customer Care website, and conduct a number of changes via the self-serve IVR we have.
What do you feel are the factors that contribute to great customer experience?
Here are some of the factors that weigh a lot in my opinion: