As said by Albert Einstein, "If I were given one hour to save the planet, I would spend 59 minutes defining the problem and one minute resolving it” the same proverb goes in analogy with the case of declining customer rating for the call center. The reduction in the customer rating is the halfway of cause and effects, i.e. it is the effect or the result of customer's dissatisfaction those have already availed the service. So, cautious has to be maintained in misrepresentation between the symptoms, cause and effect relation.
As stated by (Wedellsborg, 2017), managers switch quickly to the solution mode rather than checking to understand the real problem, this tendency could jeopardize the scenario making the manager work for wrong problem leading to collapse the scared resources. To being with I personally think, as stated above, enough time should be devoted to carry root cause analysis. Here the cause of customer un-satisfaction ultimately has bubbled as the problem for the service provider.
So, at first, I like to go deeper to understand the stakeholders and factors included in the process, i.e. clients, call service representative, a technology we are using to serve the client, competitors and the management. Now, upon analyzing and isolating each stakeholder through evidence-based management, previous researches, and analytical intuitions we can conclude that the point of contact between the client and company happens only during the service transmission through our contemporary technology that is being used.
Other stakeholders like management plays a back-end role. So, at first, it could be concluded that the call representatives provides the pivotal role in customer satisfaction. His/her attributes like the clarity of voice, level of empathy in learning customer's issue, knowledge of products and services matters a lot. The customer satisfaction could be upgraded by bringing professionalism in the call representatives.
But interesting as put forth by (Baldwin, Bommer, & Rubin, 2013), in the system approach of problem analysis where critical emphasis is given to understand "the iceberg above and below the water surface", the analogy could be drawn in our case too. The hidden factor that may not directly contribute and has subdued implication in performance like management philosophy, competitors, representative motivation level has to be analyzed.
As mentioned above the search would be fundamentally based on evidence-based decision making, and will follow the PADIL approach. The information search will be based on two fundament methods, i.e. primary and secondary. The primary methods will be through digital questioners to share customer experience where they will be asked to rate their experience with and behavior of call representatives and secondary research will focus on evidencing the previous data on the subject matter conducted by other firms in the industry. For the latter one, I will use the finding of other service centers. Once the problem along with stakeholder and their implication is defined, it will make our work easier to concretize in the issue, i.e. is it due to the employee or due to technology or due to competitors et cetera.
Hence, having done with the stakeholder analysis (within and out of organization), expected reason of performance deviation (due to employee or industry turbulence), other things remaining constant, if the impact is due to our own weakness, like poor technology, lack of motivated representatives, lack of training, I will recommend various intrinsic as well as extrinsic packages on the basis of individual performances. It could be free family dinner coupons(extrinsic) or circulating employee of the month award(intrinsic). Whereas, for the technical portion if they are outdated than new advanced technologies will be emulated so it can come across customer's expectation.
Here, as mentioned above the problem could be limited only up to employee or it could be due to other market turbulence. The above mention alternatives like a reward system, training, technologies advancement require resources in terms of money, time and energy. So, I will concisely work on it. Brainstorming and Brainwriting will be organized so that further details could be collected and will try my best not to commit hasty generalizations. The flowchart of problem-solving for the scenario is detailed below:-
Figure: Flowchart for the problem analysis and solving
The success of decision making and problem-solving happens only after the verification of the actual outcome and if scientific, logical and analytical steps are incorporated the chances of success increases.
Bibliography
Baldwin, T. T., Bommer, W. H., & Rubin, S. R. (2013). Managing Organizational Behavior: What Great Managers Know and Do. New York: McGraw-Hill.
Wedellsborg, T. (2017, February). Are You Solving the Right Problems? Retrieved January 15, 2018, from www.hbr.org: https://hbr.org/2017/01/are-you-solving-the-right-problems
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