F OR -P ROFIT T HINKING
IN A N ON -P ROFIT W ORLD
IDEAS
F O R U T I L I Z I N G C O R P O R AT E C A L L C E N T E R P R A C T I C E S
TO IMPROVE YOUR NON- PROFIT CALL CENTER
Bryan Lewis
FOR-PROFIT TRANSPLANT
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•
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Mazzio’s
Dell, Inc.
AAA Insurance
*16 years in call center management*
Matt Cordray
CRS/CIRS
FOR-PROFIT TRANSPLANT
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Young America Corp.
West Corp.
Dell, Inc.
* 1 2 y e a r s i n c o r p o r a t e – 5 y e a r s i n n o n - p ro f i t *
Discussion Points
Business 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
How did we do it?
We implemented ideas, processes,
and values used in the for-profit
industry to fine -tune and sale our
non-profit services.
Business Empowerment
For-Profit Management vs. Non-Profit Management
What’s the difference?
For-Profit Management
Non-Profit Management
 Focus on process
 Focus on mission
 Specific knowledge
 General knowledge
 Accountability
 Compassion
 Goal = increase profit
 Goal = decrease expenses
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.
Recruitment and Hiring Processes
For-Profit
Non-Profit
 Defined skills and
 Preferred skills and
requirements
 Multiple screening levels
 Competency based testing
 Behavioral based interview
questions
requirements
 Single interview with 2
interviewers
 Position based interview
questions
Recruitment and Hiring Processes
For-Profit
Non-Profit
 Defined skills and
 Preferred skills and
requirements
 Multiple screening levels
 Competency based testing
 Behavioral based interview
questions
requirements
 Single interview with 2
interviewers
 Position based interview
questions
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?
Key Performance Indicators / Metric Tracking
For-Profit
Non-Profit
 Team Performance
 Team Performance
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
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

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Offered calls
Answered calls
Abandonment rate
Average speed to answer
Average handle time
2.5% user follow-up
(Monthly)
(Monthly, Weekly, Daily, Hourly)
Key Performance Indicators / Metric Tracking
For-Profit
Non-Profit
 Employee Performance
 Employee Performance









Attendance
Punctuality
Offered calls
Answered calls
Missed opportunities
Average handle time
Utilization
Schedule adherence
Quality Assurance Monitoring
Scores
(Monthly, Weekly, Daily, Hourly)



Attendance
Punctuality
Quality Assurance Monitoring
Scores
(Weekly)
Stack Ranking
Who is your highest ranked employee and lowest ranked?
 Employee Performance
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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
Performance Improvement
Who receives a performance improvement plan?
Employee Stacked Ranking
 Employee 1
 Employee 2
 Employee 3
 Employee 4
 The bottom 25-30% would be
placed on a performance
improvement plan.
(2 week, 30 day, 60 day, 90 day)
 Employee 5
 Employee 6
 Employee 7
 Employee 8
 Employee 9
 Employee 10
Corrective Action and Performance
Improvement Plans are NOT the
same thing.
Is all this work important?
For-Profit Management
Employee success =
 Focus on process
 Specific knowledge
 Accountability
Team success =
Agency success =
 Goal = increase profit
Non-Profit Management
 Focus on mission
 General knowledge
 Compassion
 Goal = 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
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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