Who’s Coaching the Coaches?
Rebecca Gibson
Contact Center Solutions Consulting
Interactive Intelligence
Session Agenda
1. Define Metrics to Measure Coaching
Effectiveness
2. Define your Coach-the-Coach
Program
3. Establish your Coaching Performance
Standards
4. Implement your Coach-the-Coach
Program
5. A Few Fun Twists
www.inin.com
©2012 Interactive Intelligence Group Inc.
Coaching is
the most direct
method to
impact
performance
The effectiveness of coaching
influences the impact.
www.inin.com
©2012 Interactive Intelligence Group Inc.
Coaching is
the most direct
method to
impact our
coaches’
performance
If we coach our coaches, we will
influence the impact.
www.inin.com
©2012 Interactive Intelligence Group Inc.
Coaching Measurements
Measure
Sample Goal
Coaching Activity
• # of coaching meetings
• Time spent coaching
How: Coaching content and frequency log
•
Meet with each employee twice per month
to review quality results.
•
Track coaching conversations and
agreements to ensure progress.
Coaching performance
• Scorecard evaluation against standard
criteria
• Self-evaluation
• Agent evaluations
• Employee satisfaction survey
•
Meet minimum coaching expectations
during each observation.
•
Identify areas for improvement and
improvement strategy. Track progress
toward goals.
•
Achieve 90% agent satisfaction with
coaching and development initiatives.
Results
• Evaluate employee performance in
critical areas
•
Compliance requirements achieved in
97% of evaluated calls.
•
Reduce callbacks by 10%.
•
Improve performance of bottom 15%.
•
Reduce employee turnover.
www.inin.com
©2012 Interactive Intelligence Group Inc.
Define Your Coach-the-Coach Program
Examples
1. What is your
coaching culture?
• No news is good news. We’ll let you know if you do
something wrong.
• We think that coaching is an important part of the
supervisor/agent relationship, which impacts not just
agent performance but satisfaction, engagement
and workplace culture.
• Our environment changes so much that coaching is
required to ensure we are meeting compliance and
accuracy requirements.
2. How will you
manage your
Coaches’
performance?
•
•
•
•
Incentives?
Annual or quarterly
review?
Scorecard?
Poor performance?
• Completion of coaching activities accounts for a
portion of a Supervisor’s overall scorecard.
• A Supervisor’s coaching index accounts for 20% of
his or her overall bonus.
• A Supervisor who does not meet the minimum
required Coaching Evaluation score is placed on
probation until the score improves.
• Supervisors are evaluated based on their team’s
performance results.
Define Your Coach-the-Coach Program
Examples
3. Who will Coach
your Coaches?
• Managers, Training,
QA, Mentors
• Our Coaches are observed and coached by both
their direct managers and designated members of
the Learning and Performance team.
4. What is our Coach
the Coach process?
• Each Coach has a Coaching Plan that outlines their
strengths and weaknesses. Each month, the Coach
is observed during 2 coaching conversations, the
Coach self-evaluates against the Coaching Plan,
and meets with their Manager to review and track
progress.
• Each of our coaches has a coaching mentor who
works with them on establishing coaching goals and
monitoring coaching progress.
Establish Your
Coaching
Standards
What are the elements of
an effective coaching
conversation?
Create your own or use
an established model
• GROW Model
• Effective Coaching
(Cook, 1998)
Rating and scores
Track what’s coached
and next steps
SOAR Scorecard Example
www.linkedin.com/in/rebeccargibson
You want to WHAT?
Get Everyone Ready
•
•
•
•
•
Set ground rules
Communicate to the contact center
Set expectations with Coach
Let coaches choose, at first
Make sure it’s a positive experience
www.inin.com
©2012 Interactive Intelligence Group Inc.
Get Everyone Ready
Since coaching is such an important part of the contact center’s
ability to meet our goals, we are implementing an exciting new
program to help our Supervisors become even better
coaches. The program will consist of self-evaluation and manager
evaluation, as well as coaching observations and agent input.
Don’t be surprised if your manager’s manager attends your
next coaching session – don’t worry, they are there just to
observe and provide your manager with feedback.
You’ll also have the opportunity to provide feedback about the
coaching approaches that work best for you.
Our employees’ knowledge and skills are our competitive
advantage and we are committed to providing you with
support and tools you need to be successful. That’s what the
Coach-the-Coach program is all about.
www.inin.com
©2012 Interactive Intelligence Group Inc.
Observe the Coaching Session
Agent
• Engage as
normal.
• See evidence
that everyone
here is on a
performance
plan – we all
work on
improving and
being the best
we can be.
Coach
Manager
• Plan coaching
ahead of time.
Refer to
scorecard.
• Relax and engage
in a natural
discussion.
• Agent will take
cues from Coach.
• Explain to agent
the purpose of the
observation and
what will happen.
• Don’t participate
in the discussion.
• Thank the agent
for participating.
• Provide feedback
immediately.
www.inin.com
©2012 Interactive Intelligence Group Inc.
Provide Feedback
Post-Observation (2 x
month)
Discuss observations
and trends in coaching
conversations,
preparation, agent input.
Monthly
Incorporate
observations, self
evaluation, agent
evaluation, results into
coaching conversation.
www.inin.com
©2012 Interactive Intelligence Group Inc.
A Few Fun Twists
•
•
•
•
•
•
•
Peer Assessment
Agent Assessment
Role Reversal
Positive-Only Coaching
Choose-one-thing Coaching
Role Play Coaching with Assessment
Skill-Specific Assessment
www.inin.com
©2012 Interactive Intelligence Group Inc.
Questions?
www.inin.com
©2012 Interactive Intelligence Group Inc.
Who’s Coaching the Coaches?
Rebecca Gibson
Contact Center Solutions Consulting
Interactive Intelligence
443.254.3750/rebecca.gibson@inin.com