Mod2 - Needs Assessment & Gap Analysis

Project Gap Analysis Strategy
for Delightful Duds & Décor

by BluePrint Consulting 11/4/18
Project Description
Delightful Duds and Décor is a mail-order internet catalog retailer, that specializes
in home decor and clothing.
Delightful Duds and Décor (further referred to as the “Client”) believes their
current customer service issues stem from inadequacies in their current training
programs. They have called BluePrint Consulting in to develop a “different type”
of training. Delightful Dud and Decor wants to focus on long-term development of
their financial, customer service, employee satisfaction and engagement goals.
At the present time, the company is profitable; however, management is worried
about whether their rate of growth is sustainable. In order to realize their long-term
goals of increased profitability and growth, performance gaps need to be addressed
in key business areas, namely first-line staff and supervision.
An informal interview revealed that a staggering 50% of their telephone operators
want to quit. Telephone operators are the first POC (Point of contact) for
customers. On average, an employee at every level resigns each month. This high
attrition rate directly impacts growth objectives and employee retention.
More than 50% of customers surveyed, voiced their dissatisfaction regarding
customer service, after placing a phone order. Customers expressed dismay and
refusal to do business again with the company, due specifically to the “poor
customer service.” This issue is incongruent with company’s desires for growth,
customer retention and satisfaction. Profit and growth are a by-product of
enhanced customer service, when supported by greater product knowledge. This in
turn, is a direct correlation of increased revenue.
Key stakeholders in various positions with direct oversight of customer service,
product knowledge, and past training initiatives have noted elements which may
have contributed to both subpar customer service and employee frustrations. The
Subject Matter Experts (SMEs) identified are:
 Jane MacKenzie – Director of Catalog Sales
o Oversees the catalog call center and catalog production
 Judi Thompson – Catalog Director
o Oversees all aspects of the catalog distribution
o Oversees training with Sheena for customer service supervisors
and telephone operators for catalog issued
 Sheena Perez – Merchandising Manager
o Oversees training with Judi for customer service supervisors and
telephone operators for catalog issued
Project Gap Analysis Strategy for Delightful Duds & Décor Module 2 // Team 1 1
o Accompanies Judie the Catalog Director on Procurement trips to
trade shows
o Assisted by her Merchandising Assistant Manager Ray Johnson, is
responsible selecting, inspecting, and promoting items for the
catalog and internet sales venues
o Works with contract copywriter and professional services firm to
design and produce literature which involves layout, photography,
and printing
o Manages the vetting process which includes interviewing,
negotiating, inspecting, and management
o Trains customer service supervisors and telephone operators on
each new catalog item
 Indirect Contributors:
 Tsien Yu – Simple Order Customization Manager
 Ted Higgins – Internal Business Information
 Susan Turner - HR
Management believes that an increase in knowledge and skill in describing the
feature and benefits of the products in the catalog and in answering questions not
in the online FAQs, is necessary to increase catalog sales and reduce customer
complaints. Thus, our target audiences are telephone operators and their direct
supervisors.
BluePrint Consulting has been tasked with conducting a thorough gap analysis,
including both a performance and training assessment, to ensure that the solution
we propose meets the company’s financial, customer satisfaction, employee
satisfaction, and engagement initiatives.
Scope of Work: The client has allocated $400,000 for four training sessions in
advance of each of the four seasonal catalog rollouts.
Research: Surveys, observations, and interviews
Data Collection: Job descriptions, Performance Reviews, documented work
skills, level of education, employee satisfaction levels, materials from past
trainings, rosters from past trainings, and documented exit interviews.
Root Cause Analysis: Deficiencies in knowledge and skills. Understanding of
expectations. Technical aptitude. Procedure compliance and comprehension.
Employee engagement. Work environment. Access to resources.
Information Needed
To BluePrint Consultants will review and analyze the following operations at
Delightful Duds and Décor in order to assess the gap between the current state and
desired state the company wishes to attain.
Customer Experiences
 Sales figures (past/present)
 Customer surveys
Telephone Operator and Customer Service Employee Factors
 Job performance
o Including: quota limits, typical and optimal calls per hour, call
distribution across employees, amount of time between call
routing.
 Job satisfaction
o Including: informal interviews, exit interviews, changes in HR
policies, recruitment, onboarding, incentives/rewards, job
descriptions, employee meeting agenda, employee work
hours/shifts, compensation (for position, and extra meetings),
comparable pay within industry.
 Work environment
o Including: ergonomic set up, lighting, breaks, work-life balance
 Phone system
o Including: current and optimal use of all telephone features.
 Employee training
o Including: initial phone system training, process of training, who
is responsible for initial trainings and follow up sessions, protocols
for new operators, ongoing assessment, employee’s comfort with
products/tools/processes.
Team Strategy
BluePrint Consultants will employ the following research methods to obtain the
needed information about the current state and how it might solve the performance
issues.
 Interviews
 Observations
 Training Documents and Manuals
 Customer Relationship Management Reports (CRM)
 Human Resource (HR) Documents
 Surveys
Analysis Plan
Research Method Target Audience Information You Hope to Gain Team Member Responsible
1. Interviews Management:  Management’s understanding Amy Shipley

of call center issues, how they
Mike Merril, VP perceive growth and
Sales, performance, hiring and
recruitment practices, as well as
Jane MacKenzie, understand employee incentive
Director Call Center, practices.
Susan Turner,  Management’s understanding

Director of Human of supervisors job experience,
Resources, job satisfaction, training
experience, morale, ability to
Sheena Perez, address performance issues.
Merchandizing
Manager,  Management’s understanding
of telephone operators job
Judi Thompson, experience, job satisfaction,
Catalog Director, training experience, morale
Tsien Yun, Manager
of Simply Order
2. Interviews Customer Service Supervisors operators job experience, Amy Shipley

Supervisors job satisfaction, training experience,
morale, ability to address performance
issues.
3. Interviews Telephone Operators Telephone operators job experience, Amy Shipley

job satisfaction, training experience,
morale
4. Observations Telephone Operators By observing daily customer service Emily Gates

tasks and processes on the Customer
Customer Service Service Supervisors and Telephone
Supervisors Operators, we hope to:
 Compare actual performance to

expected performance to
understand the deficits between
the two.
 Understand the basic process,

tools, and tasks of the job.
 Understand the differences

between employee schedules
and productivity.
 Observe opportunities for

improvements in efficiency.
 Observe engagement on tasks,

environmental conditions, and
company culture.
5. Training Past and Present Through review of training documents Emily Gates
Documents and Product PowerPoint and materials, we hope to have a clear
Manuals Training and training view of:
supplements
 Subject matter that
Training Manuals was/wasn’t/is/isn’t covered in
trainings.
Job Aids
 Strengths and weakness of the
Phone Script training.
Past and Present  The phone etiquette.

Product Descriptions
 Clarity of product descriptions.
Vendor notes
 Technology usage and methods
of instruction.
6. Customer Mike Merril, VP By reviewing CRMs, we hope to Carol Garner

Relationship Sales gather quantifiable data on business
Management growth. It will help us to determine:
Reports (CRM) Jane MacKenzie,
Director Catalog  Difference between number of
Sales calls processed and number of
sales.
 Number of sales by phone

operators verses other
processes (internet)
 Sales transactions of telephone

operators (sales, returns).
 If there is any correlation

between customer service and
customer complaints.
 Trends of greater customer

service complaints – if its
seasonal or departments.
7. HR Documents Company culture, Through review of HR Documents, Carol Garner

job descriptions, HR we hope to understand the company
policies, culture, employee compensation and
incentives/rewards, benefits, level of job satisfaction, and
employee work attrition rate.
hours/shifts,
compensation,
benefits/professional
development
6 Surveys Telephone Operators By surveying the telephone operators, Amy Shipley

. we will hope to gain qualitative data
on their job performance and
satisfaction. Topics will include:
 Job satisfaction
 Typical challenges with

customers
 Adequacy of resources to
perform job
 Quality of work environment to

perform duties
 Quality of training provided to

perform duties
Activity 1 - Interviews
Details of Activity/Method
Interviewees will include individuals who are essential for our focus:
 Telephone operators
 Customer Service Supervisors
 Sheena Perez, Merchandizing Manager, Judi Thompson, Catalog Director
 Sales Management: Mike Merril, VP Sales, Jane MacKenzie, Director of the Call
Center
 HR Management: Susan Turner, Director of Human Resources
 Indirect Management: Tsien Yun, Manager of SimplyOrder
By conducting interviews, BluePrint Consulting hopes to obtain qualitative data that
can help clarify the problems in the call center at Delightful Duds and Décor and learn
more about operators and supervisors’ performance issues, work experiences, job
satisfaction and how these aspects impact Delightful Duds and Décor’s goals. The
sample of specific prompting questions target specific individuals or types of workers
to elicit an individual’s perspective and may expand beyond the focus of the question,
depending on responses. The goal is to uncover new insights as they relate to
Delightful Duds and Décor’s goals. Note: Indented questions indicate follow-up
questions.
Questions to Ask
Telephone Operators
Prompting questions will be giving to a range of star performing and novice telephone
operators. They will focus on job experience, job satisfaction, and issues that affect
optimal performance. Interviews for these specific individuals will be anonymous.
 Tell me what you do in your job.

 What types of problems do you encounter when on a call with a customer?
 How do you handle problems that arise?
 How do you feel about helping difficult customers?
 Tell me what you think you do well on the job?
 Are you happy with your work/job?
 What do you like best about your work/job?
 What do you like least about your work/job?
 How might your current job performance be improved?
 Are your calls recorded for quality assurance training?
Customer Service Supervisors

Questions given to supervisors will focus on their job experience, job satisfaction, and
issues that may affect their job performance and the performance of the operators
whom they supervise. Interviews for these specific individuals will be anonymous.
 Tell me what you do in your job.
 Are your calls recorded for quality assurance training?
 What types of problems does the call center encounter during calls with
customers?
 How do you help telephone operators when they have calls with customers?
 How do you help telephone operators when they have calls with difficult
customers?
 How do you feel about helping difficult customers?
 Tell me what you think you do well on the job?
 Are you happy with your work/job?
 What do you like best about your work/job?
 What do you like least about your work/job?
 How might our current job performance be improved?
Sheena Perez, Merchandizing Manager and Judi Thomson, Catalog Director

Questions given to Sheena Perez, Merchandizing Manager and Judi Thomson (Catalog
Director aim to determine their understanding of the operator and supervisor’s jobs,
such as the skills they need to perform successfully, the training they have had in the
past, its perceived impact, and training proposed to address current customer service
issues and the potential adoption of new software.
 How often are supervisors and operators trained?

 Are trainings repeated annually or at other times?
 Are they updated throughout the year or at other times? When?
 Do supervisors and operations have the same kind of training?
 What kind of training have supervisors had up to this point?
o What kind of training have they had before starting their jobs?
o What kind of training have they had after having been on the job?
 What kind of training have operators had up to this point?
o What kind of training have they had before starting their jobs?
o What kind of training have they had after having been on the job?
 What types of performance issues with supervisors and operators have been
addressed in trainings up to this point?
 What types of information, processes, or procedures might you want to include in
your next call center training?
Sales Management: Mike Merril, VP Sales, Jane MacKenzie, Director of the Call
Center
Questions asked to Sales Management: Mike Merril, VP Sales and Jane MacKenzie,
Director of the Call Center are intended to gain their perspective on call center issues,
how those issues are hindering growth, and the changes they think are needed to
address those issues.
 From your perspective, what is the biggest obstacle holding Delightful Duds and
Décor back from meeting its current growth goals?
 What types of performance issues are impacting customer service in the call
center?
 What is the biggest improvement opportunity in the call center?
 What other performance factors might be affecting customer service?
 What other thoughts or ideas do you have about this subject?
HR Management: Susan Turner, Director of HR

Questions for Susan Turner, Director of HR, will address hiring, recruitment, and
training of operators and supervisors as well as employment incentive programs.
 Tell me the process for recruiting and hiring call center operators and supervisors.
 Tell me the skills, abilities, attitude an ideal call center operator and supervisor
should have?
 What previous experience do operators and supervisors have before joining
Delightful Duds and Decor?
 Describe the onboarding procedure for new hires in the call center.
 Tell me the performance issues that typically impact customer service in the call
center.
 What incentives, professional development trainings, or retention strategies are
currently being used for call operators and customer service supervisors?
 What training do operators receive in phone skills? Are these trainings iterative?
 What training do operators and supervisors receive in conflict resolution? Are
these training iterative?
 How is the 24/7-hour phone line staffed?
 How is time off (vacations, family leave) managed to ensure coverage?
 What percentage of call center team is experienced, moderately-experienced, or
novices?
 How was the goal of six calls per hour determined for call operators?
 Delightful Duds and Décor has recently implemented a new performance
evaluation/self-evaluation process. When was this introduced? What, if anything,
prompted its implementation? What strengths and weaknesses have you
encountered with its use so far?
 Delightful Duds and Décor has recently upgraded their pension plan. When what it
upgraded? What specifically was modified, added, or removed? What, if anything,
prompted the upgrade?
 Delightful Duds and Décor has recently upgraded their employee handbook. When
what it upgraded? What specifically was modified, added, or removed? What, if
anything, prompted the upgrade?
 How was the goal of10% improvement in customer service determined?
 Why do you feel morale is low and turnover is high among call operators and
supervisors?
 What opportunities are there for advancement in the call center?
 What other thoughts or ideas do you have about this subject?
Indirect Management: Tsien Yun, Manager of SimplyOrder

Questions for Tsien Yun, Manager of SimplyOrder, will focus on understanding the
customization, installation, and training of SimplyOrder, the new order entry system
that Delightful Duds and Décor plans to install on each telephone operator and
supervisor’s workstation.
 Are you an employee at Delightful Duds and Décor or are you an outside
consultant?
 What, if anything, do you know about the current equipment used by call operators
and supervisors?
 When does Delightful Duds and Décor plan to implement the SimplyOrder
software?
 Tell me the unique features of the SimplyOrder software and its intended use.
 Tell me the plan for rolling out SimplyOrder software at Delightful Duds and
Decor.
 What training is provided for the call center employees on using this software?
 Is the training, if any, included in the cost of the software or is it extra?
 What suggestions do you have for helping Delightful Duds and Decor call center
employees learn to use the SimplyOrder software?
Activity #2- Work Observations

BluePrint Consulting would conduct work observations at Delightful Duds and Décor. This method
of analysis provides clearer data regarding the customer service staff and work processes, in their
“as is” states during each shift.
Customer Service work observations of:
 Telephone Operators
 Customer Service Supervisors
Work Observations
Telephone Operators
Observing every shift of Telephone Operators’ job function, duties, processes and procedure,
expectations, performance, supervision, recognition, and attitude will provide a clearer comparison
between expected and performed activities and morale.
Observations
 Log-in process
 “Standard Greeting”
 Phone call script, if there is one
 Phone etiquette
 Product knowledge retrieval and conveyance to the customer
 Ordering process
 Supervisor communication and feedback
 Order completion
 Survey introduction
 Technical process to put the customer through to the survey
 Phone call completion process
 Log data
 Wait-time for next call
 End-of-shift processes
 Use of training and/or reference manuals specific to Telephone Operators
 Identification of tools specifically for Telephone Operators and their use
 Completion of expected tasks
 Number of calls taken by each telephone operator each hour and how that number
compares to their 6 call an hour expectation. Call Logs.
 Employee engagement
 Motivational incentives and rewards accepted and used. (shift, week, month, etc.
however this is measured.)
Customer Service Supervisors

Observing every shift of a Customer Service Supervisor’s job function, duties, processes and
procedure, expectations, performance, supervision of telephone operators and feedback,
recognition, and attitude will provide a clearer comparison between expected and performed
activities and morale.
Observations
 Log-in
 Work flow process
 Communication with Telephone Operators
 Praise or reprimand instances
 Handling of problematic situations with telephone operators
 Handling of problematic situations with customers
 Handling of survey data
 Supervising style
 Use of training and/or reference manuals specific to Customer Service Supervisors
 Identification of tools specially for Customer Service Supervisors
 Completion of expected tasks
 Shift productivity
 Employee engagement
 Observe at the time of reward and observed attitude of the receiver.
 Feedback
Activity #3 – Training Documents and Manuals
BluePrint Consulting will ask Delightful Duds and Décor for access to several documents and
manuals related to training employees.
Training Documents
o Past and Present Product PowerPoint Training and training supplements
o Training manuals
o Job Aids and/or workflow charts
o Phone scripts
o Product information and appropriate vendor notes.
Training Documents
Past and Present Product PowerPoint Training and Training Supplements

 Presentation style
 Strengths and weaknesses of the trainings
 Video-taped recording of the training
 Clarity of information
 Use of assessment
 Follow up activities
 Use of technology during trainings, i.e. videos, simulation of order, etc.
Training Manuals
 Language clarity and audience appropriateness
 Length
 Reference guides
 Use of pictures, work flow charts, task lists, other visual/advanced organizers
Job Aides
 Use
 Location
 Availability
 Use of color, images, text, design
 placement
Phone Script
 Language
 Training
 Off script allowances
 “Standard Greeting”
 Etiquette training
Past and Present Summary of Product Descriptions and Vendor Notes

 Product descriptions in previous catalogs
 Current product descriptions
 Use of language
 Text
 Graphics
 Reference guide
 Vendors communications as it related to the change of product descriptions
Activity #4 – Customer Relationship Management

BluePrint Consulting will determine if the client employs a Customer Relationship Management
(CRM). If so, BluePrint will review the client’s CRM system to gain a better understanding of the
company’s interactions with its current customers. We will examine the data analysis about
customers’ history with the company. Data is typically captured from a range of communications
channels, including the company’s website, telephone, email, chat, marketing materials, and social
media.
BluePrint Consulting will not be assessing the sales force or the marketing automation components
of the CRM but will investigate the usage of a service automation feature. The service automation
feature focuses on direct customer service technology. By examining this data, we aim to identify
opportunities to increase customer loyalty and usage behavior and reduce customer complaints and
possible defection.
Questions to Ask
Executive Sales Team: Mike Merrill – Vic President of Sales, and Jane
MacKenzie – Director of Catalog Sales
Questions posed to Sales Executives:
 Do you have a CRM in place?

 Is it the most recent version of the CRM?
 What are the key features?
 Does the system have a service automation feature?
 Have there been any recent enhancements?
 Does the system employ a call center feature which helps to connect a customer to
a supervisor who can best assist them with their problems?
 Does the system employ a personalization feature which improves understanding
and knowledge of a customer’s preferences, requirements and demands?
 Do the telephone operators know how to access the caller’s history to provide
personalized customer communication?
 Does the system allow the customer to be re-routed via a series of commands
asking him or her to select a certain number in order to speak with a particular
agent who specializes in the area in which the customer has a question?
 Are the product description pop-ups up-to-date?
 Is the information on the screen in real-time? If not, what is the lag-time?
 Has the company employed any type of gamification which rewards bonus points
to telephone operators or customer service supervisors as a method of feedback for
a job well-done? (These tools can motivate agents by tapping into their desire for
rewards, recognition, achievement and competition.)
Activity #5 – HR Documents
Through review of HR Documents, we hope to understand the company culture, employee

compensation, benefits, level of job satisfaction, and attrition rate.
Questions to Ask
Human Resource Department: Susan Turner – HR Generalist

Questions posed to HR:
 What employee information can we have access to?
 Do you have a Human Resource Information System (HRIS)?
 Can we review demographics and compensation breakdown of telephone
operators? Preferably novice or new-hire compared to veteran operators?
 Are your shifts sufficiently staffed, or understaffed? If understaffed, why?
 How do you source applicants for telephone operator positions?
 How do you source applicants for telephone operator supervisor positions?
 What type of applicant tracking system do you use?
 Do you have a formal interview process? Why or why not?
 Do you have relevant and current job descriptions? How often are they updated?
 Who collaborates on the job descriptions?
 Do you promote from within?
 Do employees have access to a professional development track policy?
 What are the company’s Performance Management practices?
 Do employees have access to workflows & communication procedures?
 Do the working conditions meet safety and regulatory policies?
 What is the rate of attrition quarterly for telephone operators and supervisors?
 Are exit interviews taken? Are the findings discussed and taken in to further
consideration?
 What type of employee incentives and opportunities for engagement do you offer?
Activity # 6– Surveys for Telephone Operators

By surveying the telephone operators, BluePrint Consulting hopes to determine what employees
need to close the gap between the current condition and desired state of Delightful Duds and Décor.
We hope to gain insight into their job satisfaction, challenges with customers, adequacy of
resources to perform their job, the quality of their work environment, and the quality of their
training.
Survey Administration
All operators on all shifts will be given the opportunity to take the survey at the start of their shifts
during a two-week period. Supervisors will agree to encourage supervisors to take the survey and
will permit 15-20 minutes to complete it. Surveys will be administered through the call center
system. When operators log in at the start of their shift, they will receive a pop-up notice with a
link directing them to the survey. In order to encourage open and honest responses to each
question, employee’s identities will remain anonymous and not tagged with their log-in
information. Once operators have completed the survey, they will no longer receive notifications to
take it.
Questions to Ask
The survey will include the following scale and open-ended questions.
General Call Center Information
 How long have you been in your current role at Delightful Duds and Décor?
0-6 months 6-12 months 1-3 years More than 3 years
 Which shifts do you work regularly?
Morning Afternoon Evenings Late night
 How many hours do you work per week?
 What is the average amount of time you spend on a call?
0-3 minutes 4-7 minutes 8-10 minutes More than 10 minutes
 I always attend department meetings.
Strongly Agree Agree Neutral Disagree Strongly Disagree
 What is your native language?
Call Center Duties

 Describe what you do on a typical shift at Delightful Duds and Decor.
 Explain the process for handling dissatisfied customers.
 Explain the process for transferring customers to a supervisor.
 Are you able to meet your call and sales goals? If not, explain why.
 Describe the most challenging part of your job.
 Describe the most rewarding part of your job.
Call Center Training

 The current training helps prepare me to handle calls effectively.
 The training that I have received has helped me to troubleshoot difficult situations
with customers.
 Describe the training you have received on catalog products. Include how training
was delivered.
 What aspects of your training in the call center have you found most valuable or
helpful?
 Please share any additional information or topics you feel should be included in
future trainings.
Use of Technology
 I am comfortable with the with the telephone technology at Delightful Duds and
Decor.
 I can easily assist customers with questions from the product catalog.
 I know information I need from the catalog products to do my job effectively.
 Describe your experience using computers and telephone systems prior to working
at Delightful Duds and Decor.
Work Environment
 My work space is safe, clean, and physically comfortable.
 My work space allows me to do my best work.
 The necessary information and systems I need are in place and accessible to get my
job done.
Job Satisfaction
 I am satisfied with my current position.
 I am paid fairly for the work that I do.
 My salary is competitive with similar jobs I might find elsewhere.
 I am satisfied with my benefits package.
 I have the resources and knowledge I need to do my job well.
 What incentives are provided to employees when you meet your call or sales
target?
 What opportunities are there for advancement?
Roadblocks & Dependencies
Roadblocks / Dependencies Mitigation Strategies
Issues with confidentiality in HR Provide limited access to what is

legally allowable to review.
Scheduling issues. Shifts are 24/7, Provide online surveys

management may be busy or out of (SurveyMonkey), Zoom meetings,
the office, peak season, schedule off peak times.
understaffed.
Fear of Retribution causing Interviews and surveys will be

employees to be uncooperative. confidential.
Uncooperative SMEs and Focus on establishing a positive

Management - they may feel relationship. Emphasize their
uncomfortable or embarrassed by experience and expertise.
BluePrint Consulting reviewing Emphasize BluePrint Consulting is
their work. there to help meet their goals and
provide the most effective solution.
Clarity regarding policy, workflow, Update the HR Manual with this

job descriptions, etc. information.
Incomplete Information Interview other individuals to fill in

the gaps of knowledge.

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Project Gap Analysis Strategy

for Delightful Duds & Décor

1. Interviews Management:  Management’s understanding Amy Shipley

Susan Turner,  Management’s understanding

2. Interviews Customer Service Supervisors operators job experience, Amy Shipley

3. Interviews Telephone Operators Telephone operators job experience, Amy Shipley

4. Observations Telephone Operators By observing daily customer service Emily Gates

 Compare actual performance to

 Understand the basic process,

 Understand the differences

 Observe opportunities for

 Observe engagement on tasks,

Past and Present  The phone etiquette.

6. Customer Mike Merril, VP By reviewing CRMs, we hope to Carol Garner

 Number of sales by phone

 Sales transactions of telephone

 If there is any correlation

 Trends of greater customer

7. HR Documents Company culture, Through review of HR Documents, Carol Garner

6 Surveys Telephone Operators By surveying the telephone operators, Amy Shipley

 Typical challenges with

 Quality of work environment to

 Quality of training provided to

 Tell me what you do in your job.

Customer Service Supervisors

 Tell me what you do in your job.

Sheena Perez, Merchandizing Manager and Judi Thomson, Catalog Director

 How often are supervisors and operators trained?

HR Management: Susan Turner, Director of HR

Indirect Management: Tsien Yun, Manager of SimplyOrder

Activity #2- Work Observations

Customer Service Supervisors

Past and Present Product PowerPoint Training and Training Supplements

Past and Present Summary of Product Descriptions and Vendor Notes

Activity #4 – Customer Relationship Management

 Do you have a CRM in place?

Through review of HR Documents, we hope to understand the company culture, employee

Human Resource Department: Susan Turner – HR Generalist

Activity # 6– Surveys for Telephone Operators

Call Center Duties

Call Center Training

Roadblocks / Dependencies Mitigation Strategies

Issues with confidentiality in HR Provide limited access to what is

Scheduling issues. Shifts are 24/7, Provide online surveys

Fear of Retribution causing Interviews and surveys will be

Uncooperative SMEs and Focus on establishing a positive

Clarity regarding policy, workflow, Update the HR Manual with this

Incomplete Information Interview other individuals to fill in

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