Customer Service Managers/Team Managers (CSM/TM) Success Profile

Business Results

Key Performance  Achieve/exceed or significantly improve Negative Response Rate (NRR).

Indicators (KPI)  Achieve/exceed or significantly improve Positive Response Rate (PRR) (NA, EU, Japan only).
 Achieve/exceed or significantly improve Average Handle Time (AHT) (NA, EU, Japan only).
 Achieve/ exceed or significantly improve Contacts per Hour (CPH).
 Achieve targeted service levels for customer contact channels (phone, email, chat).
 Achieve or significantly improve Concessions metric (continuous reduction).
Key  Implement the staffing and capacity plan in partnership with HR and Workflow; consistently achieve
Organizational headcount volume forecast without overstaffing; provide Workflow with alternative plans; achieve the
Metrics shrinkage metric; stay within absenteeism rate and make all necessary adjustments.
 Manage annualized attrition and stay within site target; manage seasonal attrition.
Other Metrics  Drive timely and effective resolution of tickets.
 Achieve “Follow-Ups” metric.
Leadership Behaviors
Hiring Top Talent  Devote significant time recruiting and assessing candidates; participate frequently on hiring panels/loops,
especially for Leads and CSAs.
 Build a talent pipeline; know the top talent in the other business units at the site; leverage professional
networks and partner with recruiting to locate and attract the best talent.
 Conduct effective behavioral-based interviews.
 Actively participate in hiring during Peak season; make decisions on extending contracts of temporary CSAs
or converting them to permanent.
 Support the training and onboarding of new hires; executing standard launch processes to articulate
Amazon culture and new leader roles and responsibilities.
Managing  Set SMART goals (Specific, Measurable, Attainable, Realistic, Timely) for Leads and CSAs that are customer
Performance focused, aligned with organizational goals and have clear owners and due dates.
 Link team member’s work to broader CS and Amazon goals and priorities.
 Hold regular 1:1 meetings formally and informally with Leads and CSAs; rarely cancel or reschedule
meetings; have formal structure for meetings with standing items such as reviewing metrics and discussing
performance; follow-up with action items from previous meetings.
 Openly discuss the criteria used to differentiate performance through performance ratings; effectively
represent team members during calibration discussions; ensure team members are compensated
competitively to the market.
 Employ a systematic process to regularly show recognition to Leads and CSAs; celebrate success on a
regular basis.
 Apply a balanced coaching style based on the individual and situation; use a question-based approach when
coaching to influence and motivate; consistently provide specific, balanced, timely and actionable feedback.
 Identify factors that motivate team members; implement a variety of activities to keep team members
motivated.
 Work with Leads on retention strategies for high performing CSAs.
 Resolve performance and disciplinary issues professionally, quickly and with respect for the individual.
Developing  Create individual development plans (IDP) that further develop and leverage strengths, address long-term
Talent to Deliver career goals, target identified gaps, and stretch team members to develop their capabilities; regularly
Results discuss development and career opportunities with team members, not just on an annual basis.
 Actively identify and develop successors for their position, identify and provide stretch opportunities for
high performing team members to grow in their roles.
 Actively encourage career progression whether inside or outside their teams (promotion/transfer); actively

1
 help team members in seeking other positions.
 Mentor other CSMs/TMS, Leads or CSAs within the site.
Building a High  Prioritize and delegate tasks appropriately; check on workload of team members before delegating; are
Performing Team sensitive to team members’ workloads and stress levels; act as a role model for work/life balance.
 Create positive team environment; promote and champion the role of teamwork and collaboration in
achieving overall team goals; hold multiple team-building events or social activities onsite or virtually.
 Establish clear work processes to enable and drive team performance.
Managing the  Constantly review and analyze key business metrics throughout the day; take note of concerning trends,
Business escalate those as needed, and proactively implement corrective action plans.
 Check the time-keeping tool (i.e. ATS) throughout the day to ensure that team members are accurately
being paid; carefully monitor payroll and payroll defects; ensure that CSAs are being paid accurately and on
time.
 Manage time effectively according to shifting priorities and emerging issues.
 Regularly listen in on customer calls or monitor other contacts to stay connected to the customer and to
monitor team members’ performance.
 Actively participate in peer Customer Service Manager (CSM)/Team Manager(TM) meetings; meet regularly
with peers to exchange ideas and best practices; learn from peers; recognized as a leader by their peers.
 Willingly embrace change and engage their teams to embrace change.
 Influence without authority; influence other business units, business teams outside of CS, and other
functions; are not intimidated influencing people higher in the organization.
 Make decisions in a timely manner, balancing the need for action with appropriate analysis.
Driving  Challenge conventional wisdom and the status quo; think expansively about what “could be”.
Innovation/
Improving  Recognize and/or propose creative ideas for improving business results and the customer experience; do
Processes not always rely on history for solutions.

 Find and interpret data; identify trends in data and their implications; spot errors and discrepancies in data;
identify the cause and effect relationships and/or trends between different elements of an issue.
 Proactively identify and solve problems to improve processes; take on or initiate special projects either at
the business unit or site level.
 Continuously audit current processes to ensure constant improvement.
 Effectively lead and drive a Kaizen by forming a team to identify the root cause of a problem, use data to
resolve the issues, offer multiple recommendations to fix the issue, and ensure tangible results.
 Manage and coach to Andon Cord bad pulls and trends.
 Participate actively in Gemba Walks; gather data from CSAs on recent issues and tickets; analyze the data
and know in depth the issues and tickets; frequently present issues and are able to talk in detail to the OM
and CS leaders during the Gemba Walk.
 Reach out and confer with other CSMs/TMs at other CS sites to share best practices and work on process
improvement and standardization.
 Analyze and recommend activities to improve AIS results; are transparent to team about AIS results.
Communicating  Keep Amazon’s culture at the forefront; discuss Leadership Principles, CS and Contact Tenets using many
Effectively different opportunities (i.e. team meetings, 1:1 meetings, etc.).
 Express thoughts clearly and succinctly; focus on key points when delivering a message; explain tasks and
procedures clearly.
 Explain the reasoning and logic behind, and impact, of, decisions, actions and recommendations.
 Write and present well-written and influencing documents (i.e. narratives, press releases, promotion
documents, etc.); teach team members how to write effectively.
 Communicate regularly using the appropriate tools or venues (i.e. greet people at beginning and end of day;
in-person or phone meetings with entire team and 1:1 meetings with Leads and CSAs; IM chats, Webcams
and email, etc.); personalize the messaging depending on the individual.
 Effectively present at team meetings, All-Hands, CSM meetings, site leader meetings, and other venues.
 Keep team well-informed on issues and information within and outside of CS.

2
  Create a safe, trusting environment for communication for open dialogue; encourage team members to
express views, even contrary ones, and to be vocally self-critical.
 Create “two-way” dialogue by regularly gathering feedback from team members on own performance and
taking action on that feedback to ensure ongoing personal development.
 Respond quickly to requests for help/information from Leads, CSAs and others.
Displaying  Highly innovative; risk-taker.
Emotional  Passionate about their work.
Intelligence  Humble and openly self-critical.
 Open to other options and ideas; do not get defensive when challenged; take responsibility for own
mistakes and for correcting them.
 Challenge others’ ideas without getting personal; show respect for others.
 Stay calm under stress or in difficult conversations; keep disruptive emotions and impulses under control.
 Listen attentively to others; paraphrase and summarize; listen before jumping in immediately with a
solution; do not interrupt; ask questions to understand others’ points of view.
 Maintain a positive attitude within a rapidly changing environment.
 Approachable; sense others’ emotions; understand their perspective and take interest in their concerns.
Previous Experience

Preferred Skills  Experience managing a large team of 15-40 team members; performance management, employee
relations, hiring and developing team members; experience in managing hourly team members.
 Excellent communication skills; ability to communicate in a variety of formats and venues.
 Knowledge of basic employment law.
 Project management; experience with cross-functional projects; driving big projects.
 Experience in process improvement (i.e. Lean); analyzing data and identifying trends.
 Advanced Excel skills.
 Typically has 4-5 years of experience in Operations.
Future Behaviors

3-5 years into the  Manage multiple business units.

Future  Participate or lead multiple Network-wide key projects.
 Wider and deeper understanding of CS and Amazon’s business and external market.
 Extensive experience in managing remote employees.