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Q&A: How do we differ from The Call Centre?

BBC Three’s The Call Centre documentary has sparked a social media storm. But is it reflective of everyday life in a busy call centre? We talk to one of our dedicated call handlers about her role.

The Call Centre – a documentary series based on a Swansea financial services call centre – has caused a furore on social media and in the press, with eccentric chief executive Nev Wilshire inspiring wide-ranging opinions about his ‘out-of-the-box’ management style.

The documentary is certainly entertaining, but whether it provides a realistic insight into the day-to-day practices at a contact centre is questionable.

Life at our contact centre is certainly a little different. As our customers are mainly charities and third sector organisations, we require a different skill-set from more traditional call centres. We’re not looking to ‘sell’ to callers. Instead we look to offer empathetic support and advice, while building relationships and presenting our customers’ causes in the best possible light.

Alongside our commitment to callers is our dedication to our team. A recent internal survey found that 82% of our team believed that joining Connect Assist has had a positive impact on their lives.

We also pride ourselves on providing jobs in an areas of traditionally high unemployment, with 46% of our team joining us after a period of unemployment. A quarter of those were classed as long-term unemployed (over 6 months without a job), with a further 10% out of work for over two years.

We truly believe we are different. So what separates Connect Assist from other contact centres? We caught up with Team Leader, Rachael, to find out…

How long have you worked for Connect Assist? 

I joined Connect Assist as a call handler in March 2011, so just over two years ago. I had graduated with a degree in Psychology from the University of Glamorgan, and wasn’t sure what to do next. I’ve always wanted to help people and I love customer service environments, so I applied for a role here.

Obviously this is a different type of contact centre than most, whereby the ‘product’ is your support and understanding. So what type of training did you receive to prepare you for that? 

The training was designed to build up my confidence in taking and responding to calls, and my knowledge of the charities we work for.

To achieve this, I was ‘buddied’ with an experienced member of the team, during which time I was able to listen to calls and make notes, carefully taking in the tone. Many of the calls we receive are from people who are seeking help at a critical time in their life, so it’s really important that we handle every single call as sensitively as we can.

I was then provided lessons in a ‘classroom’ environment, to learn about the charities we work for in a great deal of depth. Before I was let loose on the telephones, I had been given a thorough grounding both in the work we did, and in how to do it.  And more than anything, the training had really driven home with me how important we are to the people turning to us for help. My first one-on-one call came around four or five weeks after I started, and I’ve not looked back since.

What gives you job satisfaction?

I get such a buzz from helping those in need. Not everybody has the confidence to pick up the phone to a complete stranger and ask for help and advice, and knowing that I make a difference to somebody’s life is a fantastic feeling.

A call that sticks in my mind was from an elderly widow, who had no access to hot water and central heating during the winter. She was receiving very little support from her family or the local council. During our conversation, I learned that her husband had been a Freemason. I contacted them to see if they could help this proud lady, and within days, they had arranged a visit from a company that fitted a new boiler.

It’s calls like this that make the job amazing.

What is it like to work for Connect Assist?

It’s a pleasure to work here. It’s like a family and everybody is so supportive. I’ve loved it since day one and can’t imagine being anywhere else. Being able to make a difference to people’s lives gives me so much satisfaction.

What types of professional development opportunities are there at Connect Assist?

If you show the potential and you’re willing to work hard, there is huge potential to develop here. I started as a call handler and within six months or so, I was promoted to supervisor, and then again to team leader.

The support is here for everybody to progress their skills. Even if a specific role isn’t available, you will be encouraged to work towards that role, and be given opportunities to improve your skills along the way.

Would you recommend it as a workplace to others?

Definitely. We’re not a stereotypical call centre hard selling products or services. We’re here to support those most in need in society.

We all love each other’s company, but we get our true rewards from the work we do each day. People who work here love the company’s values and its commitment to helping its staff, who in turn help individual callers and charities.

If that sounds like something you would enjoy being part of, then you’ll definitely thrive in this organisation.

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140 pages vs. 140 characters: How can charities improve the reach of impact reports?

By Patrick Nash

After a leading charity communications consultant claimed that impact reports were ‘deeply boring’ and could be replaced by tweets, I explore the different methods charities can use to explain the difference they make to peoples’ lives.

Joe Saxton, co-founder of nfpSynergy, has labeled impact reports “deeply turgid, boring and dull” and suggested that organisations should instead start tweeting about the difference their work makes.

Speaking at a session on accountability at the Charity Finance Group’s annual conference in London, Saxton said that in the age of social media, it is essential that charities consolidate their messaging for maximum effect. He believes that impact reports, often comprising of thousands of words, are “not generally designed with the audience in mind” and that readers quickly lose interest.

Saxton claims that charities need simple, concise and accessible messages, issued through a select number of channels. He said:

“The reason charities don’t ask donors what they want is that they would say they want less communication, less often and through fewer channels”.

He says that a simply packaged message can communicate the ethos and achievements of an organisation effectively on social media, in news interviews or when talking to staff members.

Cracking Accountability

Impact reports were introduced in 2005 to reinforce public trust in charities, with accountability a hot topic in the third sector. There are even bodies such as the ImpACT Coalition (Improving Accountability, Clarity and Transparency) – made up of over 400 third sector organisations – that work to improve accountability and transparency and increase public understanding of how charities work.

There is certainly a heightened focus on preserving public trust in the third sector, improving public understanding of how charities operate.

According to Saxton however, achieving accountability could take longer than most charities realise. Saxton felt that impact reports mistakenly lead board members to assume that they have cracked accountability, when in reality there may be much more work to do.

At the same session, Kate Lee, chief executive of Myton Hospice Group, said improving transparency and accountability would allow charities to better understand what they did, what worked and what did not.

“Public trust in charities is high, but people do not understand what we do or how we operate,” she said.

A culture of transparency and accountability, particularly being comfortable with admitting mistakes and dealing with failure, led to greater confidence and innovation, Lee said.

The strengths of impact reports

Impact reports aim to engage, inform and inspire their stakeholders by communicating clearly the impact of their work.

Good impact reporting helps beneficiaries, volunteers, donors and other supporters understand and engage with a charity’s vision. It also helps staff and trustees focus on results and how to achieve their vision.

Undoubtedly, all charities should tell their stakeholders how they are fulfilling their purposes and achieving the change that they seek to effect. However, could it be time to explore ways of communicating this message differently?

So what should charities do?

Social media tools, such as Twitter, are becoming increasingly important channels to help charities get their message across and to relay their achievements and goals. But, that is not to say that impact reporting should be forgotten all together.

It’s essential that charities communicate their impact, with clear, concise messaging that explains exactly how they help their end users.

By combining digital communication strategies with full impact reports, charities can combine targeted, concise messages on social media platforms with integrated links to full reports, should people wish to read on. There is, however, definitely an argument for impact reports to be more tightly written and designed to make them easier to digest.

This can certainly help to shift public focus away from concerns about administration costs or chief executives’ salaries, and towards the messages charities want their stakeholders to remember.

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Connect Assist to host a stand at the Welsh Business Show 2013

Connect Assist will be hosting an exhibition stand at the 2013 Welsh Business Show at the Cardiff City Stadium, on Thursday 30th May.

The event, which will feature up to 100 businesses showcasing their products and services, offers businesses in Wales the chance to meet potential suppliers and promote their brands further, directly to decision-makers.

Further events at the show include speed networking; providing visitors and exhibitors the opportunity to discover more about each others business, leading to potential new business or new suppliers.  This enables businesses to gain from invaluable advice to drive their organisations forward.

This one-day event delivers two seminars presented by keynote speakers, plus a new addition, ‘10 facts in 10 minutes’, presented by four industry experts.

Our specialist team will be on hand, at exhibition stand number 39, to provide expert support and advice for businesses. Plus, it’s completely free to join, so come and say hello!

For more details on the Welsh Business Show, including visiting and exhibiting, please visit:

http://www.thewelshbusinessshow.co.uk

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Charities not investing enough in technology to inspire digital innovation

By Patrick Nash

A new survey has found that many charities are not investing enough in technology to keep up with digital innovations. This week, I explain how they, and other third sector organisations, can increase their reach online, while cutting costs.  

Digital communication is growing rapidly and multimedia channels have a large part to play in the future of promotion, advertising and fundraising. Yet, new research from online youth charity YouthNet has found that charitable organisations are not doing enough to maximise the opportunity.

Two thirds of charity owners (66%) say that all aspects of digital communications – from awareness raising to fundraising – is ‘essential’ to their charities, and that they couldn’t ‘function without it.’ Yet only one in five (21%) believed that they were ‘fully engaged with it as an organisation, from board members to junior staff.’

YouthNet says the sector should invest more in research and design in order to keep pace. Emma Thomas, chief executive of YouthNet, said “Because budgets are increasingly tight, charities often aren’t allowed the space to experiment and take risks, and this can prevent us from keeping pace with advances in digital technology and hinder innovation.

“We believe that greater collaboration between the not-for-profit and commercial world is vital to ensure that a constant cycle of research and design develops technical innovations that generate further social value.”

So is it just budgets that are restricting charities from investing in digital? I think it might run a bit deeper than that.

Expansion into digital media for charities constrained by tight budgets and user demands is a difficult development to prioritise. We often hear charities say they recognise it as a step they need to take, but simply don’t have the time or resources.

There is also an issue at boardroom and director level, as with so much choice available, boards can often find it difficult to decide which form of digital engagement will be most effective for their charity.

However, there is a growing body of evidence that demonstrates what charities can achieve by taking a proactive approach to digital communication.  In recent years, there have been a number of highly successful campaigns by charities that have dared to take the plunge into digital media.

It Gets Better campaign

A grassroots response to the suicide of a teenager in the US after being bullied for being gay, the It Gets Better campaign started life as a simple, viral message, reassuring young people that things can – and do – get better. A YouTube video posted by columnist Dan Savage grew into an international movement backed by Barak Obama, Hilary Clinton, Anne Hathaway and Colin Farrell.

Unicef

Like Cadburys, who famously ‘own’ the distinctive shade of purple that adorns their products, donors can too be the proud owner of their own colour.  Teaming up with paint brand Dulux, Unicef is offering everyone the chance to buy one of the 16.7 million colours that make up the spectrum. For £1 donation, users can pick a shade, choose a name, explain why they have picked it, and give it a description.

Each of these campaigns were cost-effective, yet hugely influential, as their messages had been spread across social media, even generating support from the President of the United States.

Now, it must be said that not every campaign will get support from the White House or Parliament, but with that touch of creativity and verve, campaigns can go viral and attract the attention of thousands.

All it costs is time. With the right training and support, that could be time well spent.

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How to maintain positive customer experiences in times of high demand

By Patrick Nash

In the week that HM Revenue and Customs (HMRC) has announced that it is to close 281 of its face-to-face enquiry centres, 2 million extra calls to are expected to be made to the HMRC helpline. Here, I suggest the best ways for contact centres to ensure positive customer experiences when face with increased service demand.

Every contact centre must remember that its users are of the upmost importance, and maintaining a positive customer experience is imperative even when under considerable pressure.

Even before this week’s announcement of the HMRC closures, the National Audit Office (NAO) found that more than 50,000 calls to HMRC went unanswered. For customers that did get through, wait times were on average around four minutes. Most contact centres would agree that this is too long to wait, and too expensive, for users requiring advice or assistance.

So how can contact centres manage higher call volumes whilst ensuring that they maintain a positive customer experience ?

Investing in technology

Most contact centres use Customer Relationship Management (CRM) systems, but they may not be aware of the potential gains that can be achieved from investing in a system which provides users with greater choice in how they contact your service.

CRM systems used at their best can considerably reduce time spent on processes that can be fully automated, such as switchboard management – ensuring that calls automatically presented to a free member of staff. Equally, text message management can guarantee that SMS texts are automatically sent, records are made and then stored and linked to customer profiles.

By reducing time spent on administrative tasks or less complex cases, the helpline and its most valuable asset, the advisors, are free to support those most in need.

Integrate digital channels

Integrated digital channels ensure that customers have the ability to access information online in order to self-help. This increases the reach of the contact centre as a limitless amount of users can access help simultaneously, at no extra cost for the centre.

A fully integrated digital service can also include web chat where users can directly receive help and advice from employees at the contact centre through an instant messaging system. Systems should be able to monitor users behaviour and choices on the website at all times to ensure that they can also proactively begin a web chat conversation with a user, as well as responding to enquiries.

Incorporate social media into your CRM model

As the influence of social media continues to grow in everyday life, this should be no different for your contact centre.

By embracing social media, contact centres can communicate with their customers directly in a medium that is familiar to them.

And with social media fully integrated into your CRM model, all conversations with each user can be automatically recorded and stored within the customers profile on the system.

Further, social media can be used to search further for users in need of help and advice, and again, this process can be automated to suit your contact centre’s needs.

Next steps

As you can see, integration is the key to the success of a contact centre, ensuring that all customer contact is stored in once place and  is easily accessible.

It is also imperative to ensure that staff are not consistently performing repetitive administrative tasks that could easily be automated. This allows your workforce to focus its attention on those requiring the most help ensuring best customer service at all times.

If you require any further information about enhancing your contact centre’s service delivery, please visit: http://www.connectassist.co.uk/third-sector/multi-channel-helplines/

Call us: 01443 827600

Tweet us: @connectassist

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