Learning Strategy
IGT Solutions is looking to improve the customer experience of the most important business units, measured with the CSAT (Customer SATisfation) indicator every time a collaborator provides customer service via phone, email or chat. The goal of this project is to achieve a 10% increase in this indicator 90 days after successful implementation. Together, with the training and operations team, it was possible to determine that the vast majority of negative contacts with clients were not due to a collaborator's lack of knowledge of the processes or policies of the company, but usually due to shortcomings in the management of the clients, lack of assertive communication, empathy, empowerment, among other factors that constitute some essential soft skills in the customer service industry.
Taking into account that the audience is mainly made up of young adults, we wanted to plan a learning strategy that was as simple, practical and visually attractive as possible, dividing the project into 5 different modules that would be developed over the course of two months.
Design and Development
The content of the modules was primarily written by the training department along with the operations department, which helped provide all the information about the different situations and scenarios a customer services representative may encounter. I was in charge of compacting the information and editing the copywriting style of each module. In this phase, since we had to work simultaneously on all the modules in order to meet the delivery date, it was crucial to maintain fluid communication with the different teams, having around 4 weekly meetings. To maintain cohesion between all the courses, it was important to maintain the same content structure, being the following:
0. Cover
1. Brief activity that introduces the soft skill
2. General explanation
3. Open-ended question on the topic
4. Application of the soft skills in customer service
5. Evaluations (mainly scenarios)
6. Final slide and satisfaction survey
After defining this general structure for all the modules, I started working with the instructional design team, where I was in charge of making the storyboard of two modules, including the "Ownership" module. Regarding the other modules, they were made by the rest of the team under my supervision.
Once the storyboard of each module was completed, and with the purpose of projecting a simple and fresh look and feel, we decided to implement an interface design that emulates a notebook, with realistic textures and elements that reminds of a classroom, such as folders, post-it notes, paperclips and sheets of paper. We wanted to maintain the institutional branding that characterizes most IGT Solutions training and educational content projects by using their institutional colors, fonts, style of illustrations and the roundness of most graphics.
Finally, we distributed the work among the members of the instructional design team. Each person would be in charge of carrying out the assembly of the content, the search for visual elements and the interactivity. I completely took care of the “Ownership” module, and partially of the other courses, as well as reviewing and approving the work of the rest of the team.
Implementation and results
Once the approval of all the responsible areas was obtained, we began with the implementation phase. The more than 600 collaborators who participated in this project, through the company's LMS platform, took each course at the beginning of the work day, distributing the five modules over five weeks.In order to make improvements throughout the implementation, we divided the audience into 20 different subgroups, distributing the different modules in each of the subgroups. In such a way that, for example, if group 1, after completing the module A, suggested relevant changes for the learning experience, and doable within the time frame, these could be implemented so that group 2 has the opportunity to interact with a better product.
The instructional design team, in collaboration with the training and operations team, studied the feedback received from the collaborators and made the necessary adjustments. Broadly speaking, all modules had good feedback, where the evaluative design of scenarios and the visual appearance of the project received the most compliments.
Once the implementation and evaluative analysis phase was finished, where the average grade that the collaborators obtained in each module ranged from 65% to 80%, we focused on closely following the CSAT indicator and how it behaved throughout the following weeks. When the project reached day 90, a comparison was made between day 0 and the last day, obtaining an increase of 15.6% in this indicator, far exceeding the goal of 10%. This project plans to be implemented in different lines of business, as well as other IGT Solutions
sites around the world.
