At Lessonly, we’ve helped hundreds of teams across the globe learn, practice, and Do Better Work. We found that the best teams examine their training efforts through six key phases: Assess, Plan, Build, Learn, Practice, and Perform. That’s why we decided to create Lessonly’s Better Work Guide to Customer Service Training.
In the process of putting together The Better Work Guide, Lessonly’s VP of Marketing, Kyle Lacy talked with Katrina Lallo, Senior Training Coordinator of Moen’s Customer Service department. With more than six years of experience in customer service training, Katrina knows what it takes to design a great training program and get managers on board with continuous training. See her tips for getting manager buy-in and why it’s important to always keep the end-user in mind.
Kyle: What are the biggest pain points for you when it comes to training a customer service team, and what should other people be looking out for?
Katrina: That is a great question. First, I recommend thinking about your audience. You need to find a very unique skillset when you hire for the role. Many customer service departments have a tremendous amount of knowledge that they need to learn about. They also need to have the soft skills to work with customers on a daily basis. That creates a really unique combination of skills for the right candidate.
I also suggest thinking about what the job looks like on a daily basis. When you consider what the team does each and every day, it identifies gaps and determines what reps need to learn more about. What I’ve found is that when you get trainees on board with your company’s mission and vision, they’re more likely to see how they fit into the organization. If you’re working in a difficult job and don’t understand how you fit into the entire company, it makes it even harder to feel like what you’re doing is of value.
Then, think about how ongoing training impacts your company’s metrics. Every customer service team needs to meet the customers’ wants and needs, and managers are less likely to be okay with pulling five reps off the floor for an hour of training when they have goals and metrics to achieve. That’s why it’s a good idea to sit down with a manager and address your priorities. Their goal is to get work done and your goal is to develop an associate. When you build a strong relationship with the manager they’re more likely to understand how training impacts their team in a good way. If you don’t have manager buy-in, you’re not going to get training scheduled. That’s a challenge for customer service training leaders.
Kyle: Right, interpersonal skills are key in that type of situation.
Katrina: Right. If you can build a relationship with each manager and show them that your training objectives can help them meet their goals, good things will happen. But remember, training is only as good as the design. If you have a poorly designed training program that doesn’t have clear objectives, people won’t do well. That’s when training isn’t seen as a good investment, and that’s the situation you want to avoid. In the end, good training leaders also have to be good at quantifying the data and good at designing training. That combination will make teams really perform well.
Do Better Work with Lessonly’s Customer Service Training Guide
Customer service matters more than ever. Don’t miss your chance to get insights, best practices, and tangible steps to Do Better Work. Read The Better Work Guide to Customer Service Training and get started today.