Customer's established Customer Service team consisted of forty (40) members. The pandemic led to an increase in new business, escalating the hiring timeline of Customer, and quickly expanding the team. More experienced team members became supervisors, moved to operations, or moved on from the organization. Approximately 80% of the team is relatively new and need guidance and content to use in their day-to-day operations.
Members of the team were interviewed around four main themes of customer support to identify the strengths and weaknesses of their daily operations and individual skillsets. Audits were performed for all operational processes and support flows including support content and agent interactions; e.g. email, chat, phone. Areas for improvement were identified and ranked in order of impact to the team and the company.
To scale the team’s output without sacrificing their well-deserved reputation for quality, we focused on self-serve strategies and content that enabled Customer Service agents to be the last line of defense instead of the first.
We were able to meet scalability and operational goals, simplify new agent training, enable agent autonomy, and facilitate cross-functional training.