7
Problem Solving and Decision Making

Learning Objectives

By the end of this chapter, you should be able to:

• Define your role in the problem-solving process.

• Describe the Problem-Solving Model and develop specific strategies for identifying and resolving customer issues.

• Explain the importance of decision making in providing quality service.

• Identify resources to assist in problem solving and decision making.

Define the problem before you pursue a solution.

John Williams
CEO, Spence Corporation

YOUR ROLE IN PROBLEM SOLVING

Because of downsizing and restructuring by many organizations, the need for people at frontline levels in a call center environment to solve customer problems and make decisions is becoming more common. A significant contributing factor is an increase in the number of representatives without a corresponding increase in supervisory staff. According to an online article by Brad Cleveland on the Website of the Incoming Calls Management Institute, the ratio of staff members assigned to one supervisor is 10 to 17. This varies by industry with many organizations reducing the ratio of employees to allow better quality supervisory time. On the other hand, many organizations are raising the ratio of employees to supervisors in order to put more people on calls. The result is often frontline staff taking on decision-making roles and assuming other tasks normally reserved for supervisory personnel.

Unfortunately, little formal training is being provided to assist customer service employees in accomplishing these added decision-making tasks. The responsibility often falls to you and other call center professionals to read material related to problem solving and decision making and become an expert on as many elements of you job, organization, and industry as possible.

Customers come to you and your organization for assistance and to satisfy personal needs they have. It is crucial that you accurately identify their needs, then quickly do whatever you can to satisfy them. If the need is to resolve a problem or complain, you may have to listen carefully, empathize, and then offer suggestions for resolution. If the customer’s purpose is to obtain a product or service, you have to listen and then match an appropriate product or service offered by your organization. Whatever the situation, you are the front line in representing the organization. Both the customer and your organization are relying on you to make the outcome of the interaction positive. When you do not have a solution, you should immediately seek out assistance from others in the call center or elsewhere in the organization, as appropriate.

Depending on your organization’s policies and the leadership style of your supervisor or team leader, you may find yourself making customer-related decisions that in the past were made by a manager or supervisor. If you are given authority to make such decisions, it is important for you to understand your level of authority and what to do in a variety of situations. Much of this comes from experience, but much also comes from becoming thoroughly familiar with organizational policies and procedures. You must also have keen knowledge of products and services offered as well as resources available inside and outside of the organization. One simple technique to gain these insights and knowledge would be to become a sponge and continually soak up information and ideas. To do this, you should:

• observe others as they deliver service

• ask questions of your supervisor or team leader and more experienced call center personnel

• join professional groups and network with others from different organizations

• read books and professional magazines about the industry

• attend seminars and conferences when possible

• search the Internet for industry specific information and articles and participate in professional chat rooms or bulletin boards with others in the industry (often found on industry Websites)

THE PROBLEM-SOLVING MODEL

In using the process outlined in this section or any other that you choose, it is important to remember that most people do not like to be told ”No.” For that reason, as you look for solutions to a problem or issue, try to find things that are acceptable to everyone concerned (customer, yourself, your supervisor, and the organization). Tell your customer what you can do not what you cannot. For example, “Ms. Welch, while I cannot refund your money, what I can do is credit your account for the full purchase price and send along a coupon for a 10 percent discount on a future purchase.” Work to solve the customer’s problem and to encourage him or her to continue to use your products or services.

Problem solving is a systemic process by which you gather information from a variety of sources related to a customer’s problem or issue and then begin to match resources (e.g., information, people, products, services, or whatever) that can help resolve the issue. From a customer service perspective following the five-step Problem-Solving Model (see Exhibit 7–1) can do this.

Step 1: Identify the Problem or Issue

When working with customers to resolve an issue, you first have to determine what you are dealing with. This may require you to do a little detective work by asking a variety of questions to get the information you will ultimately need to make a decision on a course of action.

If your customer has a specific issue (e.g., for a product or service to satisfy a need they have) spend time uncovering what exactly they are looking for. Do this by asking open-ended questions such as the following:

• What is the problem/issue that prompted you to call us?

• What have you done thus far to resolve this issue?

• What can I do to assist you?

• How will you use this product?

• What other brands or types of similar products have you tried in the past?

• What led to your decision to purchase (product/service)?

• Why were you thinking of buying (product)?

• What is the most important factor that will influence your buying decision?

Should your customer identify that there is a problem or a breakdown in service, make an apology. When something breaks down in a customer-provider relationship, your customer likely wants someone to be responsible. That is where you come in. One goal is to keep the situation from potentially escalating so that you can begin asking for additional details and information to assist the customer. Even if you were not personally responsible for the incident, you are representing the organization and need to begin repairing the relationship. A simple, “I’m sorry you were inconvenienced, what can I do to help resolve this issue for you?” coupled with some of the other communication techniques listed in this course can go a long way to salvaging the relationship. Additionally, do not place blame on others or fault policies, procedures, or other factors. Let the customer know that you are sincerely remorseful and will do whatever possible to quickly and effectively resolve the issue.

Listening empathetically to verbal messages and observing for unspoken ones (e.g., a frustrated tone or hesitancy), using open-ended questions, seeking assistance from others when necessary, and accessing any available historical files on the customer are other ways to identify the issue or problem.

Step 2: Analyze the Problem or Issue

After you have gathered information (e.g., customer responses to questions, documentation, product/service data, sales records, policies or whatever else is available) spend some time objectively evaluating what you have. If the customer is not on hold, and you have time to look over the information in a more relaxed manner, you may want to ask the opinion of others (e.g., peers, supervisors, or others in the organization). If the customer is on the telephone, you may want to ask him or her to hold while you quickly analyze the information that you have available before making a decision or taking further action.

Ultimately, what you are trying to do is determine alternatives available to you that will help satisfy the customer and resolve the issue.

Historical customer files, product/service information, warranties, reports of other similar complaints, and talking with coworkers, team leaders, or supervisors can often yield valuable information when you are analyzing a problem.

Step 3: Identify Alternatives

Work with your customer to show that you are willing to partner in order to find an acceptable resolution to the issue.

As you review the issue or problem make sure you consider various possibilities and alternatives when thinking about potential resolutions. Consider all alternatives—traditional and otherwise—and think outside the box (for ideas or solutions not normally used). As you do this, keep the best interests of your customer and your organization in mind. That means not pursuing the first thing that comes to mind simply because it is easiest. If necessary, go to your supervisor or team leader for guidance or permission to take special actions not normally allowed by policies, such as refunds or exchanges beyond normally permitted time frames or special purchases from competitors to fulfill a customer need.

Step 4: Evaluate Alternatives

Following the collection of data and identification of alternatives, you should scrutinize each possibility. Look for the one that best suits the needs of the customer while meeting requirements of the organization. This may mean a solution that costs a bit more, however, if it results in long-term customer loyalty and positive word-of-mouth publicity it may be worth it. Consider the following questions in this evaluation process:

• How can you most effectively resolve this issue or problem?

• Which option will be the most efficient in terms of time, money, and effort and still result in customer satisfaction?

• What are the positive and negative aspects of the options being considered?

• Will the options being considered resolve the issue or solve the problem?

• What special considerations are there for each option (e.g., special approvals)?

• Will the solutions generate additional issues or concerns (e.g., other customers would expect the same, more work generated as a result of the option, or the perception of special treatment by other customers)?

Step 5: Make a Decision

After analyzing your choices decide on a couple options and ask the customer: “Which option would you prefer?”

By asking this question, you put the customer in the position of making a decision based on acceptable options that you have provided. He or she will likely feel more a part of the decision-making process and are less likely to reject something you chose and offered them. If the customer rejects the options you presented and requests another, consider it. If it is reasonable and feasible, proceed and resolve the issue. If not, negotiate another alternative.

Keep in mind that this entire process may occur within the time span of a normal customer call or it may occur over a longer period if the customer writes a letter, e-mails, faxes, or leaves a voice mail regarding the problem.

THE IMPORTANCE OF SOUND DECISION MAKING

As you may have heard, “time is money.” In all call centers (especially a sales environment where successful calls are often measured by revenue generated), your ability to use your knowledge and skills to quickly make a decision and resolve a customer issue is crucial. Your organization and your customers expect this. The employees who succeed in a call center are the ones who learn to gather information and make a decision efficiently. This includes your ability to go through the problem-solving process you read about earlier and choose the best alternative.

On any given day in a call center, you will likely be required to make decisions regarding a variety of customer issues. Whether a customer contacts you with a service or product complaint, a question, to clarify issues with his or her account, or for any other reason, you will be expected to handle the situation. In some cases this will require you to assertively and professionally interact with a customer who is emotional. Whatever happens, you must remain in control of the situation and not let your emotions get in the way of your ability to make a decision on the best course of action. Keep in mind that if you get emotional, you become part of the problem rather part of the solution.

When you are faced with decision-making situations, there is much to consider. While it may sometimes seem unfair, in reality, many factors impact decision making. The following are some of the more common factors with which you may have to contend:

• your own knowledge, skill, attitude, and motivation levels for resolving the issue

• biases toward a specific solution or customer/group

• perceived importance of situation/persons involved (e.g., new versus long term customer)

• perceptions based on sketchy or faulty information because you feel you have enough information or have handled similar situations in the past

• time available to serve the customer

• organizational culture/policies

• availability of information

• costs/available revenue

• customer/supervisor reaction

• leadership style of your supervisor (e.g., autocratic versus democratic)

• complexity of the issue/problem

• stress because of high workloads, personal problems, or unrealistic expectations (the customer’s and those of your organization)

IDENTIFYING RESOURCES

As part of your problem-solving and decision-making process, you should use any available resource to work toward customer satisfaction. Failure to do so can cost you a lost customer and create many of the associated problems that go with such a loss. Some of the best resources are often the most obvious. Here are some typical vehicles for information and assistance in many organizations:

• The Customer. While it may seem natural to use the customer as a resource, many service providers fail to do so to the maximum possible benefit. The customer can tell you his or her needs, service expectations, past experiences, resources, time constraints, and many other pieces of information. Using effective questioning, you can often extract this information in a friendly, nonthreatening manner that lets the customer know you are working to partner with him or her to resolve the issue or better serve.

• Supervisor/Team leader. Your supervisor or team leader brings experience and organizational knowledge to the situation. He or she can often tell you what organizational policies and procedures need to be followed, identify resources, offer suggestions and guidance, and if necessary, intercede with the customer.

• Peers/Team members. As with your supervisor/team leader, these people can offer assistance and provide additional insights and information. They can also assist by interacting with your customer when needed.

• Customer historical files. Whether these are kept in hard copy (file cabinet) or on computer, you should be aware of their existence and how to quickly access the information they contain. These files typically contain historical contact and account information and can be invaluable in tracing prior activities that have occurred related to serving a customer. For this reason, any entry you make in the file should be complete and contain specific details (e.g., times, dates, conversation content, issues identified, and follow-up actions).

• Organizational policies and procedures. These act as your guidelines by providing structured information and processes to handle a variety of customer interactions.

• Laws and regulations. In addition to organizational policies and procedures, there are many local, state, and federal laws and guidelines to which you must adhere in a call center (see Chapter 12). Failure to follow these can lead to customer dissatisfaction and also personal and organizational liability.

• Technical support. In an environment that is so dependent on technology you must have a sound knowledge of the technology that you have access to and the capabilities of each type of equipment. You must also know about available support staff and how to quickly and appropriately access them in case of technology questions or failure.

• Books, articles, or the Internet. Depending on the issue or problem you are addressing and how much time you have, there may be times when you may want or need to refer to published information on similar issues to gain ideas and insights.

• Professional colleagues. Through contacts in professional or other groups in which you are involved, you likely have contacts who do similar types of work, are in the same industry, or with whom you are friends. You can sometimes contact these people for ideas on how they have handled similar situations in the past or for potential additional resources.

 

As a result of organizational restructuring, many call center representatives find themselves in situations where they are taking on problem-solving and decision-making roles that formerly belonged to supervisory personnel.

The five-step Problem-Solving Model can provide structure to your efforts to identify and resolve customer issues. In it, you first identify what is causing the problem and with exactly what you are dealing. By asking open-ended questions and examining any other documentation or information available, you can determine a lot from your customer and if a problem is identified, apologize, then begin trying to resolve the issue.

Once the issue or problem is identified in Step 1 of the model, you must carefully analyze the data and information you have in order to determine what alternatives are available to help resolve the issue.

Step 3 of the model is to identify all alternatives from the standpoint of finding one that will satisfy the customer’s needs. In doing this, you should think outside the box and examine a variety of potential solutions and not get stuck in looking only at typical ones.

Following your identification of alternatives in Step 4, you should next objectively evaluate each to determine which best suits the situation, customer, and organization. Cost should not always be the deciding factor, although it is certainly a consideration.

The final step in the problem-solving process is to decide on a course of action. To do this, you are better off when you consult the customer to ask which they prefer.

Decision making is a primary skill needed to be successful in a call center. Customers come to you and expect that you have the knowledge and skills to assist them. If you cannot, they will often simply go elsewhere. The key to effective decision making is to remain unemotional and objective and to be conscious of all the factors that can affect your decisions.

As you move through problem solving and decision making with customers, it is important to recognize all the possible resources available to assist you. These include the customer, your supervisor or team leader, peers and team members, customer historical files, policies and procedures, laws and regulations, technical support staff, and publications or the Internet.

1. A significant contributing factor leading to problem-solving and decision-making responsibilities being placed on call center representatives is:	1. (c)
(a) a need to save time in call centers.
(b) better-qualified call center representatives.
(c) a reduced supervisor to call center representative ratio.
(d) a need to train call center representatives for future roles.
2. If problem-solving responsibilities are delegated to call center representatives, it is important that they:	2. (b)
(a) make good decisions.
(b) understand their level of authority to make decisions.
(c) thank supervisors for the opportunity to demonstrate capabilities.
(d) inform others of their authority.
3. Which of the following is not a typical technique for gaining new product and service knowledge?	3.(d)
(a) Observe others as they deliver service.
(b) Ask questions of your supervisor or team leader.
(c) Attend seminars and conferences.
(d) Ask your customer for ideas.
4. In what step of the Problem-Solving Model should you initially apologize?	4.(a)
(a) Step 1
(b) Step 2
(c) Step 3
(d) Step 5
5. In which step of the Problem-Solving Model would you spend time objectively evaluating the information you have gathered?	5. (b)
(a) Step 1
(b) Step 2
(c) Step 4
(d) Step 5