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Institute associates are available to deliver in-depth leading-edge keynote presentations at conferences and company meetings on a variety of Customer Care topics.
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PEOPLE
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"Typically, I might get a phone call from a client who identifies a concern," said Ka Architecture President James B. Heller. "They say, 'This is happening on this particular project.' There's a problem there, whatever it might be. One pitfall is to too quickly jump on that particular project manager and always side with the client. The typical comment, 'The client is always right' -- well, don't fall into that trap." |
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Thursday, 08 November 2007 |
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Regardless of challenges that lie ahead, it appears the industry is determined to make the remote agent model work, perhaps because, when done properly, the home agent model has such limitless potential, and technological innovation has a way of overcoming obstacles. This will certainly be a model to watch in the future. |
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Thursday, 08 November 2007 |
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Have you ever received poor service from someone you expected should be helping you as part of his or her job? The answer is almost certainly "yes." And, if you're like most people, you have probably also experienced the frustration of working with someone who made your own job more difficult. In both cases you may have wondered, "Why don't they just fire this person?" |
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Wednesday, 07 November 2007 |
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Over the last few months, I’ve written a lot about selecting a home-based call center partner, what features and functionalities to look for, and how to know when it is time to consider outsourcing. These topics have spurred some great conversations and I’ve enjoyed getting to know more readers. And yet, I’ve realized there is one basic question I’ve failed to address. |
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Wednesday, 07 November 2007 |
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Many employees fall victim to the "Grass is Greener" Syndrome. According to Salary.com's 2006/2007 Employee Job Satisfaction and Retention Survey, 62 percent of employees plan on looking for a new job in the next three months. Dissatisfied employees have cited a variety of reasons for their desire to leave their company, including lack of opportunity for advancement, no recognition for achievements, insufficient benefits and even boredom. |
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Wednesday, 07 November 2007 |
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When you go above and beyond the call of duty at work, you expect a reward for your efforts. But the payoff is often delayed - or worse - and it’s rarely what you were expecting. |
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Tuesday, 30 October 2007 |
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It's easy to stick close to your allies—especially in difficult, politically charged times—but ignoring your enemies is a political mistake that can lead to closed doors and missed opportunities. |
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Tuesday, 30 October 2007 |
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A large majority of companies in the United States and around the world are struggling to attract and retain top-performing and critical-skill workers, according to a new study. Furthermore, many employers do not fully understand why workers join or leave an organization, an obstacle that greatly increases the challenge of finding and keeping good employees.
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Tuesday, 30 October 2007 |
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Performance reviews are a good idea that a lot of workers find confusing. It makes me wonder if they sometimes do more harm than good. For one thing, people don't understand much of the so-called constructive feedback they get on goals, skills and progress, which is understandable if you've ever seen some of the feedback. |
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Friday, 26 October 2007 |
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What are the signs of lowered performance in your organization? To start, employees don't look busy. Individual, team or unit productivity has decreased from where it should be. Morale is down. And you sense that "things" could be better. |
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Wednesday, 24 October 2007 |
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