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So, we found out that the strong side of the team is the ability to conduct a dialogue seamlessly. Even the change of operators for the client was imperceptible: everyone always understood what it was about. At the same time, there was clearly a lack of empathy from support and sufficient personalization of solutions.

Formulated the principles of communication with clients in a chat

The purpose of the principles, or fundamental rules, is to express the attitude towards customers and to teach the support team to convey thoughts in a chat clearly and clearly. Creating such rules is a task that can be solved in 1-2 months. It is also important to understand that part of the rules will constantly change depending on the reaction of users and their needs. You need to start by formulating 3-5 basic principles to lay the foundation for the chat support relationship with customers. Then write down 10-15 rules for working with text.

You can formulate your principles and rules from the answers to the questions:

1. What does a client get now when he contacts support? A message with a quote from the knowledge base, instructions, a solution to a problem, a benefit, a cool mood?
2. How is support ready to help customers? With profile questions or discussing a new series is also possible?
3. How to determine that the specialist understood the client’s question correctly? Can I ask clarifying questions?
4. Who is a client? Is it appropriate to communicate with him on you or on you?
5. Can I use emoticons and gifs? What is the tone of the correspondence?

Raiffeisenbank has five main principles:

1. Quickly solve the problem
2. Avoid repeating the problem not only for this client, but also for others
3. Show empathy
4. Eliminate potential risks
5. Offer an alternative solution ourselves if we cannot help ourselves

Trained support staff and started applying the new rules

Once the principles were in place, we started working on a new training system. We found people who were the first to want to learn all the tricks, and held several meetups with them, where they discussed how to apply these rules in practice.

We are holding the first meetup with the

team Every day the guys wrote out successful cases and devoted 1-2 hours during the working day to a detailed analysis of dialogues with clients. Together we observed what words, techniques, formulations, personal finds of the support helped to cope with the question, to answer the client correctly. And then all the findings were carefully recorded. This helped not only to see what rules and postulates can be added to our document, but also to collect as many living examples as possible for it. 2 hours per day the supports devoted to working on the style of the answers

Workshop “Ideal dialogue”

1. The trainer divides those present into teams, gives them an example of a dialogue with the client, drawing paper and felt-tip pens.
2. Task of each team:

• read dialogue
• write down on paper what was wrong in the dialogue
• fix the dialogue so that everything in it is correct
• present your version of the perfect dialogue to other teams

Trained a large part of the support staff in the new rules

In order to spread knowledge to the entire chat support team, we began to teach the new rules. They made up exercises for working out the principles and gave daily feedback on them. Once a week, we had a meeting with the team and discussed which of the rules are used most often, which do not help. In a month, it turned out to train twelve people in a new approach to answers and problem solving.

Sample exercises for the Raiffeisenbank team

1. Understanding the client’s real problem

Think about the client’s real pain/question. State your thoughts in three sentences.

Client message: Money sent 3 days ago!!! You are already the fifth person who answers me here, and cannot properly explain why there is still no money???

2. For practicing simple and human syllable

Rephrase the support message so that it is useful for the client. Word it like you’re writing a reply to Tony Stark.

Support message: On behalf of the bank, I would like to inform you that we sincerely regret the current situation. Allow me to express the hope that further work to improve the quality of services provided and the attention of the Bank’s management to issues of service quality will allow us to eliminate such situations, and that in the future our cooperation with you will be devoid of any disappointments and will satisfy all your requirements.

Created a new quality assessment system

From practice, we know that the system works best when the assessment is done not only by a separate QA team, but also by the support staff themselves. We gave supports an hour of working time a day to read each other’s dialogues and give feedback. Before that, they explained how feedback differs from subjective criticism.

Such a system helped create the main thing — the exchange of knowledge and experience. In order for the chat support service to only improve over time, you need to allow the guys within the team to constantly share life hacks with each other and notice, for example, which of the postulates are losing relevance.

Suggested who the team needs

In order for the improvement process not to stop after the end of the project, it was important for us to find such people within the team to whom all this responded the most. Those who could be responsible for updating the rules, for broadcasting knowledge to beginners, who like to teach, create exercises, organize weekly training meetings.

Reminded about the necessary motivation

There are many ways to develop the team further. You can hang up posters with communication rules around the office, create a “Best Case of the Month” contest, organize a chat where support can share cute and funny dialogues (or difficult, but successful ones). The task of the support manager is to choose the most suitable one.

We printed these posters and hung them in the support office of Raiffeisenbank

The project lasted five months. During this time, we managed to describe the rules of communication with clients and arrange them in a single document, build new training and quality control systems, find and educate twelve style evangelists who still teach newcomers to solve client problems and answer questions in the chat. The Raiffeisenbank team still had an equally ambitious challenge ahead of them — to scale the new approach to all support, to work on expanding the communication rules and updating them, and to fix a new client-centric approach for the entire team. And judging by the latest achievements of the team, the guys really improved their customer service 🙂

Svetlana Koltakova

Head, Director, Retail Customer Interaction Department

An outside perspective is always useful

We appreciated the experience and creativity of the guys from Supprt Science. It was interesting to learn how the guys maintained a high level of quality of support responses in Rocketbank. It became obvious that the cool experience of working with Rocket can be rethought and partially applied to our realities. As a result, we have combined the team’s approach with our own, refined the values ​​and principles of working with clients, and in general are now devoting a lot of time to working on style. A look from the outside helped us to identify our strengths and weaknesses in order to create our own course for pumping employees.

What was the biggest benefit to you from our joint project?

The biggest benefit is your experience and creativity. It was interesting to hear what you did in order to keep the quality at the level in Rocket, your view of our work from the outside.
An understanding has come — if we take your experience, reconsider it for our realities (taking into account the fact that we need to keep a healthy balance between performance indicators, increase sales in non-voice channels and not lose focus on the quality of any contacts with customers) + add our experience of communication and structural approach, you get a good skeleton for working with the whole complex of indicators.

How have you improved and continue to work with your own style, what has changed over the year?

A lot has been done:
— we mixed your approach with our own,
— finalized the values ​​and principles of work with clients,
— they singled out a person — an ambassador of style, which is now being pumped by Rife,
— created our own online course, now we are moving towards training all employees

Who else do you think such a project could be useful for?

An outside perspective is useful for anyone who wants to develop

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08/27/2020
customer care, case, smm support, customer service development, customer service improvement.