Tip of the Week

  • Change management tips for implementing WFM processes. 

    May 14 – 

    The implementation of WFM endorsed process efficiencies can be a difficult change management process in getting the business on board.   So how can you help with the change management process and get your business on your side?

    1)    Be transparent and honest about the challenges ahead.  If you identify the challenges along with possible solutions, they tend to get on board more quickly

    2)    Find out what the concerns are at all levels of management and address those concerns head on when you’re presenting your idea

    3)    Present the idea to leadership as a partnership, and have options they can chose from

    4)    Explain the WIFM (What’s In it For Me) and keep in mind the WIFM is different at all levels

    When we wanted to implement Adherence to Schedule (ATS) goals in our Sales contact center, we knew we had some challenges ahead due to an unsuccessful roll out years earlier.  As a WFM person, the benefits of ATS seem logical, but to the rest of the business the benefits are not as obvious. So to get the business onboard we needed to approach all levels and not only sell the idea, but also explain the benefits of moving in this direction and address some failures from our past.

    Below is how we used the above steps to get each level in our organization on board with the Adherence goals:

    Sr. Management (VP & Director of Sales):

    We started with our Upper Management team, first by explaining exactly why the last roll out was unsuccessful and how we were going to approach it differently to avoid those mistakes a second time.  We then presented what production looked like if we continued without ATS and what it could look like if we implemented ATS.  The key with Upper Management was a high level explanation with a recommendation that could be backed up with data.  After we received upper management approval, next steps were going to the Managers and Supervisors.

    Management (Managers & Supervisors):

    When meeting with supervisors and managers, we again explained why the last roll out was unsuccessful and our thoughts on how to resolve, but with this group we also asked if they had additional ideas for success.  Then we showed them the increased production, as well as how ATS would provide them more coaching and development time with their teams.  We then collaborated on how we could do a small pilot to vet out our ideas before we did a full implementation.   The key with Managers and Supervisors was a collaborative approach and the WIFM. Once we gained leadership buy in, next step was our agents.

    Agents:

    With the agents we created a PR type campaign.  There were 2 key areas addressed in the campaign: (1) why ATS didn’t work previously and how we were fixing the problems, and (2) WIFM — showed them that with improved ATS they’d have more coaching & development time w/ their leaders, which for Sales meant more incentive pay outs and we also showed the potential for more approved time off.  The key with the Agents was the WIFM.

    These steps take time, so you can’t expect results and movement overnight.  Also, keep in mind that while going through the process you will have hurdles, but then you simply need to revisit and work through the steps again. For our ATS process, it took about 2 months for implementation and since that time we have had ATS in our Sales center for almost 4 years!

    Note:  This week’s tip provided by SWPP member Stephanie Walker, CWPP, or Gerber Life Insurance.  She may be reached at Stephanie.walker@us.nestle.com     

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