Group Customer Experience Manager
DEPARTMENT Customer Experience
REPORTS DIRECTLY TO State Manager
REPORTS INDIRECTLY TO National Operations Manager
NUMBER OF REPORTING RELATIONSHIPS 2
EMPLOYING ENTITY Capital Transport and Logistics Group Pty Ltd
AUTHORITY TO ACT
This position must act within written group policies, procedures and operations manuals. All decisions outside these parameters must be approved by your direct manager.
NUMBER OF STAFF REPORTING DIRECTLY TO THIS POSITION 1 - 5
NUMBER OF STAFF REPORTING INDIRECTLY TO THIS POSITION 20+
CRITICAL RELATIONSHIPS (INTERNAL)
- National Operations Manager
- State Manager
- Customer Experience Department
- Courier Department
- Taxi Trucks Department
- Fleet Management Department
- Sales and Account Management Department
- Administration Department
- Fleet Management Department
- Contracts Department
- HR and HSEQ Department
CRITICAL RELATIONSHIPS (EXTERNAL)
- Existing clients
- Existing Sub-contractor
Position Summary
As the Group Customer Experience Manager, you will report directly to the State Manager and indirectly to the National Operations Manager. You are responsible for effectively managing the daily operations of the Customer Experience Department. You must also ensure that all incoming calls to the business, and all query and informative telephone calls to clients, are made within the national KPI timeframes and are in accordance with the Customer Service Standard Operating Procedures (SOP).
You must provide leadership, support and guidance to the Customer Experience team and minimise client attrition through providing superior service. You have the responsibility to ensure the entire Customer Experience Department is adequately trained in all Company Policies, including but not limited to, manual handling, dangerous goods and chain of responsibility.
It is imperative you stay up to date with any changes to legislation and/or Company policies that directly impact the Customer Experience Department and/or booking requirements and ensure these changes are communicated to your staff.
1. Key Responsibilities and Tasks
1.1 PERFORMANCE MEASURES AND KEY PEFORMANCE INDICATORS (KPI)
- You must ensure you meet the following Department and individual performance measures and KPIs:
Performance Measure Benchmarked KPI
Number of inbound telephone calls to be answered by the Department within 3 rings (i.e. 7 seconds) At least 90% of inbound calls
Total booking errors Booking errors must not exceed 1.5% of total bookings per day
Number of inbound telephone calls handled outside the Department per day
Must not exceed 5% of total inbound calls per day (unless the Department is short-staffed or there is an overflow in Department workload)
Average number of client calls handled per hour per day (incoming and outgoing) Average of 15 client calls per hour, per day
Average call handling time Does not exceed 1 minute and 50 seconds (ie. 110 seconds)
Number of re-queued telephone calls 0 calls
Total number of long abandoned telephone calls per day for the Department Must not collectively exceed a maximum of 2% of total number of calls per day
1.2 CUSTOMER EXPERIENCE AND CLIENT BOOKINGS
- Ensure the Department provides superior customer service to clients at all times. All phone calls must be answered with “Welcome to Capital, this is [name]”
- Ensure the required information is captured on all telephone bookings including but not limited to:
- Type and number of goods;
- Dimensions;
- Weight; and
- Special delivery instructions (if they apply).
If you identify that your staff are not capturing the abovementioned information on all bookings, you must provide them with additional training and/or performance manage them accordingly
- Ensure that all bookings are taken in line with the Company Manual Handling Policy. You must ensure that you take all reasonable steps to ensure no bookings that pose a hazardous manual handling risk and are entered into the Transport Management System (TMS). You must review any escalation made to you where your staff are unsure on whether they need to book an assist
- Consider the requirements of each job, including the environment the sub-contractor will be exposed to and apply suitable control measures to the booking, including but not limited to specialised equipment, manual handling equipment, detailed instructions and/or an assist
- Ensure that Dangerous Goods bookings are made in line with the Company Dangerous Goods Policy.
- Ensure that client rings backs are being performed in line with Customer Service SOPs and Company Policy
- Ensure the customer mobile number or email address is entered into the application TMS fields, when booking a job for a United System Notification (‘UNS”) customer.
- Review Proofs of Condition (POC) provided by drivers and contact them if the quality of the photo is not at the required standard (i.e. too dark, blurry, hard to read etc.). You must coach our contractors on how to improve the image and capture the relevant information.
- Ensure your department staff are actioning and resolving all client enquiries within 24 hours of receipt. If a client query if escalated to you, you must action it within 24 hours of receipt of the escalation and ensure the client is informed of any progress. You are required to liaise with the relevant Departments, clients and sub-contractors, where necessary
- Where required, you must transfer telephone calls to the appropriate person, which may include the relevant Account Manager. When doing this, you must ensure that all relevant information received is accurately passed on to the appropriate person. In no circumstances are you to simply transfer the call without communicating the relevant information
- Ensure the Customer Experience Teams manage clients with customised service level agreements in line with KPI’s outlined within the agreement and in conjunction with department SOP’s. You are required to liaise with the appropriate Account Manager, Line Manager and/or State Manager to accommodate and approve any changes in the service requirements outside of the agreement or standard company practices
1.3 MANAGERIAL RESPONSIBILITIES
- Be an escalation point for the resolution of high level queries and issues, which includes but is not limited to:
- Client complaints;
- Lost goods; and
- Location of the driver etc.
- Provide support and guidance to the entire Customer Experience Department. You must ensure all new staff are adequately trained and confirm that their performance is meeting the required standards at all times. Training must include but is not limited to:
- Customer service;
- Telephone bookings;
- TMS (including basics of entering, viewing and cancelling a booking);
- Service Types;
- Escalation of issues;
- Dangerous Goods;
- Manual Handling;
- Company Systems such as Machship and Ilogix;
- Website and email bookings;
- Leadership and Management; and
- On-demand training (i.e. required where you identify a staff member’s gap in knowledge in real time).
- Effectively manage the human resources of the Customer Service Department by:
- Training, managing and motivating employees to deliver a high quality service to our clients;
- Ensuring that all conversations relating to an employee’s performance or conduct and any instances of poor performance or conduct are documented in writing. Documentation must include the date of the conversation, what was discussed and the employee’s response;
- Maintaining up-to-date file notes in the employee’s file;
- Providing verbal warnings, written warning letters and/or termination letter to the employee where advised by HR;
- Conducting Performance Development Reviews (“PDR’s”) for all your direct reports. During the PDR, you are required to assess and identify areas for development and further training and address any areas of concern in regards to the employee’s performance or conduct;
- Managing and analysing employee wages against budgeted figures and award minimums on an annual basis;
- Ensuring that all Department employees are complying with all Company Policies at all times; and
- Consulting with the Hr and HSEQ Department where required inin relation, but not limited, to:
- Workplace health and safety matters;
- Workplace and industrial relations matters;
- Performance management;
- Refresher and developmental training; and
- Any formal complaints raised by employees.
1.4 ADMINISTRATION
- Compile daily telephone and performance reports including measuring:
- Service levels;
- Long abandoned telephone calls;
- ACD calls handled;
- NON ACD calls handled;
- Outbound calls;
- Average number of telephone calls handled per hour;
- Re-queued telephone calls; and
- Average call handling time.
You must not only measure the outcome figures of the above but you must also measure the quality of the process (i.e. customer complaints, booking errors etc.)
- Run and analyse the daily distribution of Geo coding address report and provide to Management
- Compile monthly reports including:
- Total ‘Make Busy’ time; and
- Total percentage of ‘Make Busy’ time out of total shift time.
- Ensure the Feedback Report is reviewed by the Customer Service Supervisors on a daily basis. They must:
- Identify and address booking errors with the relevant employee;
- Ensure that any issues are addressed and rectified before end of period to minimise the number of Administration Adjustment Forms raised; and
- Identify employees’ gaps in knowledge in order to provide them with the necessary training.
- Collate, analyse and publish individual and overall Department’s KPI performance as instructed by your Manager
- Manage the Sydney Standard Operating Procedure Project with the aim to assist the Department Managers in complying with the quality requirements of the business. You must ensure that all Departments have formal and documented processes.
- Escalate any legal action against the Capital Group’s entities to the National Risk and Human Resources Manager as they occur
- Develop and implement incentives based programs to promote client re-trade.
- Maintain the Customer Service Client Rewards program database on a weekly basis
- Review SOP’s created by your Department to ensure they are accurate and updated at all times
- Ensure the employee roster is created and deployed on a weekly basis by the Customer Service Supervisors. It must ensure that resourcing is commensurate with the peaks and troughs in call loads for, but not limited to, the following periods:
- Throughout the day (i.e. morning and afternoon shifts);
- Throughout periods where employees are on annual leave;
- Throughout peak seasonal periods such as October to December, Valentine’s Day and the day before public holidays; and
- Throughout trough periods such as Rostered Days Off (“RDO’s”) and January to February.
- Enter the casual hours in the attendance dashboard once the Customer Service roster is published
- Complete the Department’s weekly timesheets by 9.00am each Friday. In the event that the Friday is a public holiday, the Time Sheet must be completed and sent by 9.00 am on the business day prior to the public holiday
- You must ensure that the Customer Service Representatives that service the Koala accounts, monitor the Google Live Spreadsheet
- Review and approve Administration Adjustment Forms to identify Customer Service errors each end of period
- Ensure all Times and Changes tasks have been actioned prior to the end of period processing
1.5 GENERAL RESPONSIBILITIES
- You must approve and plan your Department’s annual leave in line with the following periods to ensure your staff have sufficient leave to cover the trough periods:
- Throughout the day (i.e. morning and afternoon shifts);
- Throughout periods where other employees are on annual leave;
- Throughout peak seasonal periods such as October to December, Valentine’s Day and the day before public holidays; and
- Throughout trough periods such as Rostered Days Off (“RDO’s”) and January to February.
- You must be logged into the telephone system at all times, with the exception of “Make Busy” and break times, to accept incoming telephone calls. You must ensure you use the use the telephone system as outlined in the Customer Service Standard Operating Procedures. In particular, you are to only use the “Make Busy” telephone option for breaks and for the purpose of completing work-related tasks such as training your staff and/or administration duties
- Conduct Customer Service Department meetings as required
- Attend one on one meetings with your Manager as required
- Conduct one on one meetings on a monthly basis with your staff
- Attend the National Customer Service Managers teleconference
- Attend Management Meetings as instructed by your Manager. You will be required to report on the Customer Service Department’s performance in these meetings
- Ensure all incidents reported to the Customer Service Department are forwarded to the relevant Department, immediately. You must ensure you obtain all the relevant information including the relevant driver number, job number and client contact number so the relevant Department can follow up the incident accordingly
- Effectively communicate with colleagues and sub-contractors
- Advocate co-operation with other departments
- Ensure that your written and verbal communication with clients, colleagues and sub-contractors is always professional and courteous
- Assist with any reasonable tasks requested by your Manager; which may include, but is not limited to, being available for on-call work during peak periods of the year
- Notify your Manager if you require additional training as soon as practicable
- Ensure you use work time and resources for work activities, through limiting personal phone calls, internet browsing and mobile phone usage
- Ensure compliance with Capital Group’s Company Policies at all times
- Ensure compliance with the Work Health and Safety (WH&S) responsibilities as outlined in section 3.
2. Work Health and Safety (WH&S) Responsibilities
All staff are responsible for the following safe work procedures and instructions:
2.1 EMPLOYEES MUST
- Cooperate with the Capital Group in relation to activities undertaken to comply with WH&S and National Heavy Vehicle legislation;
- Undertake all relevant training to carry out your responsibilities in line with CG’s policies and procedures and legislative requirements;
- Perform their roles effectively to manage Chain of Responsibility (COR) risks, and ensure their actions or inactions do not cause or contribute to road safety breaches, specifically with regards to:
- Load Restraint;
- Mass and Dimension;
- Fatigue;
- Speed; and
- Vehicle Standards.
- Ensure that any potential or actual breaches of CG policies and procedures are reported immediately to their Manager;
- Take reasonable care for their own health and safety and the health and safety of other people who may be affected by their conduct in the workplace; and
- Not wilfully or recklessly interfere with or misuse anything provided in the interest of environment health and safety or welfare.
2.2 SUPERVISORS ARE RESPONSIBLE FOR
- Providing adequate supervision through technical guidance, training and support to ensure employees carry out their responsibilities in line with CG’s policies and procedures and legislative requirements;
- Maintaining regular communication with employees to identify if there are any issues that could result in a breach to CG policies and procedures and escalating to the Manager and relevant key stakeholders; and
- Assisting with any efforts undertaken by the Capital Group to implement initiatives and corrective actions to comply with WH&S and National Heavy Vehicle legislation.
2.3 MANAGERS AND SECTION HEADS ARE RESPONSIBLE FOR
- Ensuring information, training, instruction and supervision is provided to all employees at the point of induction, and cyclically thereafter, so that they can effectively perform their roles and responsibilities in accordance with CG policies and procedures, and legislative requirements;
- Maintaining regular communication with employees to identify if there are any issues that could result in a breach to CG policies and procedures;
- Monitoring internal and external processes to identify risks to the business and developing suitable control measures; and
- Identifying and investigating any potential or actual breaches, notifying and consulting with the relevant key stakeholders, implementing corrective actions required for compliance without delay, and ensuring appropriate records are maintained.
At the Capital Group we recognise our people are the driving force of our success, therefore our process of selection, induction and personal development is our prime focus.
