Black Country Housing Group
The Need
BCHG launched a new operating model which has precipitated a new culture whereby their ‘Brand Ambassadors’ need to build confidence and assertiveness to continue to deliver excellent customer service, aligned with the new way of working, so that everyone feels empowered to better represent the organisation in the future.
It was vital that a balance of focus was achieved as the new culture became embedded, so that they continued to build strong relationships and develop customer loyalty, while at the same time transacting business in a professional and assertive manner.
The overall aim of this culture change learning and development programme was to equip brand ambassadors with the knowledge, skills and behaviours that will build confidence and competence on the frontline, to enhance both customer and employee engagement and loyalty to BCHG brand values in the coming years.
The Solution
- Better understand the human psyche and appreciate what makes us (and others) ‘tick’ by examining our own psychometric Personality Profiling Tool.
- Recognise the vital role they played in determining the customer’s experience AND their responsibilities as a Brand Ambassador on the frontline.
- Communicate more effectively and assertively to get and keep control of situations / conversations in order to achieve a win-win outcome.
- Implement immediately usable and proven techniques to better manage calls and/or conversations or written communication in a more professional, assertive and customer-centric manner.
- Design strategies for keeping motivated and mentally strong when dealing with difficult people and/or difficult situations, in order to maintain our emotional health and wellbeing.
The Results
- New Customer First strategy increased customer satisfaction from 87.5% to 94% during pilot phases and establishment of a minimum overall satisfaction of 90% achievement as a landlord.
- Net Promoter Score achievement of 61% from 58.8%
- Social value benefits - The team’s function is to encourage tenants to become engaged thereby influencing decisions that influence their tenancy and BCHG. The organisation calculated that for each £1 spent, £5.37 of social value is generated.
