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Company Culture

Not a workday should pass by without each Conversational Marketing Expert (CME) receiving coaching for blood donor recruitment in some form. Formal Coaching Sessions, Follow-Up Coaching Sessions, Positive Coaching Sessions, and Quality Audit Sessions fill this need eight days each month.

On remaining days, each tele-recruiter should receive what we call “Drive-By Coaching.” Drive-By Coaching is not as time consuming and is less structured than the rest. It consists of very brief, one-off suggestions or reinforcements related to current conversations.

Supervisors should listen carefully to their tele-recruiters’ donor conversations throughout the day. As they do, they should notice little opportunities to strengthen positive habits and/or correct poor habits and should discuss these observations with tele-recruiters as soon after the call as possible.

Drive-By Coaching In Action

The following are example Drive-By Coaching statements:

  • “That was a great second attempt, Sara! I know you didn’t get the appointment, but the second attempt was awesome. If you keep on doing it that way, you will definitely get more appointments!”
  • “Don’t forget to ask for an email address in every call, Byron. It helps us stay in touch with the donors who don’t respond well to phone calls.”
  • “I’d like to hear you emphasize key words more in your conversations. I brought a highlighter and a paper copy of the script so that you and I can highlight key words in the script for emphasis. For the next hour, I want you to focus on putting extra emphasis on those words when you say them. Practicing this will allow you to inject some highs and lows into your presentation flow and make your pitch sound more natural and interesting.”
  • “Second requests increase appointments per hour by an average of 25%. I’d like you to set a goal of at least five second-requests per hour in five separate conversations for the rest of the day. Five second-requests per hour should result in you scheduling a minimum of one additional appointment per hour today.”

These brief but meaningful encounters keep Conversational Quality top-of-mind, let your tele-recruiters know that you are always listening, and provide instant feedback for strengthening good behaviors and changing bad ones.

What do your Drive-By Coaching sessions sound like?

Photo Credit: http://www.secretan.com/coaching/

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Bonus Programs motivate our Conversational Marketing Experts (CMEs) to practice what they learn through coaching. You may think the regular paycheck is enough to do that, and you may be right—if you relax quality standards for blood donor recruitment.

Paychecks motivate “acceptable” results that are good enough to remain employed. Bonus programs, however, justify you to continually raise quality standards since your people receive additional pay for results that are beyond “acceptable.” When understandable KPI reports are directly connected to well-designed bonuses and effective coaching, tele-recruiters know exactly what actions to take to shift their numbers and earn extra money!

Designing Your Own Bonus Program

The following are guidelines for designing your tele-recruitment bonus program:

  1. Structure your bonus program with conversation quality, integrity, and customer satisfaction at its core.
  2. Use client requirements as the minimum achievement, meaning that no bonuses can be earned until after client requirements are met.
  3. Keep your bonus program easy to explain, easy to understand, and easy to calculate.
  4. Teach tele-recruiters how to calculate their own bonuses. When they understand exactly what positively and negatively impacts their bonus pay, they will quickly figure out how to maximize their performance to get the lion’s share of that bonus.
  5. Design your bonus program to mirror the payment arrangement with your client. If your client pays you for successful blood draws, for example, don’t incent telerecruiters to merely set appointments. Otherwise, tele-recruiters will do whatever is necessary to set appointments without regard to whether those appointments will likely result in successful donations.
  6. Incorporate your bonus program into your organization’s employee training program, coaching sessions, quality control audits, daily team meetings, and any other form of regular communication with tele-recruiters. If it is obviously important to you, it will be important to your tele-recruiters. Employees respect what you inspect, and they produce results that you reward them to produce.

Getting Buy-In For Your Bonus Program

Diligently promoting your KPI reports in conjunction with quality and bonuses will help condition your representatives to actively monitor their performance numbers. The following are suggestions for promoting KPIs:

  • When you first initiate this program, hold a scavenger hunt to familiarize tele-recruiters with the location of the reports and the content they contain.
  • Hold a “game show” where tele-recruiters have to provide examples of what effect various positive and negative behaviors have on the KPIs.
  • 10 minutes before each shift begins, ask your team specific questions that can only be answered by those who studied yesterday’s reports. Give away small prizes to those who know the answers.
  • Publicly recognize tele-recruiters who know specific information when you ask them for it.
  • Highlight key players from the previous day’s results, and spotlight those representatives on the report itself for all to see.
  • Write personal notes to your tele-recruiters on the reports.

Once tele-recruiters begin to actively use and rely on KPI reports, internal friendly competition will take on a life of its own to drive improvement. As a manager or supervisor, you will be freed up to dedicate more of your time to development than to regurgitating data.

How do you promote bonuses?

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Donating Plasma

Patients all over the world rely on plasma protein therapies to treat rare, chronic diseases. These individuals rely on the generosity and commitment of plasma donors (and oftentimes the blood donor recruitment specialist). You may donate plasma in one of the many licensed and certified donor centers located in the U.S. Plasma often is referred to as the “gift of life”, because it is essential to helping thousands of people worldwide with rare, chronic diseases to live healthier, more productive, and more fulfilling lives.

What Is Plasma?

Plasma is the liquid portion of blood and is composed of about 90% water, 7% vital proteins, and 1% mineral salts, sugars, fats hormones, and vitamins. Plasma is collected through a whole blood donation, in which plasma helps with clotting blood, fighting diseases, and other critical functions. This helps patients who are in critical need of a specific component of a blood donation, such as plasma. The process of donating plasma is almost identical to the whole blood donation. It is an automated system that collects the plasma from one arm, and one needle is used.

The Need For Plasma

Plasma donations are critically important to saving lives. Plasma donations are mainly used to treat people with rare chronic diseases and disorders, such as genetic lung diseases, treatments of traumas, as well as burn victims. Donating plasma does take time and commitment. However, when taking the time to make a plasma donation, donors do make a huge impact in the community by saving the lives of those who have been struggling to fight the medical condition they are currently dealing with. Not only do they help the patient but they also help the patient’s family regain hope for their loved one.

Regardless of the type of donation someone is willing to give, every type of donation is absolutely important to potentially save multiple lives. Not only that, but blood donations also make a difference in the community. So go ahead and take some time to save lives!

Will you consider being a blood donor?

Photo Credit: http://www.redcrossblood.org/learn-about-blood/blood-components/plasma

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Coaching sessions can mean the difference between successful blood donor recruitment and unsuccessful blood donor recruitment. Our Conversational Marketing Experts (CMEs) depend on Formal Coaching Sessions in order to improve and enhance their skills. These sessions should be Durable, Actionable, Straightforward, and Helpful. You may remember these using the acronym “DASH”.

  • Durable: Written records from Formal Coaching should be easy to understand—not just at the moment but also in the future. Supervisors should spell out details and avoid abbreviations. A written record is durable if a tele-recruiter can understand it 5 days after the session just as easily as during the session.
  • Actionable: The tele-recruiter must have a crystal clear understanding of how to act upon the advice received and the benefits of doing so.
  • Straightforward: The tele-recruiter should understand each word, line, instruction, and piece of advice that is offered. The supervisor must be adept at recognizing confusion and at clarifying when needed.
  • Helpful: This is not just a “feel good” meeting. The content of the discussion must be honest and useful so that the tele-recruiter can use it to score more wins.

What kinds of tools do you use in your Formal Coaching Sessions?


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Great workplaces are built through day-to-day relationships that employees experience. To make Incept a great workplace, we follow 6 important values:

  1. Integrity – Integrity involves moral judgment, character, honesty, and leadership values. Individuals who show integrity in a workplace not only understand right from wrong, but they practice it in everything they do. This is beneficial in a business environment where trustworthy actions set the foundation for successful business relationships.
  2. Never satisfied – This means that we can always make improvements. We proactively identify new areas where improvements can be made regardless of current performance, which sets a great attitude! This also helps employees learn something new each day.
  3. Compassion – Compassion is having a positive impact on others. We want to view all of our actions through the eyes of others first. We also encourage and reward our employees for volunteering their time to help others. Compassion helps strengthen the relationship with clients, as well as teammates, which in return helps us to create better results as a company.
  4. Everyone’s a customer – This means creating a “wow” experience for our teammates and all of our clients. We ask customers what is required to make them our advocates, listen to their answers, and then deliver. At Incept, we anticipate customer needs and provide suggested improvements to address them. We make sure to work as a team to define success and achieve it.
  5. Present This means balancing work and home life and being present in both. Being present is having understanding and encouraging the fact that a strong personal life is the key to achieving a strong professional work life. We like to encourage the discussion of, and assist each other in achieving, our life goals. When working, it is important to avoid distractions (such as personal issues), and when home, it’s crucial to avoid stresses that come with your job.
  6. Tenacious – Last but not least, being tenacious is all about being passionate and determined. Showing enthusiasm helps accomplish any goal. As a team, we persist until we make improvements in efforts to be successful achieving every goal we set.

At Incept, we are relentless in supporting our values, goals, and teammates. Furthermore, we use all six of our values to help us achieve our goals as a company, as well as perform great results and continue to grow stronger as a team. This is why Incept is such a great workplace!

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Platelets are the part of your blood used to control bleeding; burn patients, trauma patients, and many surgeries require the use of platelets. When our Conversational Marketing Experts (CMEs) are making blood donor recruitment calls, some donors question why platelet donations are so important, and there are a plethora of reasons why.

The Importance of Platelets

For instance, there aren’t as many people who have the time to donate platelets, the shelf life of platelets is shorter, and many patients will need a platelet donation while going through different types of treatments.

Platelets only have a shelf life of about 5 days, are very fragile, and need to constantly be in motion, so the need for platelet donations is an everyday concern. Although you can donate them every 7 days, some donors don’t have enough time in their schedule to go once a week. Some people have a very open schedule, while others barely have any time to come in to donate a standard whole blood donation (which takes about 45 minutes to an hour).

The Differences Between Platelet & Whole Blood Donations

For a platelet donation, it can take up to 2 hours depending on the donor. With the people who have very busy schedules, that can cut down on the amount of platelet donations we receive, therefore potentially affecting patients in need.

A lot of cancer patients, as well as transplant patients, can use up to 10 units of platelets per day. For example, a cancer patient could use 6-8 units a day for 4-6 weeks. Comparing a platelet donation to a whole blood donation, it takes 6 separated whole blood donations to equal a single platelet donation. With that being said, it would take six different people’s donations to get one unit of platelets to a patient when they can use up to 10 in one day! When someone donates a single platelet donation, it can help keep the blood supply at a safe level while reducing the exposure of multiple donors to one single patient.

Platelet donations are very important to the community and can be used to help a multitude of people. So if you can find 2 hours of your day, you can help those who have had cancer, received an organ transplant, or were involved in a traumatic accident. You can also help to keep the blood supply at a safe level.

When’s the last time you donated platelets?

Photo Credit: http://www.utahblood.org/donor-programs/platelet-donor.html

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This blog post comes to us from Incept’s Erica Heath.

Some of the most important aspects of influencing company atmosphere are how well you build trust, communication, and rapport with the employees. In an atmosphere such as Incept, it is important to take these things into consideration when building a team. Strong teams are comprised of a strong leader and employees who have excellent communication skills with one another.

A good team should run like a well-oiled machine—the members should take accountability for their actions and the actions of one another, as well as build each other up in times of need. Having a strong team can decrease company turnover while also increasing the quality of production. In order to build strong teams it may be necessary to do team-building exercises.

3 Great Team-Building Exercises

The following are some exercises that can be used to create better rapport among your team members:

  • Two Truths and a Lie – Go around the room and have each CME state two things that are true about themselves and one thing that is a lie. Then have the team members guess which one of the items isn’t true. This game helps everyone get to know each other better.
  • Common/Uncommon Interests – Break the CMEs into pairs by having them count off in numbers. Tell the CMEs that (with their partners) they should come up with a list of three things they both have in common and two things that they do not have in common. The answers should exclude work, body parts, clothing, and the like, to encourage learning more in-depth things about each other. Tell the CMEs that one person should take notes, and the other person should be prepared to present the items to the group. This helps the CMEs make connections with people they wouldn’t normally get to talk to.
  • Four Squares - Give each of the CMEs a sheet of paper and have them fold the paper into four squares. Come up with a topic for each square and have them draw pictures that describes themselves for each topic. For example, here are some sample topics: favorite sport, dream job, if you were an animal what would you be, etc. The drawings don’t have to be detailed; they can be as simple as stick figures. Give the CMEs a few minutes to draw their pictures and then have them show their drawings and explain how they pertain to their interests.

These team-building exercises normally work better with CMEs who don’t know each other that well. However, these exercises can also work with a team that needs to reconnect. Remember, there are a lot of team-building exercises that can be used to create a strong team, and strong teams produce better results—meaning more lives saved!

What are you doing to build up your team?

Photo Credit: http://www.mindtools.com/pages/article/newTMM_52.htm

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This blog post comes to us from Incept’s Erica Heath.

Here at Incept, our management team strives to live by the values of the company. It is also very important to instill these same values into the Conversational Marketing Experts (CMEs) on the floor. The best way to ensure that our CMEs live the Incept Values at work is leading by example.

Setting Expectations Through Leadership

Leading by example means doing things that you would expect a CME to do without expecting recognition for it. As a manager, every day that you come into work you have employees watching you and looking to you for advice and guidance. It is important to try your best to do what is right, because you are a role model for so many people.

The following items are ways that you can improve on leading by example:

  1. Stick to your commitments. There will be days when you have unexpected things come up that may cause your schedule to fluctuate, and that is understandable. However, showing the CMEs that you always follow through with your commitments helps to build rapport, because they’ll know they can always count on you.
  2. Keep a level head. As humans we are all prone to having tempers and occasionally getting upset, but it is important to remain stable and to keep a calm attitude when things get tough. Try your best to show that CMEs can trust you when the going gets tough. If it helps, try to find a quiet place for a few minutes to take a breather and regain control over your emotions.
  3. Be fair. Make sure you treat everyone as equally as possible, and don’t show favoritism. If one person gets punished for something, make sure that if someone else on your team does the same thing you give them the same consequence. This excludes people who earn their rewards and work hard to get them, because they should be recognized (just like anyone else who accomplishes the same).
  4. Be present. The CMEs need to know that their leader is there for them and part of showing that you are is by staying in the rows and building strong working relationships with your teams.
  5. Follow company rules. Companies put rules in place for a reason. If you expect the CMEs to follow the rules, then you should follow them as well. This means if you expect a CME to wear their lanyard at all times, then you should wear yours at all times. If you expect them to be on time after their breaks, then you should be on time after yours. The list goes on…

These aren’t the only ways that you are able to lead by example, but they are definitely a good place to start. As a growing company, it is important that we lead by example to ensure that we maintain a great work environment and ensure Incept continues to be a safe and fun place for everyone.

How are you leading by example?

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Numbers alone are not effective. They need to be applied to affect change. When supervisors share conversational quality audit reports with tele-recruiters in brief meetings (no more than 10 minutes), they have opportunities to congratulate tele-recruiters for things they did well, teach them to improve areas where they missed quality standards, and keep them motivated to continually grow. These measures ensure that conversational quality remains as important to tele-recruiters as it is to you.

A Step-By-Step Quality Audit Discussion

Let’s assume supervisor Demetrius is holding a Quality Audit discussion with tele-recruiter Janice, who received an audit score of 90%. The Quality Audit discussion might flow like this:

  1. Demetrius allows Janice to make herself unavailable for calls.
  2. Demetrius sits down with Janice, preferably in a neutral location away from the phones, to review her quality scores with her in detail.
  3. After presenting Janice’s Quality Audit Report to her, they review the specific things that caused her to receive 90 points. He congratulates her and reinforces her positive actions.
  4. Demetrius and Janice review the specific things that kept her from receiving the other 10 points. He clearly explains exactly how particular parts of conversations affected her score.
  5. After discussing these violations, Demetrius explains how Janice should handle similar situations to avoid future deductions.
  6. Janice and Demetrius engage in exploratory conversation, question/answer dialogue, and perhaps role playing.
  7. Janice is now clear on how to improve, so she sets performance and quality goals for her next Quality Audit.
  8. Janice signs and dates a copy of her audit.
  9. Demetrius photocopies the signed Quality Audit, and gives a copy to Janice so she can continue to refer to it as a reminder of the areas in which she must improve.
  10. Finally, Demetrius files the completed Quality Audit and notes in Janice’s personnel file.

How are you using audit reports to have meaningful conversations with your tele-recruiters?

Photo Credit: http://www.careeranalysts.co.nz/for_business/coaching.htm

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We believe nearly every employee wants to provide genuine value in their work, even the most difficult or lazy employees. We also believe most employees believe they are providing the best they can, even when it doesn’t look that way to management.

What gets in the way of providing that desired value can be quite complex – an unhealthy self-image, poor management, a mismatch between the individual’s talents and job requirements, a complicated personal life, and a plethora of other factors.

Connecting this inherent desire to contribute value to an individual’s job performance requires a positive approach to developing employees in such a way that employees take ownership of the process. Giving employees ownership in their own development changes it from something that is “done to” them into something they seek. We call this Positive Coaching.

The Finer Points of Coaching

Consider the role of an athletic coach. In children’s leagues, coaches correct poor habits and teach new skills. Whether the children they coach have natural talent or not becomes clear as those skills are applied to the game. As talented children progress through middle school, high school, and college, coaches spend less and less time teaching new skills and more time refining those skills and providing strategic opportunities for the players to succeed with them.

But even the greatest professional athlete needs a coach. In fact, top professional athletes regularly pay big dollars to surround themselves with the most competent coaches they can find, and they frequently credit those coaches for their celebrity.

Three observations from the above analysis are important when it comes to employees:

  1. Coaching involves teaching, correcting, and strategically channeling skills.
  2. The best performers want to be coached and developed.
  3. Even the very best performers will never outgrow their need to be coached

Are you a positive coach?

Photo Credit: http://spinw.com/2014/04/mental-side-of-coaching/

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