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Carol Leaman



How BT uses microlearning

and gamification to transform

customer service

Customer service is important to most

businesses but for a telecom company - it is

absolutely critical. People simply aren't willing

to wait and since the market is a large,

competitive one, they don't have to.

BT Consumer is the division of British

Telecommunications Group responsible for

consumer fixed-voice and broadband

services. Determined to move ahead of a

highly competitive pack of telecom

competitors, it aims to offer a second-to-none

customer service experience.

As a first step, BT decided to survey its

customers. The results uncovered two

important facts. Firstly, clients want to speak

to contact centers located in the UK, and

secondly, they want their concerns dealt

with by the first advisor (and not be passed

on to others or called back).

BT responded by creating 2,200 new advisor

jobs locally and launched a 12-month

recruitment plan. This response triggered a

major challenge. Getting these new advisors

up to speed quickly while reduce callhandling time.

To achieve this, it set some ambitious goals:

• Improve customer service at every level

• Reduce customer callback by

equipping advisors to find a resolution

at first point of contact

• Grow advisor knowledge, confidence

and broaden skillset on a wide range of

products and services to reduce callhandling time

• Decrease new recruit onboarding time

so advisors could speak to customers


It was obvious that BT would need a robust

training platform to allow its newly hired

advisors to hit the ground running. A

traditional training approach wasn't going to

cut it.

BT's previous training method centered

around four to five-week classroom

onboarding sessions for new hires. The

content was general and tended to focus on

the lowest levels, as generalized content

frequently does.



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