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CareerBuilder - Support Department of the Year


Gold Stevie Award Winner 2016, Click to Enter The 2017 Stevie Awards for Sales and Customer service

Company: CareerBuilder, Norcross, GA
Company Description: With 28 years of experience in job advertising, today CareerBuilder is a human capital management Software As A Service organization. We strive to empower employment.
Nomination Category: Support Categories
Nomination Sub Category: Support Department of the Year

Nomination Title: CareerBuilder’s Transformational Journey to a SaaS Support Model

Tell the story about what this nominated department has achieved since January 1, 2016 (up to 650 words). Focus on specific accomplishments, and relate these accomplishments to past performance or industry norms.

CareerBuilder, the global leader in human capital solutions, specializing in HR software as a service to help companies with every step of the recruitment process — from acquire to hire, achieved a significant transformation from Job Advertising Support model to a Software as a Service (SaaS) model.

CareerBuilder’s technical support team spent years focusing on supporting job postings. With the migration from print advertisement to online, CareerBuilder technical support provided a transactional support experience to facilitate the transition to digital job postings. Similar to the experience a person has at their local department of Motor Vehicles, the support model utilized a First-In / First-Out (FI/FO) process. While appropriate for the types of issues generated by Job Advertisement transactions, the model assumed all issues were the same in nature and carried equal priority for customers.

As CareerBuilder responded to the growing needs of the Human Capital Management sector, we built a cloud based Human Capital solution. The first of its kind, this solution supported the entire process “from acquire to hire”. At this time it became apparent, our current support model despite previous success, would not scale to meet the needs of a SaaS solution. Our services and solutions were now integrated in the day-to-day functions of our customers and mission critical to their business functions.

We needed to change.

Our vision was to move away from a FI/FO process and develop a process similar to the Triage process in an Emergency Room. Our support services needed to ensure maximum software uptime, respond to issues with an understanding of what is happening, and how it’s impacting the business of our customers. This model was based on the type of issue and its priority versus the order of its arrival.

To achieve our goals, we needed to overcome an obstacle, our own mindset. We were conditioned to respond to a request by providing a resolution, the faster the better. It was difficult for our services organization to re-tool our talent so that resolving the issue became secondary to understanding why the issue occurred. Could it have been avoided, and explore opportunities to maximize utilization of features, functions and best practices to increase the benefits and value of our CareerBuilder platform and services.

We focused on the end-to-end customer experience, we re-vamped our processes to align with our end result in mind, and added standardized Quality Assurance best practices to “inspect what we expect”.

Along the way we learned a lot by listening to our customers and to our employees. The key to success was found in alignment of the vision while implementing changes in a thoughtful manner. Our leadership team reached out to their industry peers and participated in numerous conversations both internal and external, on ways to lead change and adopt best practices. We implemented a simple but effective operating model that consisted of several principles:

• Transparency – Share the Vision and ask for feedback
• Challenge the Status Quo
• Solve the Root Cause
• Learn from mistakes don’t fear them
• Keep asking for and listening to feedback

Today, our CareerBuilder Technical Support is prepared to scale to meet the growing needs the Human Capital Management sector. We have a solid framework that enables us to easily integrate new products, and services while maintaining a customer centric approach to service delivery.

Thank you for your consideration!

In bullet-list form, briefly summarize up to ten (10) accomplishments of the nominated department since the beginning of 2016 (up to 150 words).

• Realignment of organization for scalability
• Improving knowledge and understanding of SaaS organizations through benchmarking best in class
• Developed partnerships across all cross-functional teams
• Partnered with product and technology on release management best practices
• Investigated and implemented self-service offerings
• Focus on creating transparency and alignment within all teams
• Changed our hiring profiles to attract an entrepreneurial minded individual who will act as an “owner” of the company
• As one of our core values (Empower Employment), we created and implemented a Career Pathing program within Technical Support
• Our commitment to excellence includes a formal quarterly performance review that consists of employee and leader feedback. resulting in a potential quarterly bonus and organizational recognition