GoDaddy - Back-Office Customer Service Team of the Year

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Company: GoDaddy, Scottsdale, AZ
Company Description: GoDaddy powers the world's largest cloud platform dedicated to small, independent ventures. With more than 14.5 million customers worldwide and more than 63 million domain names under management, GoDaddy is the place people come to name their idea, build a professional website, attract customers and manage their work.
Nomination Category: Customer Service & Call Center Awards Team Categories
Nomination Sub Category: Back-Office Customer Service Team of the Year - Technology Industries

Nomination Title: GoDaddy Global Workforce Management Team

Tell the story about what this nominated team achieved since the beginning of July 2015 (up to 650 words). Focus on specific accomplishments, and relate these accomplishments to past performance or industry norms. Be sure to mention obstacles overcome, innovations or discoveries made, and outcomes:

2016 was a ground-breaking year for the GoDaddy Global Workforce Management Team. We faced new challenges and consistently delivered high-level accuracy and exceeded GoDaddy’s service level goals throughout the year. Evolving to face the new challenges, we introduced new technology tools and processes to support our center as we expanded into new global markets. As GoDaddy grew, so did the Workforce Management team, providing capacity plans, forecasting newly-supported languages and leveraging tools to train the new international locations.

As a team we worked to refine our reporting tools by automating reports that were once manual. We also ensured accountability metrics were in place internally, to measure success and create long-term stability for the future.

International expansion

As GoDaddy contact support centers expanded into new markets we adjusted our Global Workforce team into sub-groups under one main support team. First, we focused on new forecasting responsibilities for the 12 different call queues our center supports, which includes five unique languages in our India contact center. Our international 2016 year-to-date forecast for these groups were incredibly accurate, being as close as 0.2 percent to actual volumes. Simultaneously our team worked to prepare capacity plans for brand new contact sites in China and Manila.

We accomplished this by applying different workforce methodologies as well as quantitative forecasting models to predict trends and new areas never before seen by the team. Templates and standard operating procedures were created to drive the success of these new groups.

This expansion was made possible because we stayed in close contact with the Channel Management team to never lose focus of the overall goal: delivering an outstanding customer experience around the world.

Streamlined reporting

Keeping data at the forefront of our focus, our team evolved and adapted new workforce methodologies by adopting new tools and carrying out innovative ideas. An important asset to our 2016 accomplishment came with our team’s new SQL abilities. SQL has streamlined our reporting processes, allowing us to pull our own information faster and more efficiently than ever before. 54 percent of our weekly reports are now automated freeing up capacity for our team to expand while producing higher level reporting.

In addition, our team was involved with the development of a new reporting system called the Driver Tree in Tableau. This resource provides real time combined data sources for call data volume, revenue targets, conversion rates, shrinkage and staffing levels. The collaboration between our Workforce team and Business Intelligence is now utilized across all locations to analyze and clearly call out any goals and progress within our call center operations.

Internal accountability metrics Owning outcomes by holding ourselves accountable is one of the main objectives of the GoDaddy Workforce team. The people we serve are not only externally facing but also internally facing. We strive to provide high level service to the various lines of business we support, ensuring that agent performance in relation to schedule accuracy is always up to date and correct. This year we challenged ourselves to provide this same level of accuracy and service at a faster pace. Instead of the original 48 hour turnaround time for schedule adjustment requests, we now have a 24 hour turnaround time. This lead us to process more work at a faster rate which in turns allows supervisors and agents to measure their individual progress without unnecessary delays. This year we created a new survey tool that lets us measure our customer’s service and pinpoint areas to improve.

Our team overcame each new challenge leveraging our new talent and created new technology tools to help aid our success with international expansion, streamlining reporting and internal accountability measures.