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<title>Expect More From Your Public Course Registrars.</title>
<meta name="description" content="Don't relegate your public course registrars to being back office bureaucrats.  Empower them to meet every enrollee need and address every opportunity associated with the enrollment process.  You'll be glad you did.">
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ILT:  however you serve it up we'll help you succeed." /></td>
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                <td><span class="default"><b>Expect More From Your Public Course 
                  Registrars.</b></span> 
                  <blockquote> 
                    <p><span class="default">ENROLLEE: Hello, I'm thinking about 
                      enrolling in...<br>
                      REGISTRAR: And how will you be paying for that?<br>
                      ENROLLEE: Uh, I suppose by purchase order, but first...<br>
                      REGISTRAR: I'll need to know your course number and customer 
                      number.<br>
                      ENROLLEE: Uh, I'm not exactly sure, but...<br>
                      REGISTRAR: Are you a citizen of one of the following hostile 
                      nations?<br>
                      ENROLLEE: Oh, never mind. I'll try back some other time.<br>
                      REGISTRAR: Thank you. Have a nice day.</span></p>
                  </blockquote>
                  <p><span class="default">Too many public course enrollees get 
                    treated like an order to be processed rather than a customer 
                    to be served. Why? Because the registrar who picks up their 
                    call is part of a back office bureaucracy known as a "Call 
                    Center."</span></p>
                  <p><span class="default">Under a Call Center system, an enrollee 
                    who needs counseling in selecting the right course -- or who 
                    could be encouraged to enroll in a course string or certification 
                    path -- or who has valuable information to share concerning 
                    the overall training needs of their organization is dumped 
                    off to some other part of the organization. "We'll have someone 
                    call you back about that."</span></p>
                  <p><span class="default">But, you know what? Nobody ever does 
                    call back -- or when they do, they never connect. Because 
                    the odds of actually getting anybody on the phone today are 
                    less than 10%.</span></p>
                  <p><span class="default">Call Center proponents claim their 
                    system is efficient and smart -- by minimizing call duration 
                    and improving call throughput. I say their system may be perfectly 
                    swell in a situation where folks are calling in to question 
                    a charge on a credit card bill. But it's a totally wrongheaded 
                    way to treat a potential course enrollee. Here's why:</span></p>
                  <blockquote> 
                    <p><span class="default">A. What good does it do to save 3 
                      minutes on a call if another part of your organization has 
                      to spend 15 minutes trying to reconnect? Why usher somebody 
                      out of the store when they came in to buy something. </span></p>
                    <p><span class="default">B. Training needs don't "keep." Every 
                      day you delay taking an enrollment decreases by 10% the 
                      probability that the individual will enroll at all. If you 
                      want evidence for this, take a look at how many students 
                      you are actually able to re-enroll when you find you must 
                      reschedule a course. </span></p>
                    <p><span class="default">C. Requiring high-priced salespeople 
                      to call back individual enrollees is just not cost effective. 
                      The ticket's too small, the timing's not right, and bigger 
                      fish don't get fried. Meanwhile, all a registrar has to 
                      do to scale up the sale is to go with the flow. After all, 
                      the customer wouldn't be calling if they weren't interested 
                      in buying. And it's only natural to counsel enrollees into 
                      a curriculum or certification path once you've helped them 
                      lock in on their immediate learning need. (Don't tell me 
                      that registrars can't upsell. Give them the proper tools 
                      and incentives and they can do a terrific job. We'll describe 
                      how to make this happen in a future E-Visory.) </span></p>
                    <p><span class="default">D. Don't assume that registrars can't 
                      counsel enrollees into the right course because they're 
                      not technical enough. Chances are the enrollee is technical 
                      enough for both of them! Show your registrars how to use 
                      Socratic questioning techniques to help enrollees place 
                      themselves (we'll treat this in a future E-Visory as well). 
                      If you routinely have to escalate to instructors to resolve 
                      course placement issues, you're in trouble. You can't pick 
                      up a phone when you're on platform!</span></p>
                  </blockquote>
                  <p><span class="default">Here are some typical dialogues we 
                    get into when we propose that registrars play an expanded 
                    role:</span></p>
                  <blockquote> 
                    <p><span class="default"><i>"If we ask our registrars to do 
                      any more, we'll just increase our customer hold time and 
                      call abandon rate."</i></span></p>
                    <blockquote> 
                      <p><span class="default">So, hire more registrars. You should 
                        be able to reduce headcount in the areas that are picking 
                        up the slack now -- or offset increased payroll with additional 
                        revenue. Don't hang up on an enrollee until every opportunity 
                        has been addressed.</span></p>
                    </blockquote>
                    <p><span class="default"><i>"Our registrars are there to serve 
                      enrollees. You can't serve and sell at the same time."</i></span></p>
                    <blockquote> 
                      <p><span class="default">Who would you rather buy from; 
                        somebody who was trying to be of service to you -- or 
                        somebody who was trying to strong-arm you? Every top drawer 
                        sales organization today is trying to distinguish itself 
                        as a value added service provider. If there's a conflict 
                        between serving customers and selling them, you're doing 
                        something wrong.</span></p>
                    </blockquote>
                    <p><span class="default"><i>"Our registrars will throw up 
                      their hands and quit if we also task them with curriculum 
                      consulting and selling responsibilities."</i></span></p>
                    <blockquote> 
                      <p><span class="default">Actually, they'll thank you for 
                        making their job less monotonous and more rewarding. You'll 
                        be able to attract a higher caliber employee and retain 
                        them longer. And, guess what, your better registrars are 
                        already performing beyond their job description.</span></p>
                    </blockquote>
                    <p><span class="default"><i>"A lot of our calls come from 
                      purchasing and training administration people who don't 
                      need any help and don't want to be sold to."</i></span></p>
                    <blockquote> 
                      <p><span class="default"> Fine, then just take the registration. 
                        What's the big deal?</span></p>
                    </blockquote>
                    <p><span class="default"><i>"Can't we just steer enrollees 
                      who need more information or want to upgrade their order 
                      to our Web site?"</i></span></p>
                    <blockquote> 
                      <p><span class="default">Why transfer any customer once 
                        you've established rapport. If the Web will help you make 
                        your case, stay on the line while the enrollee logs on. 
                        By the way, if you are also accepting registrations over 
                        the Web, be sure your Web site is robust enough to do 
                        the whole job, too.</span></p>
                    </blockquote>
                    <p><span class="default"><i>"Why can't we just use clerical 
                      types to take the basic registrations -- and transfer more 
                      demanding or promising situations to more highly skilled 
                      employees?"</i></span></p>
                    <blockquote> 
                      <p><span class="default">This is better than telling enrollees 
                        someone will call them back -- but every time you transfer 
                        a call you have to go through the information gathering 
                        and rapport building process with the caller all over 
                        again. Also, who's to say your designated expert will 
                        be available when needed.</span></p>
                    </blockquote>
                    <p><span class="default"><i>"What happens if a registrar can't 
                      resolve everything with the enrollee during the initial 
                      call?"</i></span></p>
                    <blockquote> 
                      <p><span class="default">Then the registrar should call 
                        the enrollee back, at an appointed time if possible. When 
                        you're enrolling public course attendees, there are 1001 
                        reasons why callbacks are needed. Perhaps a waitlisted 
                        course has opened up. Or you've had to move a course from 
                        your training center to a hotel. Or you need to reschedule 
                        an offering. Or you've come up with additional information 
                        to help the enrollee select the right course -- or help 
                        them make a case to their boss for a course certification 
                        string.</span></p>
                    </blockquote>
                    <p><span class="default"><i>"If we incent our registrars to 
                      sell, isn't there a risk that they'll brush off enrollees 
                      that don't have any upsell potential?"</i></span></p>
                    <blockquote> 
                      <p><span class="default">Be sure your registrars are measured 
                        and incented to do the entire job. Don't incent any one 
                        responsibility at the expense of the others.</span></p>
                    </blockquote>
                  </blockquote>
                  <p><span class="default">In conclusion, don't relegate your 
                    public course registrars to being back office bureaucrats. 
                    Empower them to meet every enrollee need and address every 
                    opportunity associated with the enrollment process. Expect 
                    more. You'll get it.</span></p>
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