14 Oct 2024
COPTRZ Response
1yWe appreciate the opportunity to respond, though we feel it’s important to address several inaccuracies and misleading statements within this review. This feedback does not align with documented interactions and observed behaviours, raising questions about the accuracy and integrity of these claims. Throughout the individual’s time with us, there were ongoing concerns regarding adherence to company policies, reluctance to engage in learning opportunities, and a lack of accountability, all of which had tangible impacts on the team and our business. We strive to maintain a culture of openness, support, and mutual respect, and it is disappointing when feedback does not reflect these shared values.
Regarding the probation and training processes, I’d like to clarify that we provided consistent support through monthly one-on-ones, regular check-ins, and weekly customer service and training meetings. Feedback was always given in these meetings. Urgent issues were promptly addressed through ad-hoc case reviews, where immediate feedback was given. In our open-plan office, team members have easy access to assistance, and all new customer service employees receive comprehensive induction training, as well as refresher sessions with colleagues. It’s also our expectation that team members engage in self-driven learning. Resources such as our Audible account and eLearning account were made available. However, these resources went underutilised, despite direct encouragement to engage with them and direct instruction to complete learning with deadlines given.
The claim “The customer service team and the training team - never made up of more than 3 people combined at a time” is completely untrue as there were 9 people in the team when this individual started, and the headcount is currently 6. 75% of employees have a tenure over 2 years – Coptrz is a place where high performers thrive and stay.
We must also address concerns regarding adherence to our policies and processes. We had to repeatedly remind this individual about appropriate use of personal mobile devices during work hours, which impacted focus and productivity. Additionally, errors resulting from a lack of attention to detail and failure to update customers on time led to significant financial repercussions. In some cases, customers were reimbursed due to the lack of timely communication, and the potential loss of tens of thousands of pounds due to lapses in attention could have been a serious consequence for the company. When this was addressed directly on how such errors could have happened the response was always “I don’t know” which would have been more understandable in the first few months but not acceptable after 6 months in the business.
The claim that there was no technical training outside of sales is inaccurate. We regularly provided customer service training workshops, and our team completed over 100 hours of CPD, with specific focus on product training. Furthermore, our e-learning platform, which offers comprehensive information on each product, is readily accessible to all employees. These resources were available to aid in role proficiency, and we expect employees to leverage these assets. Unfortunately, a demonstrated reluctance to engage in continuous learning and follow documented processes created inefficiencies and hindered overall team performance.
This individual’s reluctance to follow established processes and inability to retain key information led to a loss of trust among colleagues, who often had to step in to rectify mistakes or pacify customers.
We made significant investments this year in operational tools such as Confluence, Intercom, and the Tech Tracker, along with improvements to our stock management system, to streamline operations and enhance support. It is essential that employees fully engage with these systems to contribute effectively. We continue to enhance our tools, with upcoming implementations such as WhatsApp for Business and a new website, to support our teams in achieving a high standard of service. The claim that Coptrz don’t implement things that would take ius ahead of our competitors is completely unfounded. Results speak for themselves.
In terms of team dynamics, we encourage direct, verbal communication and often find that addressing matters in person—particularly in our shared office space—is more efficient than relying on emails. While personalities may vary, our open communication structure, combined with these resources, is intended to foster a collaborative environment and prevent misunderstandings.
We also recognise that some roles require a degree of self-management. Our organisational structure differs from companies that have dedicated team leaders for each department. Confluence, our internal documentation system, provides step-by-step guides that foster independence. We encourage all team members to share knowledge, own and rectify mistakes, and support each other. This approach is a matter of teamwork, not management responsibility. Adapting to a non-micromanaged environment may not suit everyone, and that’s understandable. We make it clear at interview stage that this is how we work at Coptrz so are surprised at the comments.
Finally, while customer feedback is essential, our priority remains supporting team members in meeting customer needs effectively. In a fast-paced SME environment, challenges naturally arise when customer demands stretch our resources. Our expectation is that team members will rise to these challenges and actively participate in delivering an exceptional customer experience. Over 95% of our customers are responded to within 4 working hours of initial contact and our first contact resolution rate is 75%.
We respect each individual’s experience and, while we regret if expectations were not met, we remain committed to fostering a collaborative and growth-oriented environment. Working in an SME isn’t for everyone; some may be better suited to larger environments where blending in is easier and mistakes can be hidden rather than dealt with head on and learned from.