By Bob Fletcher, September 30, 2014 at 9:59 am
How do you know when your schedules need a check up? Is it time for a check-up on your WFM scheduling?
Regardless of the tools you use in your contact center, schedules are produced based on parameters – or “fences” – that the scheduling system is required to schedule within. To make sure your schedules are at their most effective and productive, here are some of the settings that should be routinely checked:
- Are your supervisors complaining that they don’t work the same hours as their agents?
Do you use block scheduling? If not, then you may have an issue scheduling supervisors with their agents. For example: if you have a supervisor responsible for 12 agents, but their agents come in anywhere from 9:00 AM to 2:00 PM throughout the day, how can they effectively supervise when they are not scheduled together?
- Do you start schedules on the 15-minute, half-hour or hour?
The difference is the ability to have more flexible break and lunch placements.
- Are you having trouble meeting adherence goals because agents are late for breaks and lunches? What is your Average Handle Time?
If your AHT is greater than 13-14 minutes, be careful about scheduling breaks and lunches starting on the 15-minute mark. Generally, if AHT is too close to the scheduling interval, it is very difficult to meet adherence.
- What percentage of part-time and split shifts do you have?
Typically, the percentage of part-time and split shifts should be 20-30% of your total schedules and should be used to cover your breaks and lunches.
- Do you have too many agents on break and lunch at the same time?
Make sure the intervals from start time for first and last break and first and last lunch are wide enough to give you plenty of room to schedule. The tighter the interval, the more people who will be out at the same time and the tougher it will be to make your service levels.
- Do your weekend schedules match your weekday schedules?
If your schedule start times on weekdays don’t match your weekend start times, you may be doing daily scheduling instead of weekly scheduling. As a result, agents and supervisors may have a start time of 9:00 AM on weekdays, for example, and a start time of 8:00 AM on weekends. Producing schedules that agents can’t or don’t want to work ultimately increases turnover.
- Are you scheduling people for less than 40 hours or more than 40 hours a week?
Check your settings on schedule length by day so that you don’t have people working 10 hours one day, and six hours another. This can create work weeks of less than 40 hours, causing you to pay costly overtime to cover these shift.
You can’t do without WFM scheduling in the contact center, but you can do better. WFM scheduling can be enhanced with an intraday staffing solution that enables workforce management teams to adjust their frontline staff to meet customer demand in real-time. Intradiem’s Intraday Staffing solution responds automatically to unexpected staffing needs (and aligns with your healthy WFM scheduling practices) to reduce labor costs and protect your service levels.
WATCH THE VIDEO: Stop Playing WFM Tug-of-War
By Annette Franz, September 25, 2014 at 9:47 am
Are your customers confused? Do you even know what that means? And do you know what the implications of customer confusion are?
There’s a marketing maxim that states:
A confused customer buys nothing.
This isn’t a good thing, from a variety of angles — most especially customer satisfaction. Think about that for a minute. And while you’re doing that, let’s start with defining what a “confused customer” looks like.
The following outlines how you can identify confused customers; they…
- Can’t find their way around your store or your website
- Can’t find what they are looking for
- Find what they’re looking for but don’t understand product details, pricing, or discounts
- Have an issue with your product or service and can’t understand why you can’t resolve it
- Don’t understand your jargon
- Think your products can do something they can’t
- Have too many choices
- View your brand, products, or services no differently from your competitors
- Don’t understand the difference between your product offerings
- Have too much information, none of which is or may be relevant to the task at hand
- Have too much or the wrong information to make a decision
- Don’t have enough information
- See inconsistencies in the brand, brand purpose, product, services, etc.
- Find brand messages inconsistent with brand experiences
- Don’t understand what your brand stands for — what your purpose is
Would you add anything else to the list? Does this describe what your customers experience?
What does that mean for you? Well, just as the maxim states, confused customers won’t buy anything. They won’t return — at least not without a lot of effort from you and, perhaps, from their friends — and they won’t recommend you, either. On top of that, they develop this dissatisfaction that leaves a general bad taste in their mouths about your brand.
But wait. Why are customers confused? Yeah, there are two parties to this equation! What are companies doing to create that confusion (and thereto damage customer satisfaction)? They are…
- Sending brand messages that are no different from their competitors
- Creating websites that are not clear and not easy to use
- Making store layouts and displays convoluted
- Developing pricing and discount strategies that require an MBA in Finance to understand
- Imitating rather than innovating
- Offering too many products
- Creating line extensions that don’t jive with the brand
- Not training staff adequately to be able to answer customer questions or to address their issues
- Speaking in jargon rather than in customer-friendly terms
- Trying to be all things to all people; as a result, they aren’t meaningful to anyone
What else are companies doing to create confusion for their customers?
What should companies be doing to eliminate any confusion to begin with? There are some basic strategies and practices that ought to be in place to avoid customer confusion. Some of them begin with their employees and their own internal messaging: clarity is required for employees to know what is expected of them, both in their roles within the company and how what they do contributes and relates to the customer experience. That means that training and communication are probably the most important tools in order to provide clarity of:
- Brand promise
When employees have clarity, it translates to clarity for customers, as well. Why? Because employee know-how and the employee experience drive the customer experience, which translates as customer satisfaction. They take their knowledge and clarity into everything they do, including developing brand strategies and communications, pricing and discounts, marketing messages, products, product information, websites, customer support experience, and more.
Another way that companies can reduce customer confusion is to eliminate operational and process inefficiencies. The best way to do this is to inventory touchpoints, map the journeys that customers take for the various tasks that they are trying to achieve, products they are trying to buy, etc., and identify where the journey breaks down. From there, fix the operational and process issues that lead to confusion and pain. Think simplicity. Think effortless. Think ease of doing business. Think process improvement.
Are your customers confused? You want them to buy, right? So, how and where can you eliminate confusion for them?
There’s nothing worse than a sharp picture of a fuzzy concept. — Ansel Adams
By Guest, September 22, 2014 at 5:24 pm
(This is a guest blog authored by Spence Mallder, SVP, GM Workforce Optimization, CTO of Aspect Software, originally published on July 2, 2014.)
Improving the customer experience has long been the siren’s call of industry analysts and B2C enterprises, but when out of the spotlight, most would have admitted that driving new revenue, cost reduction and risk avoidance were their primary objectives. However a new day is dawning. A recent Aberdeen Group survey regarding workforce optimization (WFO) programs shows that for the first time, the quality of customer interactions really is more important than agent productivity — and by a substantial margin. In the two short years between 2012 and 2014, the surveyed businesses became almost twice as likely to rank quality of customer interactions as the number one priority driving contact center WFO programs. The commoditization of products and services in many industries has left customer service as the only real differentiator, and the implicit threat of posts about negative experiences propagating through social media channels gives the consumer much more power and commands much more attention than ever before.
Workforce optimization has long been largely an automated overseer of contact center policies on agent performance, quality monitoring, actual vs. planned staffing and adherence to intraday schedules. The primary goal of traditional WFO has been to minimize labor costs while maintaining a targeted level of service. We need to start thinking about WFO from a new vantage point. How can we use the rich portfolio of tools in a robust WFO offering, such as Aspect’s Workforce Optimization 8.0 solution, to ensure remarkable customer experiences?
- Fix the agent WFO experience: There is a direct and incontrovertible relationship between the quality of your customer’s experience and happiness of your agents. Your WFO system is in many ways representative of your internal brand and can be a powerful enabler or a huge frustration for agents. Aspect recently released a highly simplified and intuitive user interface in its WFO 8.0 solution. Agents love it, and it is changing the very culture of contact centers where it is installed. View this short video explaining this new user interface that is changing the face of workforce optimization.
- Extend front office WFO into the back office: Tarp Worldwide estimates that 60% of a customer’s satisfaction is attributable to the enterprise’s back office operations. Workforce management software can be easily extended from the front office to the back office with much improved labor and operational effectiveness.
- Implement automated intraday staff management: Although automated staff management is a fairly new concept for WFO, it is very powerful, since it can intelligently and rapidly adapt staffing to real-time call volume changes. One of the key benefits of this new technology is its ability to turn unproductive agent idle time into productive time that can be used for other tasks, such as proactive agent training resulting in much higher morale and better experiences for customers.
- Identify agent behaviors resulting in high customer satisfaction with speech analytics: Use speech analytics to rapidly understand agent behaviors, phraseology and call flow that result in high customer satisfaction ratings, and institutionalize them as best practices. When used properly, speech analytics is one of the most powerful tools available for improving the customer experience. Our white paper discusses what to look for in a robust speech analytics solution.
- Use performance management with tight integration to quality management: Many contact centers are not getting full value from their performance management solutions or are not using them at all. Customer satisfaction surveys from your quality management solution need to be accessible in a robust performance management system, so you can easily view agent performance data in many different ways to reveal new insights regarding how to achieve good customer experiences.
Of course, this is just a sampling of the many ways you can apply WFO technology to directly improve the customer experience. Expect to see more WFO innovations as the consumer becomes increasingly empowered, and the customer experience becomes by far the most important metric for contact center success.
Spence Mallder, General Manager of the Workforce Optimization Division and Chief Technology Officer at Aspect Software, is focused on identifying process efficiency improvement opportunities in the enterprise to meet the market demand for a single solution to optimize and orchestrate the different resources and tasks that impact the customer experience in both the front and back office.
Whether you call it employee development or skills enhancement, it’s all about training our agents and leaders to be successful with our customers and improve the bottom line. Not enough training and our employees may fail to provide the customer experience needed.
Some centers do not have the luxury of having a full time center trainer or team of trainers and may rely on corporate trainers to support them with some or all of the classroom-type training done with both new and seasoned agents.
Unfortunately, I’ve found that corporate development people rarely have any contact center experience. Some have never worked in any customer service or sales role. Many tell me it’s been years since they spent any time talking to customers and have never observed agents and center leaders on the job to learn what type of skills are key for success.
It’s not only the corporate trainers who are disconnected. Some executives have the same problem.
I recently heard about an operations executive in charge of starting up his company’s new contact center. He had no center experience but he was confident that he knew how one should be set up since he knew how the branch offices were run.
Since the new center team would need training, he decided it was time for the entire company to also have training so he enlisted the Human Resources manager to work with him to create classes for everyone: retail, administrative and even the newly hired contact center team would attend in mixed groups.
Unfortunately, everything on the agent training agenda they designed revolved around operational processes: data collection, product info and terminology refreshers, and how to use the systems to document information. Nothing was designed from the customer experience perspective or for the agents who would be dealing with them on the phone.
In place of soft skills training, the center team was instead issued management designed canned scripts for their incoming calls. The scripts were based on what they thought would be best for a quickly-get-off-the-call approach rather than customer engagement. Once the agents realized that the scripts didn’t work for most customer interactions encountered, the scripts were tossed.
On the job skills development for agents was a major issue since monitoring and call recording was not available. The company had purchased a phone system a year earlier that had not been considered for contact center use, so adding any quality coaching tools now would entail a large expense to replace phones and system. Management was unwilling to spend the money and the only coaching done was “feedback” when another department or customer complained about an agent.
Agent training done just to say “we’re training” is clearly not enough and yet it continues for some businesses. Without clear customer experience and agent success goals, without being customized for the appropriate skills for the work being done, generic training is wasted time and effort for all involved.
Poorly designed training lacking focus on customer success and agent engagement will quickly drive your business “off the rails.”
By Shep Hyken, September 11, 2014 at 8:22 am
I recently had the privilege of speaking to the people of Ace Hardware about creating amazing customer service. If you know anything about Ace, you might be thinking that they could be the ones delivering the lesson on service – Ace has built its own special brand of customer service centered on being helpful. One of the corporate speakers at the event, Tom Knox, Vice President of Retail and Business Development, made a statement that really resonated with me:
We don’t want to be known for having the nicest people. We want to be known for having the most helpful people.
Does this mean that Ace Hardware’s personnel are not nice? No, I would say that “nice” is one component of helpful, but there’s another element as well – being knowledgeable. It’s the combination of nice plus knowledgeable that adds up to Ace’s special brand of customer service.
Let’s consider each component then. Have you ever done business with a company where the people were extremely nice, but still weren’t able to offer what you wanted? You might remember thinking, “they are so nice” or “they try so hard,” and you might even have returned a time or two to give them another chance. But eventually, if they don’t get the job done, you will turn to another business that offers the same product or service, looking for someone who will get the job done.
So then perhaps you find another business with people who are knowledgeable and offer the product that you want to buy. But if they are knowledgeable without being nice, you are not likely to give them your long-term business either. There may be a few customers who will put up with bad attitudes and a lack of appreciation, but the majority will move on. Customers want the total experience – nice people who know what they are doing – and don’t forget that a quality product or service is a must as well.
For Ace Hardware, the equation looks like this:
Nice + Knowledgeable = Helpful
Ace promises to be “the most helpful hardware stores on the planet,” and they work hard to fulfill that promise of customer service. As the customers experience their friendly, knowledgeable service, they gain confidence, which leads to repeat business and eventually, loyalty.
So what components do you want to include in your brand of amazing customer service? Define how you will offer the total package – from the quality of your product to the attitudes and abilities of your staff – and you are on your way to happy, confident customers.
By Greg Levin, September 9, 2014 at 9:27 am
If you are a contact center director, manager or supervisor, you most likely value your agents. You most likely strive to implement programs and incentives to keep agents engaged and happy. You most likely even smile at agents when you see them – unless, of course, they are out of adherence.
Yet you most likely don’t have Employee Satisfaction (E-Sat) listed among the key performance indicators (KPIs) in your contact center.
This doesn’t make you a bad person. But it could make for a bad contact center.
Without a formal process in place for measuring employee sentiment and engagement, you are merely left to assume that the folks who seem to be smiling when interacting with your valued customers are actually content. In reality, they could be planning a violent coup.
And it’s no secret that unhappy agents lead to unhappy customers. Unhappy agents also lead to high turnover, which costs tons of money and leads to unhappy executives, who then make you unhappy.
All this can be avoided – or at least kept in check – by making E-Sat a KPI in your contact center.
E-Sat in Action
The best contact centers do more than just give lip service to E-Sat. Rather, they regularly measure it – as often as every quarter – using a comprehensive survey tool. They also keep a close eye on agent sentiment in between those formal surveys to make sure a mutiny isn’t in the works.
These centers’ surveys are designed to gauge not only traditional employee satisfaction, but also employee engagement. Engagement is satisfaction on steroids. Having an engagement component built into your E-Sat survey helps to identify which agents would not only help to put out a fire in the contact center but also run through the flames to save you and their employee manual.
It’s best to use a third-party surveying specialist to design and implement your E-Sat survey to ensure that the right questions are asked in the right ways, as well as to help foster a sense of privacy/anonymity, thus increasing the chances that agents will respond in a frank and honest matter. Surveying specialists can also help a contact center evaluate results, pinpoint key trends, and suggest actions to take based on the findings – such as hiring bodyguards for the supervisors.
Naturally, every contact center would love to achieve a 100% E-Sat rate, but that’s about as likely as a home agent bathing every day. As with C-Sat, anything in the 80%-90% range for E-Sat is impressive – and feasible, particularly if you incorporate into the survey process threats of physical harm for low ratings by staff.
If E-Sat isn’t already on your contact center’s list of critical metrics, add it ASAP. Bump Average Handle Time off the roster to make room. And when it comes to measuring E-Sat, don’t just go through the motions, or you’ll likely find that you have a bunch of agents doing the same.
And when that happens, your customers may also go through some motions – like moving their account to your competitor.
By Annette Franz, September 2, 2014 at 10:44 am
[The original post appeared on the CX Journey blogsite on August 26, 2014.]
How well are your change management efforts going?
I recently came across Dr. Kotter’s 8-Step Process for Leading Change. The steps come from his 1996 book, Leading Change, which outlines the eight critical success factors for change management.
As you can imagine, this process was intriguing to me, since it applies quite nicely to the challenges we face as we struggle to implement changes to/for the customer experience within our organizations. It got me thinking about whether I captured all of these steps in my recent post on change management. I think I got the general essence of the process, but I couldn’t agree more with his steps I missed.
Let’s take a look. Here are the steps, straight from the Kotter International website, with my thoughts added between the lines for each one.
Step 1: Establishing a Sense of Urgency
Help others see the need for change and they will be convinced of the importance of acting immediately.
I think this is a critical component for change management for the customer experience. Getting leadership buy-in and helping them understand that the sooner the focus is placed on the customer experience, the sooner the business will benefit is an everyday challenge for customer experience professionals. At the same time, employee buy-in is also critical, as employees will be impacted by the changes and will be the ones who deliver the experience. Don’t forget to keep the organization as a whole informed about the changes – why they’re important, when and how they’ll happen, and how they’ll impact employees, customers, and the company in general.
Step 2: Creating the Guiding Coalition
Assemble a group with enough power to lead the change effort, and encourage the group to work as a team.
This is where your governance structure comes into play. Changing the organization’s DNA to be more customer-centric is not a project for one person to undertake; this is an organization-wide effort. As such, the governance structure is critical to the foundation of any customer experience effort. Without the core team, the steering committee with both executive sponsors and cross-functional champions, the customer focus won’t go far.
Step 3: Developing a Change Vision
Create a vision to help direct the change effort, and develop strategies for achieving that vision.
Develop a customer experience vision that will be inspirational and aspirational; it will outline what you see as the future state of the customer experience. It will briefly describe the experience you plan to deliver. And it will serve as a guide to help develop your strategy and choose future courses of action.
Step 4: Communicating the Vision for Buy-In
Make sure as many as possible understand and accept the vision and the strategy.
Communication – early, often, and ongoing – is a critical tool to gain buy-in and to ensure success for any customer experience effort. There are many different ways to ensure that you communicate the vision and to make sure that everyone has a clear line of sight to what needs to be done; one of my favorite is the journey map.
Step 5: Empowering Broad-Based Action
Remove obstacles to change, change systems or structures that seriously undermine the vision, and encourage risk-taking and nontraditional ideas, activities, and actions.
Are your employees unencumbered and empowered to do what’s right for your customers?
Step 6: Generating Short-Term Wins
Plan for achievements that can easily be made visible, follow-through with those achievements and recognize and reward employees who were involved.
We know that winning over executives (and others) and getting their buy-in often requires the use of skunkworks projects that demonstrate those short-term wins. These projects are used to build the business case, which is often built upon quick wins to show not only what can be done but also your commitment and persistence to achieving some outcome. As change is implemented, further quick wins may be required. And I couldn’t agree more with recognizing and rewarding employees for successes, not just during this quick wins phase but always.
Step 7: Never Letting Up
Use increased credibility to change systems, structures, and policies that don’t fit the vision, also hire, promote, and develop employees who can implement the vision, and finally reinvigorate the process with new projects, themes, and change agents.
I have mentioned before that the customer experience is a journey. So are organizational change efforts, as part of that journey. They go hand in hand.
Step 8: Incorporating Changes into the Culture
Articulate the connections between the new behaviors and organizational success, and develop the means to ensure leadership development and succession.
In order to implement and to sustain the changes you’ll make in order to shift to a customer-centric, customer-focused organization, the values, the purpose, and the vision must be ingrained into the DNA of the organization. That requires that policies, processes, language, hiring, training, and all other efforts and decisions the organization makes must be based on what’s best for the customer. That customer focus becomes an organizational discipline, not a department. Everyone’s job ultimately contributes to the customer experience; make sure there is a clear line of sight. And continue to reiterate that.
How well does your organization do in adhering to these steps when implementing change? Which of these are a challenge that you must still overcome?
If nothing ever changed, there would be no butterflies. -Unknown
By Bob Fletcher, August 26, 2014 at 9:34 am
Workforce managers don’t have it easy.
Not only are they responsible for accurately forecasting call requirements per half hour by both queue and skill, they are also tasked with scheduling the right number of agents needed to handle calls at a prescribed service level and average handle time.
This is a very specialized job that requires someone with an extreme skill set in modern forecasting techniques and an appreciation for scheduling and the impact it has on employees.
This can be a frustrating endeavor because of the countless variables that adversely impact forecasting and call volume such as bad weather, headlines, and new products and marketing campaigns that were not communicated to the contact center in time to be part of the forecast.
The forecast is only as good as the history that predicts it and the knowledge of these variables that can impact its accuracy.
Scheduling can also be frustrating because though you can produce schedules that are ideal and adequately meet requirements on paper, these schedules may not be able to be worked by agents in reality due to various family concerns, school commitments, and training and skill requirements.
The truth is, once schedules are produced, agents sometimes don’t show up. As we all know, in the contact center, even the best-laid plans are frequently interrupted.
To be successful, there are three things workforce managers must have:
#1: Communication and support from above
Workforce managers need support from higher management and must play an integral role in all planning and strategy for every aspect of the business from sales and marketing to HR.
The greatest marketing plan and greatest product in the world can get customers to call into the contact center, but if you don’t have the right people in the right place at the right time, that marketing campaign will ultimately be unsuccessful.
It has to be a closed-loop process. When it fails – when workforce management is not an integral part of the team and gets secondhand or late information – marketing campaigns are not as successful as they could be.
#2: Modern tools to get the job done
Workforce management teams also need modern tools that are capable of modeling forecasting and scheduling and that can support complex, multi-skilled, multi-queue environments. These tools must also be able to monitor on a half-hour intraday basis to ensure the forecast is still accurate based on actual call volume and AHT and that the agents who are scheduled to work those times are in fact available and working.
If an agent is scheduled to break at 10:15, but instead breaks at 10:45, this can have a huge impact on the schedule. The critical measurement is not compliance to the schedule, but adherence. It isn’t as important that an agent worked the same number of hours as they were scheduled, but that they worked the right hours.
For example, if an agent’s schedule is 9:00 AM to 5:00 PM, but they instead work 10:00 AM to 6:00 PM, though it is still an eight-hour workday, this agent is not adhering to the schedule that was assigned.
#3: Resources and knowledgeable staff
A successful workforce management team has the resources needed for short-term and long-term forecasting on a daily, weekly and even quarterly basis.
You also need very good forecasters and people who understand the scheduling system and how to produce schedules agents are actually able to work by incorporating things like block schedules and split schedules, and monitoring on an intraday basis what has been forecasted and scheduled.
When it comes to workforce management, one person simply can’t do it all (though sometimes they are asked to). The result may be a good schedule, but a lousy forecast, or the other way around.
By Annette Franz, August 21, 2014 at 9:54 am
If knowing is half the battle, what’s the other half?
In the 1980s, there was a G.I. Joe cartoon series for kids that embodied good vs. evil. At the end of each episode was a public service announcement (PSA) that would answer various questions and teach kids some valuable lessons. Each PSA ended with, “Now I know! And knowing is half the battle!”
This got me thinking, in a customer experience sort of way.
Knowing really is half the battle. You want your employees to deliver a great customer experience for your customers, right? What do you need to tell them? What must they know in order to deliver the experience customers expect?
Here are a few topics that are pretty important to know.
Customer Understanding: Listening to customers and ensuring that their feedback is shared and acted upon throughout the organization helps connect the dots for employees, who hear how what they do translates into the customer experience. At the same time, the knowledge must go beyond listening to really understanding who your customers are and what they are trying to do.
Customer Journeys: A customer journey map is the ultimate tool to help connect all employees to how they impact the customer experience. It details what the customer experiences while trying to complete a task with the company. It also helps create a clear line of sight for all employees, frontline and back office, to the target/goal: a great customer experience. It helps them understand how their contributions matter.
Customer Experience Vision: Your CX vision will be inspirational and aspirational; it will outline what you see as the future state of the customer experience. (Of course, it will be rooted deeply in customer understanding.) It will briefly describe the experience you plan to deliver. And it will serve as a guide to help choose future courses of action. Your CX vision statement will connect the dots between what you’re doing and for whom you’re doing it, in addition to creating alignment within the organization.
Brand Promise: A brand promise is the expectation you set with your customers; it’s a promise you make to your customers. Everything you and your employees do should reflect this promise. Consistently. It’s a combination of the brand purpose and the reality of what the brand can deliver. In most cases, defines the benefits a customer can expect to receive when experiencing your brand at every touch point. For example, JetBlue’s brand promise is “You above all.” If I’m working for JetBlue, that’s a clear message to me that I the customer comes first.
Core Values: Your core values are guiding principles for your employees; they outline which behaviors and actions are right and which are wrong, both for your employees and toward your customers. Everything you do must be aligned with your values, and they should be integrated into everything you do.
Purpose: It’s your reason for being, your Why. Customers buy from brands with which they align; similarly, employees want to work for companies with which they are aligned. Make sure everyone in the organization understands your Why.
Empathy: Teach employees to really pay attention to what the customer is saying, both verbally and through body language. Anticipate customer needs/emotions/reactions, and recognize when/how to use empathy. Role play for employees to really make it click; teach them the cues that signal it’s time for empathy to kick in. Show them that it’s important to always be listening and be prepared to respond in the way the customer needs you to respond, not in the way a script tells you to respond.
There’s more, but I think this covers the major categories.
How do you then ensure your employees are in the know? Maybe you need your own PSA? There are a lot of different ways to get your employees on the right page. The primary vehicles for delivering this knowledge are:
Onboarding: You can’t just hire people, set them free, and think they’ll understand what’s expected of them. By “knowing what’s expected of them,” I don’t just mean knowing what to do in their new roles; explaining the job, the benefits, and where to find the paper clips are all important to the onboarding process, but they must know what it means to be a part of your organization, i.e., knowing your brand promise, values and commitment, what it means to live the brand, where the priorities lie, and how to deliver a great customer experience. This is a great time to set the tone for the culture.
Continuous Training: You also can’t expect that as both the business and customer expectations evolve, employees will automatically know and adapt/evolve, too. There must be ongoing training to ensure that employees are kept abreast of changes in the business, expectations, and more. It’s always wise to provide refreshers and reinforcement of the things that are most important for employees to know.
Communication: What gets shared and communicated regularly is viewed as important to your employees. Not only does communication lend clarity, it is critical to a clear line of sight to the goal. Communication must be open and ongoing.
Culture: While this isn’t technically a vehicle for delivering knowledge, it is the guard rail that helps keep employees within the yellow lines. As Herb Kelleher said, “Culture is what people do when no one is looking.”
If we provide employees with clear guidelines and expectations, recognize and reward the right behavior, and allow them to learn from their mistakes, they’re covered for half the battle.
So knowing is half the battle; what’s the other half? Technically, fighting. But in our story, I would say it’s making sure you hire the right people, i.e., having the right people in your frontline workforce to fight the good fight.
Hire for attitude — train for skill. Those are the two halves of this battle.
Our contact centers today have a wide range of new hire training agendas depending on the complexity of the products and services, skills trained and even the size of the centers. There’s classroom time, self-directed learning, tests, games and activities, guest speakers, call examples to listen to, side-by-side observations and even mentors.
Many managers are very focused on coaching experienced agents to insure continuously improved skills and growth for them within the center. Some of these same managers, however, are missing the opportunity to provide newly hired agents the same benefits of coaching received during the crucial first days of training.
Regardless of the size of the center and complexity of training, I find that there is a lot of training process happening and not a lot of agent engagement.
Trainers on a fast-paced schedule get caught up with the need to stuff those eager new agent heads with tons of detailed information. Some have told me that they are following a checklist and their goal is to check off the skills taught as their measure of success. Others feel they are successful if the new hires test well in the classroom.
In the midst of all this organization and process, new agents may be lost.
New agents may lose the great enthusiasm they displayed in their interview and during the “honeymoon” period of the first two weeks in training. The excitement withers and even may die, ending in turnover if they aren’t feeling engaged and motivated.
Managers have complained to me about agents who looked so promising at the beginning of training and then ended up being average or worse in terms of skills and attitude.
The question to be answered is whether they hired the wrong person or was the reason more about lack of engagement, personal interaction, and motivation during training and even after.
Some agents have told me that they were initially excited to be a part of the team but soon found that the excitement wasn’t supported or encouraged by the trainers, supervisors and managers. Others say that they are being lectured to and never asked for their input during their training as new agents. A few complain that they never had a one to one sit down with their new supervisor during the first month to share experiences and get to know them.
New hires must have personalized one to one time, not only with their trainers but also with their supervisors. Despite all these processes in place to document progress and skills, the personal connection with leadership certainly appears to be lost for many. The supervisor never really bonds with the new agent until later, if at all.
Coaching with seasoned agents is tough enough for us to do well consistently given all the center challenges we face as leaders. Coaching with new hires can be even more challenging. They enter eager, positive and open to learning. They need validation from day one.
Our new agents need personal feedback daily, especially during the first few weeks of training, and then weekly as they progress through your on-boarding agenda to becoming a fully engaged member of your team.
Make sure your trainers and front line leaders are making agent engagement a priority so new hires feel welcome and involved right from the start. If not, your call center competitors in town will be thanking you for sending new agents their way!