In early April, interest in agent development rose to the top of the charts on the Pipeline blog—from insights about ensuring that the right agents are promoted into leadership roles to feedback about how much ongoing training agents currently receive. Other top topics included how to calculate fully loaded staff, how to use speech analytics to identify calls in which customers are emotional or frustrated, and practical pointers on empowering frontline staff to drive continuous improvement.
Career Path to Failure
Are you promoting your best agents to supervisors and managers? If so, you may be promoting to failure. Those of us in the contact center industry want to reward our employees and keep our star performers happy. One key reward is a career path through the leadership ranks, but it may not always be the best plan.
Do Frontline Agents Receive Enough Ongoing Training?
We asked that question in a recent poll on Contact Center Training. The majority (84%) of participating contact centers reported providing ongoing training for frontline staff. Of those, 71% said they provide up to 50 hours of training annually, and another 21% offer 51-100 hours.
WFM Human Factors
Human Factors are the payroll hours that you’re paying your employees to do something other than handling workload. It is made up of lost presence hours (closed holidays, schedule adherence, sick time, jury duty) and shrinkage (meetings, training, coaching).
VoC: Pinpoint the Calls That Matter Most
One of the key advantages of a voice of the customer (VoC) platform over a traditional quality monitoring (QM) program is the ability to pinpoint the calls that matter the most—those that provide the insights to transform processes and performance.
Empowerment Drives Continuous Improvement Mindset
Empowering agents with higher levels of decision-making authority helps to drive the behaviors that are critical to a continuous improvement culture. Empowerment not only increases job satisfaction, it stimulates a problem-solving, continuous improvement mindset.