Staffing and agent engagement were the most read Pipeline posts in November. Our top five posts for the month included insights for incorporating customer feedback into the quality monitoring process; a look at four key drivers found in contact centers with high levels of agent engagement; three credible arguments to build a case for cutting agent attrition; a quick tip to improve the recruiting process; and advice for reducing tardiness, absenteeism and agent dissatisfaction with scheduling.
Giving Customers a Voice in Quality Monitoring
The voice of the customer is a valuable resource for improving agent performance and customer satisfaction. Incorporating customer feedback into the quality monitoring process focuses the entire operation on the customer’s perspective of how the service interaction went, instead of evaluating performance based on the operation’s processes and efficiency measures.
4 Key Drivers of Agent Engagement
What is it that makes the agents in certain contact centers especially enthusiastic about their jobs and more committed to delivering a high-quality customer experience on call after call? Higher pay alone won’t produce passionate concern for the company’s well-being and dedication to helping it achieve its vision or goals.
Making the Case for Lower Turnover
In most contact centers, the executive team recognizes agent attrition as a necessary evil. They know there is some expense associated with it, but the general opinion is that the cost of the cure is likely greater than the benefit. It is your challenge to change that line of thinking. Building a case stands on three credible arguments.
Quick Tip: Why Do Agents Join?
New-hire surveys can help to identify the breakdowns in trust that can occur early on when new agents decide that the job is not what they expected—a common cause of new-hire turnover in contact centers. This can usually be traced to overselling the company and/or position in the recruiting and interview process, and not providing candidates with a realistic job preview (e.g., simulations, side-by-sides with senior agents).
Involve Agents in the Scheduling Process
You can significantly reduce tardiness, absenteeism and employee dissatisfaction by getting frontline agents involved in developing new schedules, says Tiffany LaReau, Pipeline author and certified workforce manager at Human Numbers, a firm that provides forecasting and scheduling services to contact centers.