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Article #1:
Title: Successful Call Center Performance Management System
Establishing an effective performance management system, with-in the
call center/customer service arena, is critical when you desire to
deliver “best in class” service and sales.
Outlined below is an example of an effective model that you can utilize
in your department to deliver exceptional performance. I like
to refer to this as the performance management cycle (You can also
download a free copy at
http://www.callcenterleadershiptraining.com/dap/a/?a=1):
The Performance Management Cycle has four elements:
1. Setting goals and objectives;
2. providing ongoing feedback;
3. coaching, and
4. performance reviews
These elements are described below.
Setting goals and objectives
The first element of the cycle is setting goals and objectives. This
phase includes supervisor-employee meetings and discussions about the
goals and objectives that will be measured during the review
period.
One of the most important parts of the performance management process
is the communication of these goals and objectives. If the
representative is a new employee, the goals and objectives are clear;
the efforts are focused on the employee meeting goals to be effective
at their new position.
If the representative is a more tenured employee the focus will be on
meeting or exceeding existing goals, setting new goals and ongoing
development.
The purpose of this meeting is to come to an understanding of the
primary functions and the levels of performance expected for “Good”
performance. The supervisor and the employee work to resolve any items
that are unclear. Any activities included in the development plan are
also discussed. Employee input is encouraged.
However, management retains the authority and responsibility for
determining the content of the work plan. These goals and objectives
become the road map for success for the manager and employee.
Providing Ongoing Feedback
The second element of the cycle is ongoing feedback. Managing includes
day-to-day supervision, training, reinforcing, tracking actual
performance, and discussing employee progress toward achieving the
performance expectations of the goals and objectives. Supervisors must
provide feedback related to these day-to-day findings in order for the
representative to be aware of their performance.
Ongoing feedback provides opportunities for the team member to improve.
This feedback does not have to take up a lot of time, but it should be
specific, timely and consistent.
Coaching
Using the Performance Management Cycle managers and supervisors must
observe behaviors and then coach to improve performance. Coaching is
best done in a one-on-one setting using self discovery dialog. By
coaching throughout the review period supervisors provide opportunities
for team members to reach and exceed their performance goals and
objectives.
Performance Reviews
At the end of the review period, the supervisor and team member meet to
discuss each performance-expectation and the employee’s actual
performance and results. This is the annual performance review. A
performance rating is assigned for each principal function based on the
comparison between the performance expectation and the employee’s
actual performance. An overall evaluation is also assigned. New goals
and objectives are created based on the level of performance displayed
during the review period.
My recommendation is to go a step further and conduct mini reviews on a
monthly basis. This gives the employee an opportunity to
correct any behavior or performance issues, helps facilitate ongoing
feedback, improves morale and helps you achieve your goals quicker.
The complete Performance Management Cycle is being offered free of
charge at
http://www.callcenterleadershiptraining.com/dap/a/?a=1. There
you can download the PDF version, as well as, learn more about Call
Center Leadership Training. Take action today!
Article #2
Title: Call Center Killers and How to Prevent Them
To some these may be common sense to others these concerns will grab
your interest. My goal is to not just provide the list to avoid but to
also provide techniques you can employ to address these issues
proactively and positively. To find other call center
resources for download visit:
http://www.callcenterleadershiptraining.com/dap/a/?a=1
Three Areas of Focus
1. Employee Retention (attrition)
2. Absenteeism
3. Ineffective Frontline Leadership
Can you see the relationship among all three? Clearly, ineffective
frontline leadership can and does have an impact on Employee
satisfaction.
This article will provide you with a brief explanation of the cost of
each “Killer” and a brief overview of solutions to each of these three
issues.
As you will see to truly solve these areas of opportunity you will have
to approach the solutions from a Holistic methodology. I know your time
is limited so
Employee Retention vs. Attrition
Simply stated….follow the golden rule and call center life will be
productive. Meaning, treat people the way you want to be treated.
Looking at the importance of attrition reduction some say “so what we
can hire and train for pennies on the dollar.” This view is short
sighted and I will explain why.
The cost of attrition needs to be calculated based on both hard and
soft dollars.
Hard Dollars
Increased Training cost (Agent’s hourly rate x hrs to train) Trainer
cost = salary or rate of pay x hrs to train + prep time.
Soft Dollars
Lost revenue – This can be better gauged when working on the
outsourcing side but the cost would;
Rate that is bill client x the hours lost due to attrition. For
instance, the contract calls for $24.55 per hour. The agent usually
works 37.5 hours a week then additional cost of attrition would be
$920.63. This is lost revenue.
Performance Cost – What happens when you lose a veteran agent that
knows and understands the performance metric criteria? Performance
drops! The cost of this lost is debatable but clearly you lose in
performance. This can be dramatic especially if you are bonused based
on performance.
So for those that think attrition is not important, you just do not
understand the true dynamics of call center management.
These costs become exponentially important on the Inbound side when you
get to training times that take up to 5 or 6 weeks to prepare an agent
for the phones.
Absenteeism
The cost of this “killer” is obvious. But let’s apply the Hard/Soft
dollars methodology again:
Hard Dollars
In all Call Centers, your Workforce Management Team schedules based on
assumed absenteeism. On the outsourcing side it is generally higher
(probably because pay is lower and efficiency is that much more
important.)
So basically if you predict that you will have a 8% absenteeism rate on
a Tuesday and normally your staffing requirements dictate that you need
100 reps throughout the day to handle the call volume. If that is the
case you will need to train 108 reps.
But if you could manage your absenteeism down to 2% then you would only
need to train 102 reps. This will cost you less.
Soft Dollars
Brings down morale by pushing more work onto the agents that are coming
to work.
Service levels suffer as does customer service, As a result, you may
lose some customers. Ouch!
Ineffective Frontline Leadership
This issue is a slippery slope. This issue affects everything in your
center. Therefore, being on top of this “killer” can turn it to your
centers advantage.
If you think about it, what your leadership team does with the Agent
resources can have an incredible effect on:
1. Performance
2. Attrition
3. Absenteeism
Morale – This effects all of the above. And effectively managing the
above determines if YOU and your center is successful.
Ok, let’s learn how we can reduce these costs!
First and foremost your Leadership team determines how successful you
are in reducing these cost and increasing performance and profit!
The following are some techniques and skills that are most likely to
allow you to be successful:
According to Dan Coen in his book, Building Call Center Culture, “the
communication presented to call center in the first thirty minutes of
their day will set the stage for the rest of the day.
Greeting your agent with enthusiasm is the single most important point
to positively impact their day when they arrive. Imagine walking into
work on a Monday morning (you don’t want to be there) but your boss
greets you with all the enthusiasm in the world and says to you…”Good
morning how was your weekend?” I bet you will be pleasantly surprised
and that positive touch will be contagious.
In Building Call Center Culture, Coen, provides 5 styles and techniques
of greeting your agents.
Motivating your employees can be as easy as engaging them in the
overall process of the Call Center….In laymen terms include them in
the decision making process.
Some critics say that this will only slow down our ability to move
forward. This is nonsense!
Yes, decisions need to be made on the fly but if you do a good job
planning you can incorporate this engagement as an ongoing process,
which WILL NOT interfere with moment to moment decision.
There is a great book out that very few leaders know about. If they did
then we would have a whole lot more success in business. The name of
the book is titled…”Enlightened Leadership, getting to the heart of
change, written by Ed Oakley, Doug Krug.
In this book it provides a clear path to increasing performance and
morale in your center through agent involvement.
The amount to gain from having the philosophy of engaging in your
workforce capital is extraordinary!
http://www.callcenterleadershiptraining.com/dap/a/?a=1 has many free
whitepapers that help you with all aspects of call center performance
management. When you visit look in the sidebar for immediate
access to these call center resources.
Resources:
Enlightened Leadership, getting to the heart of change, written by Ed
Oakley, Doug Krug.
Building Call Center Culture, by Dan Coen
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