It may come as no surprise to you that contact center leaders still refer to agent turnover as their # 1 challenge, given the concerted efforts by many organizations to implement a specific workforce management initiative (WFM) Despite.
To counter the flurry of US contact center decision-making agents in 2016, the Makers Guide estimated that the average duration of customer service representatives was 3.3 yr 2, and 60 percent of the business came from terminated agents.
What happened? Did the contact center launch the wrong program? Is it impossible to include and retain current agents? Or is it everything?
I recently sat down with Calabrio’s WFM expert Kat Worman to help her brainstorm on these questions, and found the advice she gave to the contact center leader, based on which she saw success in the field. This is what Kat said.
To answer your question, I looked at three main factors that required agents to leave the contact center.
The first two things are ultimately the most important to agents: when they work and when they do not. Work-life balance holds great importance for today’s agents, many of whom are millennials, so if the company makes it difficult for them to select the right transition for their individual work-life parameters.
Thirdly, the leadership in charge of the contact center is very important. We’ve all heard the saying “People don’t leave their jobs, their bosses,” and the same is true for contact center agents.
Is there a link between agent substitution and agent risk?
In fact, in fact, the absence of an agent is often an early indication that an agent may reach the point of no return, where he or she begins to look for another job.
This is because it is all within one radius. If I am an agent and I cannot easily find the schedule I need or need to work, my absence will increase. Although I am a great representative but if my workload is too high, I can call more. I often see agents who make only one call every few months, start every month and leave the organization shortly after.
Another primary indicator of agents who may be at risk of quitting is that you will experience a significant drop in productivity. The person who was one of your best representatives often gets fucked. Someone who previously had a strong commitment no longer achieves their goals. Those who previously received high customer satisfaction scores now quit.
Some of the strategies that work best are not surprising, such as providing agents with flexible scheduling options.
But I will always remember that one of my clients told me when I was a consultant. This customer has a representative retention so high that he is almost unbeaten. his advice? He said that it was an important little thing.
Transparent As long as all employees understand the direction and goals of the contact center, they have the power to do a good job. When the contact center comes up with the idea of calling – “If you don’t want to do this job, we’ll get you what you want” – when they have a problem.
However, there are other strategies that work, but are more ambiguous. You know, back in the day, contact centers used to be about rules and guidelines worked for them at that time.
For example, average handling time (AHT) is a key metric, and “quality” calls are measured using a checklist that managers listen to. But that rigid approach no longer works. Coaching is no longer focused on rules, and agents refuse to behave as a chime – they want them to treat the people they are.
Therefore today, having an agent means that agents can balance the way they want to work while meeting the agent’s staffing, scheduling, and productivity needs. His contact center began working for the agents “lanes” near the leaders, who were to work inside them instead of hard and fast rules.
When it comes to the quality of leadership, for example, evaluate representatives in relation to the customer’s time rather than the customer’s proper greeting. And many contact centers no longer focus on AHT or adherence numbers as targets. But a delegate will give the limit
Not necessarily the contact center still needs to monitor and measure its performance. The agent who talks on the phone is very nice. But only receiving calls twice a day will not help me as a contact center supervisor – what I want is an agent who answers 10 calls a day and saves quality.
All contact center leaders must use a strategy to find their better agents, then use additional performance metrics to gain a more holistic understanding of the individuals they are and how they can perform effectively.