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Contact Center Attrition and Employee Retention

Contact Center Attrition and Employee Retention By: Jim Beuoy

Agenda:

A step-by-step process to reduce attrition & increase retention.

What your customers want.

What your employees want.

Process

  • Establish Cornerstone Beliefs.
  • Pick the right Coach.
  • Pick the right players.
  • Get the best performance out of each player.
  • Give them a voice.  And really listen.

Cornerstone Beliefs

  • Define the larger purpose of what you do.
  • What you do has an impact on the world.
  • Make it personal.
  • Impact on self-worth.
  • Impact on quality.
  • Visit it often.

Secret #1

  • People want to be part of a winning team!
  • Assess skills
  • Get rid of those who don’t want to be part of a winning team.
    Get rid of those who don’t have the skills.

Process for building a winning team.

  • Pick the right Coach.
  • What are your selection criteria?
  • How do you measure those attributes?

Process

  • Pick the right Coach.
  • Pick the right players.Chose players whose characteristics match winner characteristics.

Make them earn being part of the team.
XzamCorp - CheckmarkOnline Application
XzamCorp - CheckmarkResume
XzamCorp - CheckmarkPhone Interview
XzamCorp - CheckmarkBehavioral / Thinking Assessment
XzamCorp - CheckmarkSkills Assessment
XzamCorp - CheckmarkFace-to-Face Interview

Secret # 2

Agents leave for the same reasons customers leave!

3 studies on why customers leave.

  • Stack rank, in order of most important to least important, what your group feels customers value most:
    • Expertise of the Rep
    • Number of Reps to resolve (fewer transfers is better)
    • Attitude of the Rep
    • Total Time to Resolve
    • Clarity of the Process to the Customer
    • Rep’s Knowledge of the Customer

Customer_Contact_Council_Research_Why_Customers_Leave_Graph

What do customers value most highly?

The Disconnect

  • Companies believe that customers value expertise most highly, when, in fact, it is their least valued attribute.
  • Customers value time to resolution and attitude of the representative far above other attributes.

What causes consumers to leave?

  • Only 14% of customers leave for product reasons.
    68% leave because of poor treatment by employees.
  • 80% of companies believe that they deliver a superior CE.
    Only 8% of their customers agree.
  • 95% of senior business leaders believe that the next competitive differentiator is Customer Experience.

Consumer Focus, Inc. 2005

2007 Aspect Contact Center Satisfaction Index. 1000 consumers. 250 who claimed they had a recent exceptional contact center experience.

Quick responses to inquiries / issues
Given accurate and detailed information
Presented the necessary facts to make informed decisions
Provided details for what will transpire after the interaction.

Empathy and Advocacy
patience, knowledge, professionalism, and friendliness
efficiency
speak to an agent quickly, authority to resolve issues.

Coach on what customers value most

PROFESSIONAL
Greeting

Agent answers properly.

Was prepared for the call.

Follows Greeting as written, without adding unnecessary information.

Tone

Friendly: Adds the “human touch”. Sounds natural, not rehearsed, scripted or canned. Sounds appreciative, genuine / sincere, appropriately enthusiastic and/or empathetic, acknowledging consumer concerns throughout the call.
Helpful: Demonstrates “at your service” attitude throughout the call.

Patient: Demonstrates unfailingly polite, considerate, calm and kind demeanor even when faced with difficulties.

Offers reassurances as necessary throughout the call

Three different studies, all saying the same thing; Consumers want efficient, pleasant, professional service.

How do we get that out of our agents?

Get the best performance out of each player.

  • Design of the work
    • If it isn’t set up right, it likely won’t run right.
  • Empowerment
    • If the supervisor can do it, let the agent.
  • Tools
  • Physical Environment
  • Evaluate and coach on what consumers value most!

Process

  • Establish Cornerstone Beliefs.
  • Pick the right Coach.
  • Pick the right players.
    • But what are they like?

Employee / Labor Market Changes: The “Millennials” Are Coming www.cbsnews.com “The “Millennials” Are Coming

Today’s employee played in little leagues with no winners. They were laden with trophies just for participating.

We didn’t make them practice the …………………..

No shame to live at home. Adulthood begins at 26.

They have the expectation that they will automatically win, and they always be rewarded, even for just showing up.

You’ve got to do this. You’ve got do this. And they will walk.

Boomers need to hear the message that they’re going to have to start focusing more on coaching rather than bossing.

Process

  • Establish Cornerstone Beliefs.
  • Pick the right Coach.
  • Pick the right players.
  • Get the most out of each player.
    • HOW do we coach?

XzamCorp-Employee_Monitoring_Approaches_Pro's_Con's

  • Top factors affecting an employee’s decision to stay or leave:1. Quality of relationship with supervisor.“Development Dimensions Internation”
  • In a survey of 225 employees at two large U.S. paint manufacturing companies; “justice” trumped job satisfaction in motivating employees. Employees, view the organization through their supervisor.

“Dr. Joni Johnston, HR.com”

ALIGN THE ORGANIZATION WITH CONSUMER EXPERIENCE BASED COACHING

EVALUATE / REWARD DIFFERENTLY

  • Evaluate agents on quality scores as well as traditional KPI’s.
  • Evaluate Supervisors on:
    Coaching counts, Coaching effectiveness,
    Project ownership, Turnover

Process

  • Establish Cornerstone Beliefs.
  • Pick the right Coach.
  • Pick the right players. XzamCorp_CONSUMER_EXPERIENCE_Process
  • Get the best performance out of each player.
  • Give them a voice! And listen.
  • Hot Line – mix it up
  • Satisfaction Surveys – First, Break
    All the Rules
  • Effectiveness Surveys
    Report findings and Action Plan!!!
  • Engagement
  • I know what’s expected of me at work
  • I have the equipment and material that I need to do my work right
  • At work, I have the opportunity to do what I do best every day
  • In the past seven days, I received recognition or praise for good work
  • My supervisor or someone at work seems to care about me as a person
  • There is someone at work who encourages my development
    At work, my opinions seem to count
  • The mission/purpose of my company makes me feel my work is important
  • My co-workers are committed to doing quality work
  • I have a best friend at work
  • In the past six months, I have talked to someone about my progress
  • This last year, I haves had opportunities at work to learn and grow

Engagement

  • Autonomy, Mastery, and Purpose Approach
  • Job titles for promotion in place
  • Public recognition
  • Newsletter
  • Bonding opportunities
  • Represent the company at local events
  • Social Media
  • Internal Subcommittees

Summary: Employees want what customers want.

What do customers want?

Consumers want to work with companies who care about them, are efficient and effective, and follow through with what they say they are going to do. “Aspect Contact Center Satisfaction Index. ”
Employees want to work for companies who care about them, empower then, and follow through with what they say they are going to do!

Process

  • Establish Cornerstone Beliefs.
  • Pick the right Coach.
  • Pick the right players.
  • Get the best performance out of each player.
  • Give them a voice! And listen.

 


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