Performance Management Hints, Tips & Best Practices
We’ve covered quality
monitoring (QM) before, but it’s such an important topic that there is always
more to say, and more good ideas worth exploring. If your call center is still
not getting the results you desire, try some of these tips.
A New Focus Every Month
Complacency can result from
following the same quality monitoring formula every month. Rather than repeat
the same procedures, review recorded calls and select the one issue where
correction is needed most. Focus only on that one for the next 30 days, and
then review the results at the next QM session. If positive changes have been
made, move onto the next most pressing problem.
Recording customer calls
will give you all the raw data you need for effective quality monitoring. But
some call centers still find it beneficial to test agents, especially new ones,
with specific challenges in a role-play scenario. These calls are then
monitored just like an actual customer call, to determine if the agent is
capable of handling these situations when the real thing comes along.
Your call center agents know
it is their performances that are being scrutinized in QM
sessions. They’ll feel better about this, and more responsive to its
conclusions, if they are invited to be part of the process. That starts with
the preparation of the QM checklist on what areas to review and where
improvement is needed. If they are consulted in this effort they will be more
invested in the result.
Agents can also be involved
in the review process. Have them listen to calls from other agents and offer
feedback. This also provides excellent preparation for listening to and
reviewing their own calls. Some call center coaches have taken to not offering
specific feedback, instead letting agents draw their own conclusions on how
they can sharpen their skills.
There is an inherent
fairness in treating every call center agent equally, and devoting the same
amount of time to reviewing their performances via quality monitoring. But
given the limited time and personnel resources available, it makes more sense
to spend less time with agents who are excelling, and more time bringing those
that are struggling up to speed.
What is ‘Quality’?
Before starting a QM
program, a call center needs to define a quality customer interaction, and set
benchmarks and standards for getting there. When everyone is in agreement on
what constitutes a “good” call, this will make it easier to achieve the goals
of the program.
Another benefit of
including agents in the process, as described previously, is how it can ease
tensions over QM sessions, and fears that they are being used as a way to get
rid of slackers.
Quality management should
be introduced in positive terms, as a way to improve both individual
performance and that of the entire call center. Managers and trainers should
place equal emphasis on great experiences, by saving the best calls and using
them in training sessions. The agents responsible for those engagements should
be rewarded for their fine work.
How is Your Competition Doing?
With QM you regularly
measure call center performance internally, comparing this month’s results to
last month’s and adjusting accordingly. For a fresh perspective, compare your
call center to a similar operation for another company. This type of external
benchmarking may yield useful ideas on how to get better.
What happens if an agent
believes his or her evaluation was unfair? Have a system in place to review
results – perhaps bring in a second manager or an experienced agent to provide
Don’t Forget Customer Feedback
As your team prepares its
monitoring process and quality definitions, some effort should be made to
incorporate the views of the most important people in this equation – the
customers you are trying to serve better. This information can be gathered from
phone surveys or comment cards or social media, or by inviting customers in to
attend focus groups. Following the initial implementation, customer feedback
should remain an ongoing part of your QM strategy.
Review Evaluation Forms and Agent Scripts
When actors get stuck in a
bad play they always say, “If it’s not on the page, it’s not on the stage.”
That works with call centers as well. The evaluation form is a key cog in your
QM routine, so review it and refine it to make sure the right questions are
being asked, the scoring results are consistent and accurate, and the answers
are prompting the right form of training. Similarly, make sure that any quality
issues with agent performance are not coming from the script read to each
High Value Calls
While every customer is
important, some customer calls are more valuable than others when it comes to
quality assurance. Focus on those that expose potential issues with new
products or marketing campaigns, or those from the type of customers that are
vital to your company’s success. Desktop analytics software can make it easier
to locate these calls.
Don’t Wait a Month
It’s not that quality monitoring can’t be effective with monthly
meetings – but there are still things that can be done between those sessions
to improve call center service. Some managers start each day reviewing the last
five calls of a handful of agents from the previous day. Those notes can then
be presented at the start of their shifts, or saved for the next QM meeting.
There is a lot of advice out
there on what to do to improve performance management (PM). We’re going to
approach that question differently, with three tips on what not to do. Why?
Perhaps by framing the advice this way, it will be easier for some call centers
to realize that these mistakes are all too common. If you want to set a new
goal for this challenge, the place to start might be in breaking some
long-standing bad habits.
Don’t Do This: Set General Goals
Why try to hit specific
numbers and performance targets?
“As long as things seemed
headed in the right direction, that’s good enough.”
The problem with this
approach is it doesn’t last. Without clearly defined goals agents tend to be
less vigilant. The targets on KPIs should be established and disseminated to
all personnel, with those who get there receiving acknowledgement and reward,
while those who do not receive additional coaching and training. With the data
delivered by a workforce management solution, call centers can know exactly
where they are, and where they need to be.
Don’t Do This: Subjective Scores
Some performance management
systems rate an agent on average handle time or quality of greeting on a 1-10
scale. The problem is what constitutes a ‘4’ or an ‘8’ or any other score in
that range. One manager’s ‘6’ might be another’s ‘9.’ Scoring must be
consistent, or agents will not buy into the program.
Don’t Do This: Deal With PM When It’s Convenient
When performance management reviews are not built into a weekly or
monthly schedule, they are easily delayed when other business pops up and takes
precedence. Scoring sessions and agent meetings and reviews should not be
rescheduled unless a genuine crisis arises. If they are postponed regularly,
agents will eventually realize they’re not that important to management – which
suggests that performance itself is not a priority. That will impact how some
agents do their jobs.
Efficiency and productivity – that’s what it’s all about at the call center.
The challenge with maintaining these attributes is that they don’t stop working all of a sudden. Productivity rarely drops suddenly – instead it slides, gradually, over a period of weeks and months until, left unchecked, a lower standard becomes the new normal.
If this is happening at your call center, or you just want to be vigilant so it doesn’t occur in the future, here are some tips to keep your business on the right track.
Agent attrition is an ongoing concern at most call centers, and one of its most important components is the training of new agents to replace those that depart. If that training effort falters, a business will exchange qualified agents with less-qualified substitutes, and productivity is certain to suffer. A fresh look at both initial and ongoing training efforts may uncover the source of reduced efficiency.
Does every agent know the numbers he or she is expected to achieve? Benchmarks should be clearly defined and reinforced. Rewards for those who get there consistently also encourage consistent productivity.
Meetings are important – but when they happen too often, or run too long, they can also interfere with a call center’s ability to serve its customers. Hold them only when necessary, keep them on a strict time limit, and make sure they are attended only by those employees that need to be there.
Among other benefits, speech analytics can expedite how customer information is updated, reducing wrap-up time on every call.
Want to be a great baseball player? Study Kris Bryant’s swing.
Want to run a great call center? Study how the best ones are getting things done.
Maybe you don’t have time to travel the country visiting these successful businesses in person. That’s why we’ve collected some of their best advice and tips for better results. Hopefully they will work for you as well.
Start with this: Make things as easy on the customer as possible. Some customers may appreciate exceptionally friendly service, but for most the top priority is getting an answer, placing an order (or whatever prompted the call), and then moving on with their lives. So emphasize speed of answer, technology that rapidly delivers the customer’s information to the agent, and allowing agents to provide what is needed without putting someone on hold or transferring the call.
Are your communication channels fully integrated? That means knowing the strengths and weaknesses of each channel (ordering, conflict resolution etc.) and making sure well-trained and cross-trained agents are handling each interaction.
Next, make sure your agents are engaged. That starts with measuring attrition and absenteeism to weed out those that aren’t cutting it, and perhaps using speech analytics to track performance. But if you demand great performance from agents, you need to give them something in return besides a paycheck – flexible working hours, extra help when they need it, and a path to advancement for those seeking something better.
Is Net Promoter Score one of the KPIs you measure? It is at many top call centers. This gauges the likelihood of an average customer recommending or criticizing a business’s service. And it’s not enough to collect the data – you have to act on it.
Finally, don’t look for answers outside the business when they might be available from your own teams. Companies routinely hire outside consultants to tell them what their customers are thinking, what they want, which products should be introduced and which should be discontinued. Before paying someone else a fee to deliver this data, investigate whether your agents and managers already have this information, and put them in charge of putting it together.
By doing so, the company saves money while getting better answers, and offers an opportunity for agents to take on some executive-level business analysis, which may provide them with a path to career advancement.
Performance Management is something of a catch-all term that incorporates a wide range of management aspects, from planning to developing agent skills, to evaluating performance based on metrics and making adjustments accordingly. Most call centers engage in some form of performance management, whether through ongoing meetings to assess progress or an annual review.
It’s an essential process, and it can be a difficult one without software that tracks and analyzes the performance levels of your call center team.
The analytics provided by Monet Metrics has made performance management faster and more accurate at a wide range of call centers. Data is delivered in a way that makes it easier to identify the skill sets of your agents, as well as any skill gaps that need to be filled by additional training.
What used to require stacks of paperwork and tedious manual operations now gets completed automatically; saving valuable work hours that can now be devoted to other tasks.
Is Monet Metrics your best option?
Obviously we think so. But as you explore the different software selections available you’ll want to select the performance management system that best fits your call center’s needs.
As you investigate, always keep in mind that performance management is only as good as the data it receives. Your workforce management and quality management efforts, as well as those devoted to training and billing and other specialties, must collect accurate numbers for the system to work. With Monet, that’s never an issue.
Performance management is one of the most effective ways to improve contact center service – as long as the metrics are accurate and implemented in a way that bolsters the associated workflow functionality. This is not a one-time fix but an ongoing program that should become part of a call center’s everyday management procedures.
Find out more about Monet Metrics
Automation has changed the day-to-day operations at call centers around the world, and has made the job of the agent easier.
But will the non-stop advance of technology also make the job of the agent obsolete?
According to a recent Wall Street Journal article, many of the 1.2 million call center positions in the Philippines may soon be replaced by customer service robots. This is happening primarily with non-agent positions - such as monitoring the performance of digital networks. But the article suggests that the robot agent revolution may be as close as five years away.
Will it happen in the U.S. as well? Certainly some companies may embrace the prospect if it means cutting costs - but no matter how it is implemented, these companies also run the risk of cutting customers as well.
In this political season rife with rob-calls, consider the frustration most of us experience in listening to recorded message that cannot be altered. Now apply that same principle to a contact center customer trying to ask a question or place an order.
An automated voice cannot make a customer feel appreciated. No matter how sincere the "We appreciate your business" recording is, many will think, "If you really appreciated my business, you'd hire someone to let me know in person."
And no matter how much foresight is applied to anticipating customer requests, there is no way to have an answer programmed to every question. Thus, several customers will still be forwarded to a live agent, and wonder why they couldn't receive that kind of attention in the first place.
We have all come to embrace cutting-edge technology as a boom to our businesses and our lives. But at some point it's wiser to take a step back, and understand that just because something is technologically possible, it doesn't mean it's better than what has gone before.
Contact center managers have a lot of responsibilities, among them keeping track of various measurements that track efficiency and customer service. These six categories should be on every manager’s list.
Measuring Forecast Accuracy
An accurate forecast model relies on accurate historical data. Workforce optimization (WFO) delivers seasonal stats, monthly stats, daily stats, even numbers analyzing one portion of one hour, so variations can be determined and adjustments made accordingly. Special days and special events will also figure into these calculations – once again, the automated WFO solution will always be better and faster than a spreadsheet.
Measuring Schedule Adherence
Schedule adherence plays a critical role in the success of any contact center. Workforce management (WFM) software makes the goal of optimal schedule adherence easier to achieve. Not only will the WFM-generated schedules provide more accurate information, they will make a dramatic change in the manager’s schedule as well. How long does it take to run all of the necessary numbers with a spreadsheet? With WFM, managers can access better numbers more quickly, so they have more time to address other issues, or leave the office on time for a change.
Several diverse components contribute to the quality management at a call center. Wouldn’t it be great if all of these components could be accurately evaluated from the same place? That’s one of the benefits of Monet Quality, technology that enhances workforce optimization and call recording capabilities, to deliver unprecedented insight into quality monitoring, performance trends and agent training needs.
Measuring First Call Resolution
Few statistics are more important in a call center than First Call Resolution (FCR). When this is achieved a customer issue is solved with maximum efficiency, and the customer is much more likely to be satisfied with the call center encounter, and will remain a customer in the future.
Measuring Employee Engagement
Workforce Management can play a prominent role in improving employee engagement, particularly as it pertains to schedule flexibility. Skill-based scheduling allows managers to better match agents with the types of calls they are most comfortable and experienced in handling. This boosts both employee confidence and customer service. Flexible Schedules are also more easily managed with WFM, so agents can balance obligations in their personal lives with work responsibilities.
Measuring Customer Experience
That’s what it’s all about, isn’t it? Measuring service is an obvious and necessary exercise for every call center manager. But service level should not be confused with the more comprehensive examination of customer experience. Once you’ve developed a strategy to track, measure and improve customer experience, you’ll have a road map to identify any systems and programs that need to be revised for optimal customer satisfaction.
The challenge comes from the reality that customer experience encompasses a wide range of touch-points within the company that a customer may encounter – email, website, store, chat, reps. While telephone engagements are just one piece of the puzzle, they are a particularly important piece. They provide an opportunity to find out about the other channels and aspects of customer experience, and to fix any problems. It’s also the time and place when most customers expect to be queried about the company, and may be more open to providing honest, direct and detailed feedback.
Change for its own sake rarely produces positive results.
In a recent survey on performance management, more than three out of every four responses indicated that the performance management procedure in place at their respective companies could use some changes.
But one-third of these respondents also admitted that they’re not just making the usual tweaks to the system – they’re going to try something bigger.
For many, this involves shifting the focus to company culture and management. Rather than concentrate on ranking employee performance, which can be a prelude to firing those at the bottom of the list, businesses are looking instead at boosting employee feedback, making sure managers are more engaged in day-to-day activities, and instilling greater transparency.
Transparency is particularly important, given that more than 60% of employees do not believe the performance management rating they receive is accurate. If those employees are receiving feedback, coaching and encouragement throughout the year, rather than in one annual assessment, it may help to eliminate some of these conflicts.
And when managers are more involved in the activity on the contact center floor, it creates a nurturing environment for agents at the contact center, which contributes to a more positive culture. Sophisticated software such as workforce optimization can create the temptation to let technology do all the work and deliver data to the manager’s office. But it is not a substitute for face-to-face communication.
The performance management of the future will be based on such communication, as well as annual goals that will be presented not as an ultimatum to employees, but a shared challenge that will be met with everyone working together.
Agent reviews should be a mandatory part of your contact center regimen. Your performance management results depend in part on knowing you have a capable, motivated team of agents working on behalf of your business and your customers.
But what is the best way to handle these essential but sometimes challenging assignments? Most contact centers rely on one of two options: a company-wide review in which every agent receives their feedback at the same time (a focal review), or individual annual review sessions, dated from the day that each agent joined the company.
It’s Your Anniversary! Now, Here’s What You’re Doing Wrong…
Of course, with new hires you probably won’t wait a full year before providing review feedback. But once any probation period has passed, the method of using annual written or verbal reviews has several advantages, starting with the obvious – it’s a logical approach that also makes it easier for managers to prepare, as they may only have 1-2 reviews in a week, as opposed to a focal approach, where the entire team is reviewed at the same time.
This is also a reliable strategy if the crux of your review is a measurement of agent performance against the contact center customer service criteria, rather than against the performance of other agents.
However, scheduling often proves more difficult with this method – nobody really enjoys agent reviews, so managers sometimes procrastinate, resulting in delays or sometimes even neglecting to do them at all. Plus, if performance reviews reveal a flaw in a company process that needs to be changed, doing so may be harder to implement throughout the entire contact center.
You’re All Slackers. OK, Back to Work
The advantage of a focal review is getting all the reviews out of the way quickly. This always makes a difficult task more palatable. And because you’ll have performance review data on all of your agents at the same time, it’s easier to compare and contrast their performances, and provide updated guidance on new company policies to the entire team. On the down site, focal reviews take longer to prepare, especially at larger contact centers.
Whichever option you choose, the most important thing is to make sure the reviews get done. When management neglects the review aspect of performance management, it makes it easier for agents to neglect the responsibilities of their position.
Is there such a thing as a quick fix when it comes to more effective performance management? Can one little change in attitude or procedure make a big difference in quality monitoring?
The answer is yes – and no.
Both performance management and quality monitoring require coordinated planning and execution throughout the contact center.
Performance management is something of a catch-all term that incorporates a wide range of management aspects, from planning to developing agent skills, to evaluating performance based on metrics and making adjustments accordingly. Doing so will be more successful with a detailed plan of action.
Likewise, creating an integrated quality monitoring program will take time and preparation, with particular focus on call recording, PCI compliance, quality scorecards and screen capturing.
No quick fixes there. However, once the foundation for both programs is established, small changes can indeed pay significant dividends toward the ultimate goal of ensuring consistent, high quality service that meets or surpasses expectations. Here are a few that may help your performance management and quality monitoring endeavors.
Praise from the top
How often does your upper management team review calls? Have them listen to a few every week, and then contact the agents that did a great job and let them know their work is appreciated.
Training doesn’t have to be boring
If training consists of the same procedures every week or month, agents will tune it out. Have trainers use varied methods to maintain a higher level of engagement.
Quality monitoring starts (before) day one
While agents are still in the induction phase, introduce the QM system and expectations in place, and make sure they are aware of the criteria.
Praise and reward systems can be beneficial (more on some of these later) but there is no substitute for immediate positive feedback following a customer’s praise. If an email or a phone call contains that praise, don’t wait to share it with the group.
This is obvious, but bears repeating. These programs require consistency, not just in how they are carried out by agents but how they are presented and maintained by supervisors.
Who watches the watchers?
Your coaches are entrusted with maximizing agent performance – but who is making sure that the coaches are doing their best? Their work must be regularly monitored as well.
Individual call monitoring is important, but occasional group meetings to review calls may also be beneficial.
Feedback won’t work unless it is clear and actionable. You can find out if this is the case by providing agents with feedback forms about coaches (they’ll love that anyway). Offer them a chance to confirm that they understand the assessment they received, and if the coach took their thoughts and opinions into consideration.
Encourage a general climate of professionalism, not only in how agents communicate with customers but how they communicate with managers, coaches and their fellow agents. Once this becomes second-nature, performance will inevitably improve.
Involve the QM team in agent recruitment
Your quality monitoring teams knows what to look for in outstanding agents. So why not involve them in the recruitment process?
Coaching and training sessions should not be dreaded by agents. If they are, something is wrong. Try starting each session with positive coaching – what the agent is doing well and how the call center is lucky to have them. Remind agents of the improvements they have already made. Then review areas where further improvement is possible and discuss ways to work together to get there.
Include customers in performance management
Agents play a role in performance management, but customers do as well. Take their feedback into account.
A lot of contact centers give out prizes to agents for consistent performance or specific moments of excellence. A free meal, a spa day, or a cash bonus works better than a trophy or a “job well done” certificate.
Encourage peer discussion
You know your agents already talk about their jobs and customers (and probably you as well) with each other. Set some time aside to allow them to get together and also talk about improving quality. Some very smart ideas may emerge from these sessions.
The big picture
When discussing performance management with agents, tell them about the center’s greater goals and over-arching customer service strategy. The more they understand the big picture, the more they might buy into the program.
Public or private coaching?
Some contact centers conduct coaching sessions in a closed office; others have these discussions out on the floor within earshot of other agents. There is no sure formula for which will be more effective at your contact center – so why not try both and see what happens?
Watch your language
Does anyone still use words like “demerits” or terms like “marked down” in coaching sessions? Use positive, supportive language instead.
Grade calls in sections
Break each call into different sections for review purposes, such as: call open, courtesy, technical skills and compliance, efficiency, and closing.
Don’t ignore the longer calls
Short calls are always desirable but not always possible. Sometimes you can learn more about agent performance, contact center issues and your QM strategy by reviewing longer calls.
It’s ok to ask for help
If an agent is having difficulty answering a customer’s questions, he or she might be hesitant to forward that call to a supervisor if it reflects badly on their performance. But if that is the best way to keep that customer relationship, make sure the agent knows that doing so is the right step.
Never stop improving
Did you achieve your quality goals? Great! Now, set new ones. Complacence is the enemy of every contact center.
Performance management provides a clear direction and a shared understanding of what is to be achieved, the leadership approach required and support for the continual development of the individuals to ensure it is delivered.
It is both a process and an application. And for contact centers it’s a way to approach data-driven management and apply it to correct adherence issues. However, even as other technology solutions and best practices habits have been embraced by the contact center industry, performance management continues to lag behind.
The question is, “Why?” While there are unique qualities to running a contact center as opposed to some other type of business, measuring the performance of quantifiable business activities is no less important here than in any corporate operation. Or to put it simply, find out what’s not working right, and correct it.
A company called DMG Consulting did a survey of contact center managers to find out why so many are still reluctant to invest in a performance management solution.
These are five of the most frequent responses:
• “I'm not sure what it is or what it will do for my contact center.”
• “I already have too much reporting; I don't need another reporting package.”
• “It's not worth the effort.”
• “It requires too many integrations.”
• “My management won't approve the investment.”
What these answers suggest is not any deficiency in a performance management solution, but a disconnect when it comes to understanding how it works and the benefits it provides.
Let’s look at these objections one by one.
“I’m not sure what it is or what it will do for my contact center”
A vendor should always have a ready answer for this question. At Monet, we tell our customers than performance management is a critical part of managing call centers and is essential to help you align your people, processes and systems to your goals and objectives, such as customer satisfaction and cost control.
Monet Metrics, our PM solution, offers a number of significant benefits, including:
• Managers can make better and faster decisions through actionable intelligence
• Contact centers can move from reactive to proactive management to better meet service and efficiency goals
• Agents can improve productivity and team motivation
• Supervisors can refocus their time from data collection to coaching, training and planning
“I already have too much reporting”
Performance management is more than just reporting. As stated earlier, it is both a process and an application. Contact center managers that truly understand the mission of their business recognize that delivering an outstanding customer experience is critical, but it’s not the only consideration. The goal should also be to optimize the performance of every aspect of the business.
The overwhelming majority of ongoing call center expenses are related to staffing – as much as 70% of the budget. Even slight improvements in agent productivity and motivation can have a big impact on performance and cost management of your contact center. Performance management provides powerful tools to identify trends and potential issues that might have gone undetected, and delivers business insights to improve overall performance.
“It’s not worth the effort”
This is the same objection that contact centers used to have to workforce management (WFM). Some still do, but their continued reliance on spreadsheets has these centers lagging behind their competition, and wasting countless hours on forecasts and schedules that are not as accurate as those generated more quickly via WFM.
Performance management has a strong value proposition for managers who are quantitatively oriented and appreciate the importance of managing by numbers. Is it worth the effort? Only if real time and historical performance data at the agent, group and center level is important. Only if optimizing all aspects of the workforce with one solution is important. Only if better utilization of resources, better cost management, and improve service levels are important.
We think they are – how about you?
“It requires too many integrations”
This objection is easily overcome with a system like Monet Metrics that is already incorporated into our larger workforce optimization solution. Standalone performance management can make a positive difference, but it’s even better when purchased with a full WFO suite, where the functionality arrives fully integrated. Now you not only enjoy the benefits of performance management, but also workforce management, call recording, quality management, screen capture, and archiving and reporting capabilities.
“My management won’t approve the investment”
Fortunately, PM solutions can be delivered via the cloud, which eliminates the large upfront investment that used to be required for such sophisticated analysis.
Cloud services and software are provided for a low monthly subscription fee, usually pay as you go, without an upfront investment required. Any upgrades or customizations are handled by the vendor at no additional cost – over the long haul (given how often software upgrades are unveiled) this results in considerable savings. In addition, contact centers can also avoid the cost of a full-time employee devoted to maintaining software; with the cloud, these tasks are handled more efficiently at the source by the cloud application vendor.
The cloud offers other advantages as well. Specific customer configuration can take less than two hours; with an on-premise system, that same task can take up to two months.
Actual installation is also faster, and the site acceptance testing required with a traditional solution is not necessary with a cloud delivery system, as compatibility is already achieved with multiple modern web browsers.
Finally, user training can be completed in as little as two weeks. With traditional software systems, it can take several more weeks before agents and managers are comfortable with the new technology.
The verdict? A cloud delivery system can not only be implemented for less money, it can also be set up with fewer headaches as well.
Metrics deliver the data that keeps your contact center on track. And with an advanced workforce management solution like Monet’s WFM Live, metrics that were once only attainable with the most costly and advanced solutions are now within the reach of smaller and midsized contact centers.
Of course, it’s not enough to compile data; that material must be reviewed and analyzed to measure performance and inspire beneficial changes. Looking for a place to start? Try these seven top performance measurements.
1. Schedule Adherence and Efficiency
Are your agents working when they should? When that doesn’t happen, the center may be understaffed, leading to missed calls or delayed responses. Improving adherence will have an immediate impact on productivity and customer service. With WFM it’s easier to always have the right number of agents in place for each day and each shift.
2. Call Answer Time
What is the average speed of answer (ASA) at the call center? Most centers have a defined wait threshold that should be met consistently.
3. Agent Occupancy
Finding the balance between keeping agents busy but not overworking them is the challenge of agent occupancy. It’s a key element in schedule efficiency where the goal is to avoid having too many agents sitting at their desks doing nothing, while also having enough available personnel so that each call is promptly answered.
4. First Call Resolution
Customers want to resolve issues with one call, which makes a call center’s first call resolution rate critical to customer satisfaction. Sometimes it’s not possible, but if an agent consistently lags behind established goals, he or she should be scheduled for additional training.
5. Transfer Rate
Few situations are more frustrating for a customer than explaining an issue to one agent, and then being transferred to a supervisor and having to do so a second time. While this may still qualify as a first-call resolution if questions are ultimately answered and the problem is solved, it should still be kept to a minimum whenever possible.
6. Abandon Rate
When a customer hangs up, it will not always be the fault of the contact center or the agent. Some people just have shorter fuses than others. However, abandon rates can be reduced by shorter wait times and courteous agents.
7. Blocked Calls
Blocked calls never even make it to a call center agent, because of insufficient network capabilities. Obviously, the only possible result becomes a frustrated customer. Are some blocked calls inevitable at peak times? Or can these calls be taken with better scheduling, expanded trunks or other corrective measures?
Improving schedule adherence is an ongoing concern at every size and type of contact center. Productivity suffers whenever adherence slips, and that can result in lost revenue and lost customers. Sound management and an automated workforce management solution are important tools in this effort – but sometimes it takes a bit more to make sure contact center agents are following their assigned schedules.
Here are 5 steps that can be taken to keep your schedule adherence efforts on track.
Stress the importance of schedule adherence throughout the hiring and training process, so every agent knows from day one that attendance goals are to be taken seriously.
2. Don’t Just Tell – Show
If agents see managers and other personnel coming in late or leaving early, it sends the wrong message. Supervisors, team leaders and trainers should be positive role models of schedule adherence.
3. Accurate Recording
Whether you use a biometric timekeeping system or a WFM solution that automatically tracks adherence, make sure there is an accurate, reliable system in place to record relevant data. Manual systems are prone to error and distortion.
4. Include Adherence in Agent Evaluation
Adherence should be a central component of every employee review and (if needed) coaching session. Agents with a habit of exceeding break times or starting shifts late must either be retrained or released.
5. Reward Top Performers
Just as agents that fall short of adherence goals should be reprimanded, those that provide consistent, outstanding service should be acknowledged and rewarded with bonuses, first choice of upcoming shifts, or through some other means. This will not just keep those agents at your business longer, it will also inspire the rest of your team to strive for the same goal.
Recently the International Customer Management Institute (ICMI) asked contact center leaders to name their biggest performance management challenge. The organization received a wide range of responses, all of which fit into four main areas of concern.
If it’s time to review performance management at your contact center, these are the potential trouble spots that provide a logical place to start.
1. Budgeting Time
It’s difficult for some contact center managers to focus on the challenge of managing agents when there are so many other responsibilities that need to be handled. The task becomes further complicated with telecommuting employees. Automated workforce management can make a significant difference in collecting and analyzing employee data, so effective agent management can be achieved in less time.
2. Consistent Performance
You have agents that are capable of performing at a high level – but how can you keep them at that level? Complacency and burnout are ongoing challenges that may be met with supportive coaching, quality monitoring, and periodic acknowledgment of a job well done, along with a reward for consistent quality service.
Attendance is a chronic issue at contact centers. A review of hiring practices and interview questions might lower attendance problems by weeding out less responsible agents before they are hired. Motivation strategies, from more flexible schedules to gamification, can also help reduce attendance issues.
4. Agents or Robots?
Which is better, having a customer receive pre-determined, scripted answers to every question and comment, or an agent with the confidence to take ownership of a situation and bring it to a successful resolution – even if that means deviating from procedure? Most managers prefer the latter, but agents won’t be empowered unless managers provide the proper guidance and support.
We won’t bury the lead ¬– the common thread in all of the tips presented below is how much easier they are to achieve with forecasting and scheduling software. An automated workforce management (WFM) solution provides insight into contact center operations and will play an integral role in establishing policies that boost customer service.
1. Setting Specific Goals
“We want to improve customer service and experience.” “We want to improve our training.” Great – now how are you going to do it? The more specific you can get with your objectives, the more likely you will be to accomplish them. When you set more precise goals (“We want to lower our average handle time”), WFM will provide the data that can be used to make it happen.
2. Targeted Training
Once basic training has been completed, agents should be regularly guided toward and tested on their abilities to meet the contact center’s service goals. With the Performance Analysis component of WFM, managers have access to reports, statistics and analysis of all agent activities, including their schedule adherence and key performance indicators (KPIs). That will help to further target training sessions.
3. Set Quarterly Goals
Don’t make a list of goals for 2015 and wait until December to review them. With quarterly targets, you’ll know sooner if your efforts are working, and can make beneficial changes – which is certainly better than going another 6-7 months with a less than optimal system in place. The real-time monitoring and work history data delivered by WFM allows managers to track progress toward quarterly goals.
4. Avoid Agent Burnout
Agents are employees but they are people first, with families and outside interests and holiday plans they would like to keep. Flexible scheduling makes it easier for agents to work shifts that are more convenient, and when they have that option they are likely to be more productive and provide better service. With WFM, shift-bidding and shift-swapping (with a manager’s approval) is streamlined, while holidays and other special events can be factored more efficiently into overall scheduling.
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The contact center agency is notorious for its high rate of employee attrition. Whatever the reasons for the number of agents who don’t stay in their jobs very long, each instance of employee turnover adds additional costs to the company’s operating budget.
One contact center, tired of spending thousands of dollars on training and testing and interviews, only to have far too many employees drop out before they bring any value to the business, decided to try something new – they started hiring not just by the results of the traditional screening methods, but by trying to identify in candidates the preferred mindset of a successful contact center agent.
The technique, described as talent benchmarking, resulted in better agents, lower attrition and reduced contact center costs.
To find the mindset they were seeking, the contact center selected its top-performing agents based on performance metrics, manager reviews and customer feedback. These agents were then given surveys and interviewed to discover why they have thrived in the contact center environment.
When this process was completed, the company had ten “raw talent metrics” it hoped would serve as predictors of future success.
The results were encouraging: prior to talent benchmarking, the contact center hired an agent that turned out to be an asset 47% of the time. With benchmarking, that number improved to 59%, a 25% improvement. The method also cut down on the number of instances when agents were hired that were later found to be poor fits for the company or the position.
In an industry where marginal improvements add up to significant savings, talent benchmarking may be one way to reduce employee attrition at your contact center, while improving customer service.
In the contact center, a change made to one aspect of performance or technology can impact several other areas, which will either enhance or undermine the original attempt to improve quality or service.
That is why a unified/integrated system is so important. Performance management encompasses a number of moving parts, and it’s necessary to have one system that connects all aspects of scheduling, skills, quality, metrics and compliance, with both qualitative and quantitative data.
The advantages of unified and aggregated reporting over less sophisticated systems or siloed strategies are obvious:
• Metrics are displayed in one place, making it easier to monitor and adjust them as needed
• “Connecting the dots” becomes simpler when real time and historical performance data is available to agents and managers
• Insight is gained through the monitoring of key metrics that are critical to contact center performance, from adherence and service levels to average handle time, forecast accuracy and shrinkage
• Real time data makes it possible to react immediately to situations, or even proactively to avoid issues before they can occur
Now that this data is more conveniently accessible, managers can clearly define what metrics drive the performance of the center. Use these metrics to set goals – is the average handle time too long? Are customers waiting too long for an agent? Are product upsells below expectations? Once that to-do list is in place, make sure all personnel are on board and working toward the same standard.
“This is an office – not a playground!” Such words were frequently uttered for generations at companies, where the employees seemed more interested in having fun than doing their jobs.
More recently, however, studies have shown that finding the element of fun in every job that must be done (to paraphrase Mary Poppins) can actually improve productivity and customer satisfaction.
It’s called gamification, and it means redesigning everyday routines and tasks to be more game-like and interactive, resulting in experiences that are more engaging, more fun, and (hopefully) more productive.
Can this work to motivate employees in the contact center? Possibly – as long as there are not any negative consequences to the activities devised.
At some Target stores, cashiers compete in on how quickly they can ring up purchases. Something like this could be tried in a contact center, as long as agents are not rushing through scripted responses to end the call faster. Likewise, a challenge among agents on who can achieve the most upsells of a certain product could backfire if agents resort to more aggressive techniques that exacerbate the customer experience.
Managers must introduce a gamification program with care – specifying guidelines for competitions and stressing the ultimate goal of improving not just worker morale but customer service. In the contact center environment where so much of the workday is spent in repetition of basic tasks, the right kinds of games can add excitement to the team, and might even help the company retain its best agents.
If you have created any activities that have proven successful, let us know.
“Incentivizing” is something of a buzzword now in business. It refers to ways to acknowledge and reward employees to build a sense of loyalty and encourage outstanding performance.
If you are thinking of introducing an incentive program to your contact center, here are a few tips that might help.
Make sure agents understand the goals you wish them to achieve, and make sure you have an accurate, objective means to measure their performance. Workforce optimization software can play a key role here.
2. Divide and Inspire
Don’t make your program one-size-fits-all. A new hire should not be incentivized in the same way as a 5-year veteran. Your top performers are already highly motivated – the program should reward them in a way that inspires those just under that top 5% or 10% tier to up their game. Likewise, strive to incentivize “average” agents into stars, and those that are struggling to achieve a more consistent performance.
3. Offer the Right Rewards
Perhaps you think dinner for two at the neighborhood steakhouse is a great reward, but your vegan agents won’t be inspired. And while everyone appreciates money, it doesn’t have the same tangible impact as a gift. Try this – acknowledge achievement with a point-reward system. Once points are accrued they can be traded in for a reward selection of the agent’s choice.
4. Recognize Everyone that Improves
Contests can be motivating, but if awards are only bestowed on the top 3 performers in a month, that won’t do much for the agent who also improved his job performance but finished fourth. Make sure everyone who is getting better is sharing in the accolades for doing so.
5. Keep it Fun
An incentive program should not turn into a cutthroat competition between agents. It should be a unifying program that focuses on celebrating both individual and collective achievement.
In every type of business there are unfortunate realities that seem inevitable. With contact centers, one of these pitfalls has always been agent churn, or agent attrition.
For years, the rate of attrition across the industry has remained fairly consistent at approximately 30%. Many call center managers would single out this turnover as one of their top priorities for improvement, but when the numbers don’t drop they just assume there’s nothing to be done, and that about one of every three agents is not going to be there very long.
However, given the significant business costs associated with agent churn, and its impact on customer service, perhaps it is time to take a new look at agent retention.
The Cost of Attrition
If you are a contact center manager, the cost of attrition is already built into your annual operating budget. Funds are allocated for the high costs of recruiting and hiring new agents, training those agents, and any loss of productivity resulting from new hires becoming acclimated to a new company and new procedures.
However, there are additional hidden costs that are not always acknowledged, including the impact that agent churn has on customer churn.
If a customer receives poor service from a new agent, he or she may decide to try another company. According to an inContact study, a 1% increase in churn represents a 1% decrease in revenue. If the attrition rate could be improved by 50%, the result would be a 1.2% increase in company revenues. For a firm with $500 million in annual revenues, improving the attrition rate would represent more than $6 million saved in hidden costs.
Another detriment to churn that is less obvious is how it disrupts the culture of the contact center, particularly in the effect it has on remaining agents. It’s not pleasant to regularly welcome new agents into nearby cubicles, only to watch them leave after a short period of time.
The Cure for Attrition
It will come as no surprise that the key to reducing attrition is keeping agents longer by making sure they are happy and motivated in their work. Companies have different philosophies on what works and what doesn’t when it comes to employee motivation, but here are a few tips that can produce positive results.
Retaining quality agents begins with hiring quality agents. Those who start out with the required experience, personality and skills for call center work are more likely to become the type of agents worth keeping.
An agent who dreads going to work every day will soon rid himself of that habit. A call center that is bright and clean and inviting provides motivation by simply being a more pleasant place in which to work. There are also a number of team-building activities, seminars, outings and other activities that can improve agent morale and build a team spirit outlook.
Agents are on the front lines of customer service, and they will have ideas on how methods or scripts can be altered to better serve customers. Respect these ideas and reward those that are implemented. Agents will feel more motivated if their ideas are taken seriously, and they feel like part of a team. In addition to open communication, managers should also nurture, encourage and support their agents to encourage loyalty and consistent job performance.
It’s the most obvious, but also among the most effective motivation tools – reward good performance with a little something extra besides a weekly paycheck. It doesn’t have to be elaborate – perhaps an “Agent of the Week” designation that comes with a gift card for a local restaurant.
Some agents may view training as a necessary evil, but if these sessions are used to teach new skills, which may be critical as call centers evolve into contact centers, it provides motivation for the agent by adding variety to their daily obligations. Learning new skills benefits both the agent and the call center.
While coaching and training should be a regular part of the agent experience, agents should also be able to use call recording software to review their own performances and make changes as needed. They will also appreciate the trust you show in them by allowing them to correct their own mistakes.
Did an agent mishandle a call? It’s going to happen, especially with newer hires. This is a coaching moment, but not a “verbally dress down the agent on the floor” moment. Nobody’s perfect. Take the necessary steps to minimize such incidents, but insults and threats are not going to result in better performance or motivated employees.
Agents work best when they have the technology that makes their jobs easier. Call recording software and quality assurance solutions not only benefit managers, but agents as well.
Workforce Management (WFM) can play a prominent role in engendering employee satisfaction. When WFM was first introduced, it was perceived as a means to control a call center workforce and keep an electronic eye on them at all times. But in today’s call centers, agents and managers have discovered how WFM improves both communication and schedule flexibility:
• Skill-based Scheduling allows managers to better match agents with the types of calls they are most comfortable and experienced in handling. This boosts both employee confidence and customer service.
• Flexible Schedules are more easily managed with WFM, so agents can balance obligations in their personal lives with work responsibilities.
• Online Collaboration between agents and supervisors makes it easier for agents to bid for shifts, and to handle changes as needed.
• Exception Calendars keep all call center personnel informed and prepared for issues.
• Reporting and Transparency Tools provide more accurate assessments of agent performance, so they can be monitored and reviewed fairly.
All of these capabilities help call centers to engage agents in the planning and management process, and that makes for happier agents.
When asked to specify the greatest obstacles to achieving their key business goals, 53 percent of call center leaders selected attrition, outranking all other choices. By intelligent employment of communication, process and technology, particularly workforce management software, it is possible to reduce attrition rates and create motivated agents.
Monet Software recently presented a webinar entitled “How to Gain More Insight into the Performance of your Contact Center.” The event generated a strong turnout and has received positive feedback from many of those in attendance.