Help me welcome back Dr. Barb, a well-know blogger for TBD who has been off learning everything there is about managing a Lean implementation. For those who have been reading our blogs for several years, you will remember her specializing in TBD's core competencies that focus on improving performance management, employee engagement and process effectiveness. Welcome back, Barb! Jonena
Posted by: Dr. Barb Austin, aka Dr. Barb
We just implemented a new call monitoring software to help improve agent-customer interactions. My agents are frustrated – they call us the “call cops” and resist any feedback we provide. What can we do?
DR. BARB’S ADVICE
Like many other call centers, you invested money in call monitoring software with expectations that this new technology would solve your customer service problems and make your agents superstars. But as a result, the agents hate the automated recording applications, automated scorecards and dehumanized feedback process.
Too often management perceives technology as the panacea for developing extraordinary agent-customer interactions without understanding that the software is only one of many tools in the call monitoring process toolkit. Albeit, some of these software programs can help immensely in capturing calls, reporting statistics and developing powerful training curriculum, but they can’t humanize the process. The key component of any successful call monitoring process is the people. Let’s further define the people component by adapting four basic questions from a major Gallup Organization study.
Do agents know what is expected of them?
Don’t be too hasty in replying “yes” to this question. How do you know they understand the expectations? Because you have a scorecard? How do you know the scorecard actually measures the behaviors agents need to effectively serve your customer? Before you get too comfortable with your scorecard behaviors, ask your customers if these are the behaviors they want from agents.
Gallup studies indicate that customers are most satisfied when agents meet four expectations:
- Accuracy - Customers expect agents to give accurate information.
- Availability - Customers expect agents to be available, i.e., answer their calls quickly and stay on the line until their needs are met.
- Partnership - Customers expect agents to listen, be responsive and care about solving the problem.
- Advice - Customers want agents to help them learn something new. This could include the root cause of the initial problem or a new product that could meet their future needs.
All the behaviors on your call monitoring scorecard should clearly influence customer satisfaction.
Do agents have the materials and equipment needed to do their job right?
In the call center industry, this question typically refers to PCs that run efficiently and a reference system that allows agents to retrieve answers quickly and accurately. If their PCs don’t have the capacity to run multiple programs or agents have to refer to multiple databases to find answers to customers’ questions, you could see reduced customer service through no fault of the agent.
Do agents have the opportunity to do what they do best every day?
Assuming you hired accurately, can you honestly say that agents have the opportunity to do what they do best? Their best usually implies sincere and meaningful interaction with the customer. Although much of the interaction is scripted (i.e., opening, greeting, questioning, closing), the actual psychological interaction between the agent and the customer is very personalized via tone, language and empathy. Is your call monitoring scorecard so rigid that the agent isn’t allowed to do their best
In the past seven days, have you given recognition to individual agents for a job well done?
If you’re waiting for the quarterly recognition ceremony, you’ve missed opportunities to keep agents actively engaged and motivated to provide excellent service to your customers. More importantly, you’ve missed opportunities to reinforce the behaviors that best serve the customer and the company. In their book, First, Break All the Rules, Buckingham and Coffman, encourage you to spend the most time with your best people. Yes, show favoritism for those who are performing exemplary behaviors. By the way, are these exemplary behaviors described on your call monitoring scorecard? If yes, you’re on track. If not, perhaps this is a good indicator as to why your agents are frustrated.
Using the Gallup findings, we’ve only scratched the surface of fundamental ways you can ensure the call monitoring process enhances productivity in your center. If you answered “yes” to these four questions, and the answers align with your call monitoring process, you’ve got a good start in meeting both your agent and customers’ needs. By giving each agent the company’s expectations, materials and equipment to do they job right, opportunity to do their best every day, and regular recognition for a job well done, you will quickly get out of the “call cop” role.
Dr. Barb is a past employee of TBD Consulting. As a valued alumnus, we are so thrilled when she has time to contribute to our blog. To learn more how TBD can assist with you call center performance needs, please call our office at 602-263-1961.
Happy New Year! Jonena Relth, President and Leadership Evangelust
