Agent retention strategies

2,308 views

Published on

By Candice Roberts. Motivating Call Centre Agents to Enhance Performance

Published in: Business, Education
0 Comments
4 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
2,308
On SlideShare
0
From Embeds
0
Number of Embeds
687
Actions
Shares
0
Downloads
0
Comments
0
Likes
4
Embeds 0
No embeds

No notes for slide
  • Brief introduction to CallForce to contextualiseWe will explore agent and customers satisfaction are directly linked to retention and motivation levels of agentsUnderstand who the agents of today are?What motivates themAnd what form of leadership style is most effective in retaining themHow training impacts on their commitmentAnd how we can make sure we are attracting the right staff in the first placeReview a checklist for successful retention and motivation of staffLook at some instances where they have been successfully and sometimes not so successfully applied.
  • I will make reference to statistics from Surveys that we have conducted across our agent base during the past 4 years.Clients in broad range of industries including telecoms, banking, insurance, health care, hospitality, etc.
  • annual agent survey to get a feel for what is happening in their world – the Agent Universe. sharing with you some of the resultsHow we go about conducting these surveys is that CallForce
  • So, to achieve this, we need to first understand the agent. What motivates them? What drives them? Who are they?
  • The first one is…Motivation and Recognition: What will inspire them to work more effectively, to keep them engaged, how can I reward them for a job well done?
  • most critical elements when we speak to what motivates our agents: Management and Leadership We need to understand: What management style works best and how can I get the best from them?
  • Performance Management: How can I best communicate with them and what the most effective training style to get results?
  • The final key area of focus is…Attraction and Retention: How can I employ them and how can I keep them once they join?
  • The final key area of focus is…Attraction and Retention: How can I employ them and how can I keep them once they join?
  • Holistic approach, not quick fixes3 non-negotiable that should be implemented/in place before you even start: Recruitment of the right peopleMarket related payment/salaryUnderstand why people leave?
  • The final key area of focus is…Attraction and Retention: How can I employ them and how can I keep them once they join?
  • Agent retention strategies

    1. 1. Motivating Call Centre Agents to Enhance PerformanceCandice RobertsManaging Director, CallForce
    2. 2. Agenda•Introduction•Agent and Customer Satisfaction•Understanding Generational Diversity•Motivation and Recognition•Management and Leadership•Training and Development•Attraction and Retention•Check List for Agent Retention•Stories of success and Failure•Q&A
    3. 3. Personal background and experience in staffmotivation and retention•Grown to 60+ permanent staff over the past 13 years•Focus on perm and temp recruitment in the Contact Centre industry•Close to 4,000 flexi-agents placed over the last 24 months•Clients over broad range of industries•Selected as Endeavor Entrepreneur in 2005•Key differentiator in my business is PEOPLE
    4. 4. •Introduction•Agent and Customer Satisfaction•Understanding Generational Diversity•Motivation and Recognition•Management and Leadership•Training and Development•Attraction and Retention•Check List for Agent Retention•Stories of success and Failure•Q&AAgenda
    5. 5. Organisations say that customers are their mainfocus yet they remain more focused on costEmployee dissatisfaction leads to customer dissatisfactionand lack of profitability in the contact centre
    6. 6. Agents believe they are undervalued bytheir companiesMy role in thecompany I work foris important.The company I workfor thinks my role isimportant.59.9%26.9%25.2%27.4%9.4%27.9%3.5%8.5%2.0%9.5%Strongly Agree Agree Neither agree nor disagree Disagree Strongly Disagree85.1% of agentsbelieve their role inthe company isimportant.However, only 54.3%believe that thecompany they workfor thinks their role isimportant.85.1%54.3%
    7. 7. There are two very important aspects that acustomer expects of a callTransactional NeedsWhat was the calloutcome?Was the callresolution to theclients satisfaction?How accurate wasthe information?Did the agent keephis or her promise?Emotional NeedsHow was the call handled?Did the client feelimportant?Was the client the centre ofattention?Was the client treated as anindividual?Was the client in control ofthe call?Was the client valued?Was the agent on thecustomer’s side?
    8. 8. The emotional needs of the customer are alsothe emotional needs of the agentDoes the client feel important?Is the client the centre of attention?Is the client treated as an individual?Is the client in control of the call?Is the client valued?Is the agent on the customer’s side?Does the agent feel important?Is the agent the centre of attention?Is the agent treated as an individual?Is the agent in control of the call?Is the agent valued?Is the Contact Centre on the agent’sside?The Customer Universe The Agent Universe
    9. 9. Organisation wide understanding• Importance of the agent’s role• Integration into overall business strategy• Breaking down traditional barriers• Gold mine of opportunityIntegral part of the overall business strategy of the company
    10. 10. Agent FocusCustomer satisfaction begins with employee satisfactionThe interface between the customer and thecompany is directly impacted by the agentmorale in the contact centre
    11. 11. Agenda•Introduction•Agent and Customer Satisfaction•Understanding Generational Diversity•Motivation and Recognition•Management and Leadership•Training and Development•Attraction and Retention•Check List for Agent Retention•Stories of success and Failure•Q&A
    12. 12. The agents of today are a product of theirtimesTraditional Agents Today’s AgentsWork ethic Work/ lifeBank balance Life balanceTask focus Team focusCommitment EnjoymentAuthority EmpowermentIndependence SupportStructure FlexibilityTell them Involve usConformity CreativityTradition InnovationRegional GlobalLong careers Many jobsLearn then earn Lifelong learningLoyalty Variety
    13. 13. There are four main issues that employersstruggle with when it comes to today’s agentsAttraction andRetentionMotivation andRecognitionManagementand LeadershipTraining and Development
    14. 14. Agenda•Introduction•Agent and Customer Satisfaction•Understanding Generational Diversity•Motivation and Recognition•Management and Leadership•Training and Development•Attraction and Retention•Check List for Agent Retention•Stories of success and Failure•Q&A
    15. 15. Lack of recognition, lack of careeropportunities, and poor leadership are withinthe top five key reasons why agents leavesooner than expected(Agents were asked to choose the 3 most likely)0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%A B C D E F G H68.4%49.1%45.0%25.1%22.8%18.1%17.5%15.2%A The money is not enoughBLack of recognition andappreciationCFeeling that this is a dead endjobDA lack of positive andsupportive leadershipE Family responsibilitiesFThe distance I must travel toworkG Problems caused by shift workHPoor relationship with teamleader/supervisor
    16. 16. Lack of recognition has a negative impacton agent motivationRecognition. Growth. Support frommanagement. This will help me exceedmy targets.There is no growth. We are notregarded as importantbecause we are just contractworkers or outsourced.I need a chance of growthand acknowledgement for myhard work.
    17. 17. Although our agents would love a monetaryreward, they consider recognition throughcareer development rewards importantInvitation toa BoardroommeetingInvitation toadditionaltrainingSpend "aday in thelife" of anexecutivefrom yourcompanyOpportunityto attend abusinessconferenceMonetaryrewardslinked toperformanceRecognition- certificates/ wall offameFirst optionof choice ofshiftsTime off22.0%40.9%53.8%45.4%60.5%65.8%37.7%50.3%44.0%41.4%34.9%42.1%34.1% 23.5%33.9%29.1%14.8%7.0%9.1% 9.8%4.3%8.0%14.8%15.1%19.2%10.8%2.2% 2.7% 1.1% 2.7%13.7%5.6%
    18. 18. Agents are interested in building careers incontact centres and in the industry they arecurrently working inWould you like to develop acareer in contact centres?Are you considering a career inthe industry/sector you are in?YesNo64.80%35.20%YesNo70.50%29.50%
    19. 19. How long do you expect your agents to workfor you?Less than 6months6-12 months 13-18 months More than 18months19.40%33.50%9.70%37.40%What is your understanding of your companys expectation of how long you will beworking here?
    20. 20. Agenda•Introduction•Agent and Customer Satisfaction•Understanding Generational Diversity•Motivation and Recognition•Management and Leadership•Training and Development•Attraction and Retention•Check List for Agent Retention•Stories of success and Failure•Q&A
    21. 21. Agents do not respond well to hierarchicalleadership structures“Management doesntlisten and thatsdemotivating.”“Management does not knowhow to speak to staff.”“Being treated likechildren.”“You are not able tovoice out anything... Youare just not allowed tobe yourself or justsomething close to whoyou are.”
    22. 22. So, what management style works best?Type ofManagementStyle OutcomeAuthoritarianLeader relies on rankand roleThis style will alienate your agents andultimately turn them against youDirectingLeader points the wayfrom afar anddelegates the tasksAgents want guidance not gurus; mentoring,not micro-managementConsultingLeader asks thequestions and includesthe teamInviting agents to voice their opinionsrecognises them for the individuals they areInvolvingThe participative leader- leading from withinand leading byexampleEmpower your agents which will in turn lead tobetter performanceCoachingLeadership that is not apositional role, but morean influence relationshipAgents want to be developed and feelimportant
    23. 23. When agents were asked what they likedabout their job, relationships withmanagement feature strongly...“Open relationship withmanagement.”“Good relationshipwith colleaguesand managers.”“Self management isencouraged.”“Open DoorPolicy.”“Management is veryfriendly.”
    24. 24. A 2010 vs. 2012 comparison of agents’ viewsof their relationship with team leaders andmanagementMy team leadergives me helpfulfeedback on howto perform betterMy team leaderserves as apositive role modelfor meMy team leaderlistens to my ideasand concernsSeniormanagementtreats employeesfairlyI believe seniormanagementappreciates thework I doSeniormanagement setshigh standards ofexcellence86.1%68.9%76.2%59.0%52.5%70.5%77.5%71.6% 68.9%45.4% 46.2%65.7%2010 2012
    25. 25. Agents tell us what they need to help themperform betterRecognitionPeople-CentredLeadershipEmpowermentBe given theopportunity toperform withoutbeing restricted towhat only temps cando(It would help) if I could begiven authority to correspondwith other departments whenit comes to resolving queriesunlike email or telephonicallyIf training was offeredmaybe I would workmuch faster withunderstandingFreedom to use myown leads andmake salesWe seldom get therecognition from thecurrent environmentwe find ourselves inRecognise my goodwork and offerincentives Monthly incentivesto top performersFeedback onperformancewhether good or badOur views to heard andhave all systems availableto us, to make our jobseasier other than runningto team leadersHave support from theentire departmentHave meetings in themorning when we arrive tomotivate ourselvesBeing permanent and notbeing monitored like aschool kid when working
    26. 26. Agenda•Introduction•Agent and Customer Satisfaction•Understanding Generational Diversity•Motivation and Recognition•Management and Leadership•Training and Development•Attraction and Retention•Check List for Agent Retention•Stories of success and Failure•Q&A
    27. 27. Over 70% of our agents believe they areperforming above averageAgents were asked:Compared to theperformance of your fellowco-workers, where do youplace your performance?• Perception of selfand actual experienceis somewhat distorted• Agents needconsistent feedbackand training toimproveTopPerformanceAboveAverageAverage LowerAverageBottom Tier27.70%43.10%27.70%1.60%0.00%
    28. 28. Additional and relevant training is highlyrated by agents“If training was offered maybeI would work much faster withunderstanding.”“give sufficient training to allcompany departments, aseverybody seems to beconfused. ““Additional training andmore responsibility.”“Feedback onperformance whethergood or bad.”“Systems training.”82.3% of agentsconsider additional trainingas a great rewardfor good performance“Training process - coming onthe floor we dont have sameinfo sometimes.”
    29. 29. Agenda•Introduction•Agent and Customer Satisfaction•Understanding Generational Diversity•Motivation and Recognition•Management and Leadership•Training and Development•Attraction and Retention•Check List for Agent Retention•Stories of success and Failure•Q&A
    30. 30. To attract and retain agents in this high-turnoverera we must meet their top 5 workplace needsWork/LifeBalanceWorkplaceCultureVariedJob RoleManagementStyleTraining
    31. 31. Be creative in how you address each ofthese agent needsWork/LifeBalanceWorkplaceCultureVariedJob RoleManagementStyleTraining• Job fuelslife• Juggling alot• Little jobsecurity• Giveflexibility• Socialconnectionmostimportant• Looking fora place tobelong• Build acommunitynot aworkplaceSolutionsAgentExperience• Change isgood• Looking foraddedresponsibility• Bored easily• Offer varietyin the job• Increaseresponsibility• Looking formentorship,feedback, andrecognition• Idealsupervisor isone who valuescommunicationover authority• Highly valueup skilling• Over 80% ofagents whoreceive trainingare motivated tostay withemployer• Offer varietyin the job• Increaseresponsibility
    32. 32. Team work and customer interaction ratehighly for an agent’s job satisfactionTalking tocustomersBeing part ofa teamOpportunityfor personalgrowthOpportunityforprofessionalgrowth(within theindustry I amcurrentlyworking)Opportunityforprofessionalgrowth (intonew roles atthe companyI work)My paypackageThe benefitsoffered to meTheleadershipstyle of mymanagement47.2% 51.5%30.0% 31.2% 27.7%5.5% 5.6%20.0%42.5%40.1%23.5%25.6%27.2%13.6% 13.1%39.0%9.3% 7.4%22.0% 19.6% 21.8%34.2%29.3%24.5%1.0% 1.0%24.5% 23.6% 23.3%46.7%52.0%16.5%Very satisfied – this is a main reason why Im still employed here Satisfied Somewhat Satisfied Not satisfied
    33. 33. Apart from salary, a medicalaid, provident fund and access tostudy loans benefit come out tops.CompetitivewagesMedicalPlanProvidentFundAccess tostudy loansEmployeeAssistanceProgramme(ICAS)Benefits ifI’m injuredwhile usingpublictransportAccess tohome loansFuneralCoverAccess topersonalloansTravelAllowanceCell PhonebenefitMealAllowance69.6% 69.6%64.4% 62.7%47.1%52.9%46.3%52.0%33.9%25.4% 23.7%12.6%23.8% 22.1%25.0% 26.0%35.9% 22.4%28.0%22.2%27.5%27.2%26.0%22.2%Strongly agree Agree
    34. 34. Attraction and retention of agentsLess than 6 months6-12 months13-18 monthsMore than 18 months19.7%35.3%13.3%31.8%19.4%33.5%9.7%37.4%How long do you expect to stay in your current position?What is your understanding of your companys expectation of how long you will be working here?There is a strong correlation between how long agents plan to stay intheir contact centre and how long they think their company expectsthem to stay
    35. 35. Agenda•Introduction•Agent and Customer Satisfaction•Understanding Generational Diversity•Motivation and Recognition•Management and Leadership•Training and Development•Attraction and Retention•Check List for Agent Retention•Stories of success and Failure•Q&A
    36. 36. The checklist to agent motivation andretentionRobust and integratedContact Centre Strategy•Communicate to all staff•Acknowledgement in broader organisationcommunicationsEffective communicationand commitment tobrand strategy•Communication forums•Constantly re-enforcement•Link to performance managementAcknowledge the role ofthe agent and value toclient satisfaction andretention•Performance awards•Variety in job function•Increased responsibilityUnderstanding whatmotivates staff througheffective communication•Actively listen•Conduct Agent surveys•Hold Agent forums•Provide feedback•Translate into practical plans
    37. 37. The checklist to agent motivation andretentionReasons for Attrition •Conduct exit interviews•Analyse results•Conduct follow up exit interviews•Feedback to organisation•Devise practical plans to address issuesRecognition of agentsuccesses•Effective performance managementmodel•Public recognition•Link to rewardsInvestment indeveloping skills•Provide excellent training•Link additional training to performanceincentives
    38. 38. The checklist to agent motivation andretentionLeadership approach •Clearly define accepted leadership style•Invest in top leadership training particularly atTeam Leader level•Do not tolerate unacceptable behaviour –Collusion!•Open and honest feedback to managersregarding leadership•Performance management model to driveright behaviour•Linked to performance incentivesLife Style •Provide flexibility to staff and link toperformance•Community approachJob security •Career development plan•Permanency where appropriate•Monthly salaries vs. weekly wages•Offer temporary staff benefits
    39. 39. The checklist to agent motivation andretentionRecruitment Strategy •Develop correct profile of staff suited to theculture and job function•Robust recruitment process to ensureaccurate selection of staffRemuneration andbenefits•Offer market related remuneration•Stepped salary scale based onperformance and skills acquired / addedresponsibilitiesROI Model Create model to motivate and substantiateinvestment
    40. 40. Agenda•Introduction•Agent and Customer Satisfaction•Understanding Generational Diversity•Motivation and Recognition•Management and Leadership•Training and Development•Attraction and Retention•Check List for Agent Retention•Stories of success and Failure•Q&A
    41. 41. Stories of Success and Failure• Share your experiences• Think about your own experiences within the workplace• Wealth of experience in the room• Create think tanks with colleagues in the industry• Creating a plan is essential and specific to each environment• Effective implementation and consistent application is thereal key to success
    42. 42. Agent satisfaction leads directly to customersatisfaction and overall contact centre successAgent Universe=Customer UniverseAgentFocus
    43. 43. OpenDiscussion

    ×