Workforce: The power of the employee
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Workforce: The power of the employee

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Based in the 2013/14 global contact centre benchmarking report published by Dimension Data, this presentation aims to share the vision that, within contact centres, the agents's role is expanding

Based in the 2013/14 global contact centre benchmarking report published by Dimension Data, this presentation aims to share the vision that, within contact centres, the agents's role is expanding

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Workforce: The power of the employee Workforce: The power of the employee Presentation Transcript

  • | Workforce
  • Sense of purpose 'adds years to life' According to BBC and a research published in Psychological Science, “having a sense of purpose may add years to your life, regardless of what the purpose is.” Source : BBC News (13/05/2014) Well, according to Dimension Data 2013/14 report, “having a shared purpose and objective drives a sense of belonging that increases employee engagement.”
  • The power of employee engagement Workforce optimisation (WFO) is obviously important for the contact centre industry – a “people business” – and optimising human resources to ensure the best use of this valued asset is a priority. Less obvious are the tangible benefits for all stakeholders if workforce optimisation is executed well.
  • People are the cost component in contact centres – 69% on average. Agent- based interactions are becoming increasingly critical and this is leading more organisations to empower their staff to use their own judgement on enquiries that have financial consequences. Optimisation Components
  • TOP 3 areas that will improve staff satisfaction Optimisation Components • Clear company goals and purpose • Proactive communications • Relationship with direct manager Engaged employees are not only less likely to leave, but also deliver a better customer experience and build a quality platform for services
  • Aligning, communicating and managing KPIs Optimisation Components Recording, evaluating and improving interactions Defining and developing the skills need Forecasting, scheduling, and monitoring adherence Operational processes and procedures Performance management Quality management Workforce optimisation Competency management
  • Optimisation Components A holistic approach managing the components is crucial to establish employee engagement. People need to be effectively managed, empowered and motivated to provide a differentiating service
  • Optimisation Components As customer management philosophies are extended via new channel offerings and reach more deeply into the organisation’s back-office functions, workforce optimisation systems have to become more integrated and intelligent. Tools that blend user applications for call recording, and quality and performance management, can be programmed to logically analyse interactions.
  • Competency Management While technology advances may help harmonise operational management approaches, the task of managing and motivating people to deliver consistently, every day, remains the great challenge. The competency management landscape is changing. Traditional methods are no longer effective and competency management approaches need to be modernised to keep up with the changes.
  • Competency Management 1- Bridge the skills gap before entering the job market – align with community investment programmes aimed at youth development 2- Train for the future – a huge benefit of having Generation Y in your workplace is their propensity for embracing and engaging with technology. With Generation Y blending home and work life (as opposed to striving for work-life balance), learning can happen anywhere, anytime. Initiatives that can help an organisation step up and deliver more effective competency management:
  • Competency Management 3- Design your competitive edge – Enabled by technology, learning is moving out of the classroom and going directly to the learner. Knowledge will be pushed to the desktop where agents can have direct access to data that’s updated in real time and designed to push information alerts. 4- Adapt, but maximise skilling – organisations should be able to show the benefit of each technique and whether a revised approach is enabling faster track towards full competency – which is currently about 8 weeks. It should also allow for cost comparisons and information on the level of performance being delivered by trainees. 5- Create a training warranty – a training warranty system that associates training expenditure with guaranteed improvements in service capability will help transform the learning function into a value centre, and demonstrate return on investment by linking training benefits with desired business objectives.
  • Employee satisfaction Staff satisfaction has been proven to reflect in employee engagement levels, which in turn will affect customer satisfaction and ultimately the profitability of organisations in the private sector, or citizen engagement in the public sector Source : Dimension Data Employee satisfaction surveys are often too infrequent and poorly constructed. Surveys need to be anonymous to ensure employees feel comfortable about expressing how they feel.
  • It’s crucial that contact centres continue to respect their entire employee population’s need to understand the bigger picture and objectives of the enterprise