Employee Engagement and Motivation in Call Centres

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A study among the Welsh Call Centre industry (2006) reveals reasons behind staff turnover and factors impacting performance

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Employee Engagement and Motivation in Call Centres

  1. 2. WELSH CONTACT CENTRE FORUM Employee Engagement and Motivation Study July 2006 Confidential Professional solutions by practical people
  2. 3. <ul><li>STUDY BACKGROUND </li></ul><ul><li>EXECUTIVE SUMMARY </li></ul><ul><li>RESULTS DRILL-DOWN </li></ul>AGENDA
  3. 4. <ul><li>STUDY BACKGROUND </li></ul><ul><li>EXECUTIVE SUMMARY </li></ul><ul><li>RESULTS DRILL-DOWN </li></ul>AGENDA
  4. 5. Only 24% of employees considering themselves truly loyal, are committed to their organisation. 33% of employees were high risk, not committed and not planning to stay. 39% were classified as “trapped”, planning to stay but not committed to their organisation. STUDY BACKGROUND: TRENDS AND FACTS Customer defection studies show that 70% of the reasons customers leave can be traced to employee turnover factors.  Employee replacement costs (recruitment, training, mentoring, monitoring, etc.) are approximately 150% of departed person’s annual salary.  Intangible cost - information resides with knowledge workers. 
  5. 6. A most recent study by ISR* revealed: Employee Motivation and Job Satisfaction Affect Your Bottom Line While operating income generated by businesses with highly engaged employees grew by nearly 20 per cent, firms with less committed employees saw operating incomes fall by a third. Call Centre Employees More Negative on Most Topics One possible indicator of unhappiness with their workplaces is that call centre workers have shorter average job tenures than employees in other parts of the organization. Is this a sign of overall dissatisfaction and low motivation among members of this group? Source: ISR Research (www.isrinsight.com ) STUDY BACKGROUND: TRENDS AND FACTS
  6. 7. BACKGROUND: SANDERSON & NEALE AND THE WCCF <ul><li>Sanderson & Neale </li></ul><ul><li>Helping organisations in business performance improvement and transformational change by providing highly experienced interim managers and a range of consulting methodologies and business tools. </li></ul><ul><li>Incorporates PRISM Consulting (UK), leading specialist in stakeholder relationship management. </li></ul><ul><li>Member of WCCF since 2005 </li></ul><ul><li>The Welsh Contact Centre Forum </li></ul><ul><li>Providing guidance and support to a wide membership of organisations in the contact centre sector </li></ul><ul><li>Committed to long-term strategies in all aspects of employment, for mutually beneficial relationships with employees, employers and their customers. </li></ul><ul><li>Regularly conducts industry research for improvement through insight. Assisted in the study preparation. Participating contact centres: </li></ul><ul><li>Centrica </li></ul><ul><li>Communications Direct </li></ul><ul><li>Logica CMG </li></ul><ul><li>NHS Direct </li></ul><ul><li>The AA </li></ul><ul><li>The WWHA </li></ul>
  7. 8. <ul><li>STUDY BACKGROUND </li></ul><ul><li>EXECUTIVE SUMMARY </li></ul><ul><li>RESULTS DRILL-DOWN </li></ul>AGENDA
  8. 9. FACTORS REGARDED AS IMPORTANT BY RESPONDENTS
  9. 10. ISSUES RESPONDENTS WERE UNHAPPY WITH
  10. 11. RESPONDENTS OVERALL RATE OF THEIR EMPLOYER’S PERFORMANCE
  11. 12. WILL RESPONDENTS STILL BE WITH SAME EMPLOYER IN 2 YEARS?
  12. 13. WOULD RESPONDENTS RECOMMEND THEIR EMPLOYER TO OTHERS?
  13. 14. RESPONDENTS ACTIVELY SEEKING ALTERNATIVE EMPLOYMENT £ £ £
  14. 15. <ul><li>STUDY BACKGROUND </li></ul><ul><li>EXECUTIVE SUMMARY </li></ul><ul><li>RESULTS DRILL-DOWN </li></ul>AGENDA
  15. 16. THE ASSESSMENT FRAMEWORK - ‘ACTION WINDOWS’ No Action Required Positive Leverage Taken for Granted (Communication Candidate) Requires Action I M P O R T A N C E low high low high P E R F O R M A N C E
  16. 17. EMPLOYEE ENGAGEMENT AND MOTIVATION STUDY: WCCF ACTION WINDOW : ALL CATEGORIES High Importance High Performance High Performance (Agreement) ratings versus High Importance 1. CUSTOMER & TEAM FOCUS 2. BUSINESS ALIGNMENT 3. SUPERVISOR EFFECTIVENESS 4. SENIOR MANAGEMENT EFFECTIVENESS 5. CAREER & GROWTH 6. MORALE & CULTURE 7. COHESION Action Window ALL CATEGORIES 7 KEY CATEGORIES THAT DETERMINE ENGAGEMENT AND MOTIVATION
  17. 18. EMPLOYEE ENGAGEMENT AND MOTIVATION STUDY: WCCF ACTION WINDOW : (1) CUSTOMER & TEAM FOCUS High Importance High Performance High Performance (Agreement) ratings versus High Importance 1. My work group has a clear plan of action for helping The Company increase customer loyalty 2. Producing excellent results for customers is achieved at The Company 3. The Company provides regular feedback on how we are delivering customer value 4. My group works effectively as a team 5. Staff/teams are effective regarding innovation and problem-solving 6. Cross-functional teamwork is encouraged and supported 7. Management listens to my ideas on creating value for other groups in the company 8. The functions I perform contribute to The Company's deliver of customer value Action Window Customer & Team Focus attributes THE COMPANY’S CUSTOMER AND TEAM FOCUS
  18. 19. EMPLOYEE ENGAGEMENT AND MOTIVATION STUDY: WCCF ACTION WINDOW : (2) BUSINESS ALIGNMENT High Importance High Performance High Performance (Agreement) ratings versus High Importance 1. The Company has a clear business vision 2. I have a clear understanding of The Company's mission, goals, and objectives 3. I am kept informed about The Company's long-term business plans 4. I feel real ownership in making The Company successful 5. I am able to use my skills to the fullest to have a positive impact on The Company's success 6. I am able to use my skills to the fullest to have a positive effect on the group's success Action Window Business Alignment attributes EMPLOYEES VIEW OF BUSINESS ALIGNMENT
  19. 20. EMPLOYEE ENGAGEMENT AND MOTIVATION STUDY: WCCF ACTION WINDOW : (3) SUPERVISOR EFFECTIVENESS High Importance High Performance High Performance (Agreement) ratings versus High Importance 1. My supervisor sets clear performance goals with me 2. My supervisor gives me ongoing feedback that helps me improve my performance 3. My supervisor keeps me well-informed about issues affecting my job and our group 4. My supervisor creates an environment where I can contribute 5. My supervisor stresses teamwork to accomplish goals 6. Management is effective at hiring and orienting new staff 7. My supervisor delegates appropriately 8. My supervisor acts upon my ideas and concerns 9. My supervisor effectively resolves conflicts with other groups Action Window Supervisor Effectiveness attributes CAPABILITIES AND PERFORMANCE OF THEIR SUPERVISORS
  20. 21. EMPLOYEE ENGAGEMENT AND MOTIVATION STUDY: WCCF ACTION WINDOW : (4) SENIOR MANAGEMENT EFFECTIVENESS High Importance High Performance High Performance (Agreement) ratings versus High Importance 1. Senior managers solicit my input for making the company for effective 2. Senior manager are personally visible 3. Senior managers effectively communicate the corporate vision 4. Senior managers follow through on strategic initiatives once they are announced 5. Senior managers operate consistent with The Company values Action Window Senior Management Effectiveness attributes HOW THEY SEE SENIOR MANAGEMENT
  21. 22. EMPLOYEE ENGAGEMENT AND MOTIVATION STUDY: WCCF ACTION WINDOW : (5) CAREER & GROWTH High Importance High Performance High Performance (Agreement) ratings versus High Importance 1. My work is interesting and challenging 2. I have, or can get, enough information to do my job well 3. My job makes good use of my skills and abilities 4. My department recognizes employee achievements 5. My supervisor ensures I get regular training in order to grow and develop 6. Period appraisals help me improve performance 7. I am able to work with a sufficient amount of personal autonomy 8. The Company compensates me at a level competitive with the marketplace 9. I have a clearly defined career path at The Company Action Window Career & Growth attributes EMPLOYEES VIEW OF CAREER AND GROWTH PROSPECTS
  22. 23. EMPLOYEE ENGAGEMENT AND MOTIVATION STUDY: WCCF ACTION WINDOW : (6) MORALE & CULTURE High Importance High Performance High Performance (Agreement) ratings versus High Importance 1. The Company is focused on building a positive work environment for employees 2. The Company is concerned about the balance between my work and personal life 3. I am kept well-informed about what's going on at The Company 4. I feel encouraged to come up with new and better ways of doing things 5. The Company provides me channels of communication for expressing my ideas and concerns 6. The Company's corporate culture is comfortable for me 7. The Company processes and systems support staff productivity and effectiveness 8. Meetings I attend make good use of my time 9. Appropriate time is provided to complete projects 10. Decisions are made in a crisp, effective manner 11. Standards are administered in a fair and consistent manner 12. Employees who produce outstanding results are rewarded for it 13. Profit-sharing/bonuses are administered in a fair and consistent manner 14. Given the choice, I am likely to remain employed at The Company at least one more year 15. Given the choice, I am likely to remain employed at The Company at least three more years Action Window Morale & Culture attributes COMPANY CULTURE AND MORALE VIEW
  23. 24. EMPLOYEE ENGAGEMENT AND MOTIVATION STUDY: WCCF ACTION WINDOW : (7) COHESION High Importance High Performance High Performance (Agreement) ratings versus High Importance 1. I have the tools and resources I need to provide value to others in the company 2. I'm confident in senior leaders' ability to steer The Company in the right strategic direction 3. Employees are enthusiastic about working for The Company 4. Communication/coordination between groups and departments at The Company is effective 5. I feel a sense of connection with other employees of The Company 6. I have a clear understanding of The Company's values 7. The organization is able to operate with a minimum of turf wars and political in-fighting 8. The Company's core values are effectively expressed and acted on 9. I feel supported in resolving cross-functional conflicts Action Window Cohesion attributes COHESION – DOES IT ALL WORK WELL TOGETHER?
  24. 25. NEXT STEPS <ul><li>Look closer at your individual organisation, find your specific challenges </li></ul><ul><li>Address the issues in a comprehensive, long-term oriented manner </li></ul><ul><li>Engage all stakeholders in the process </li></ul><ul><li>Enjoy lasting relationships with motivated and committed employees, satisfied </li></ul><ul><li>and loyal customers (and happy shareholders) </li></ul><ul><li>Thank you! </li></ul>

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