It is that time of the year where contact centers are gearing up for the holiday season over the next couple months. Traditionally, this means hiring and training more agents than usual, based on forecasted volumes. Due to the seasonality of contact center work, expectations and stress placed on contact center resources rise - this affects especially team supervisors and their agents who are more prone to turnover during higher-stress periods. In fact, multiple factors contribute to turnover - the most significant variable is the nature of the work the agent does and how they perceive their role within the center.
While recently visiting an outsourced contact center, I was able to observe how training was delivered to a new hire training class. It turns out that my high school sports coach was right - coaching and teamwork matter, especially today when selecting the right agents from a pool of candidates, training them and getting them certified to be on the phones must be done in less than a month. I witnessed extraordinary collaborative effort expended to get the job done. However, the impressive enthusiasm of the contact center team clashed with their process design and technical challenges.
Dave, the Director of Operations advised me that it costs approximately USD $12,500 before an agent is competent enough to satisfactorily handle calls. He was perplexed with why in spite of this significant investment, he was experiencing a large turnover of his new agents within the first 30 days on the floor. When we visited the contact center floor, I noticed that the agent to supervisor ratio was rather high - around 1:25. I have immediately noticed that call center management was insufficient, as was mechanism for providing agents with timely, intraday feedback on their performance or guidance for improvement. It looked like the agents were “abandoned” after their initial training. There was call recording equipment and workforce management software in the IT room. However, the center had no visible individuals who actually owned the metrics or were responsible for the generation of scorecards that would provide information to Dave on how the center was doing in the course of a day or, for that matter, a week. This tough situation was further complicated by the fact that Dave only had four Supervisors to manage a team of hundred agents AND each Supervisor had less than one-year tenure! . And as if that weren’t hard enough, one Supervisor was on vacation and another called in sick. Sadly, it is an experience all too familiar to contact center managers today. Successfully managing a multi-channel contact center is one of the most difficult roles in business today due to the dynamic nature of the environment and all the intricacies woven into the equation.
The contact center is often the only place that customers turn to when they require assistance or to purchase products and services. As shown in our example, working as an agent in a contact center can be a rather stressful job. As a result, turnover can be as high as 50% annually. That is a significant number that directly affects the operating costs of a center. But my question is - what is the real cost of this common phenomenon within a contact center? Clearly, it will be reflected in hard-to-measure ways each Monday morning to start with. Agents are likely to develop apathy and grow ever less engaged in their work due to the unsupportive environment that has been created for them. They will be less receptive to new ideas and more importantly, less willing to follow the coach or go the extra mile for the customer or the team. All of this triggers a cascade of consequences for the business - reduced customer satisfaction, high agent turnover, and negative impact on profitability. And that’s exactly the opposite of what the holiday season promises to deliver for the business. Contact center managers must do their homework in order to understand the causes of their challenges as well as available options for addressing them.
Research at VPI has shown that agent and supervisor satisfaction and productivity can be dramatically improved through an effective strategy of keeping everyone in the loop at all times. You can achieve this by using call center performance management software that presents real or near-real time scorecards and other forms of status updates - personalized for each employee role according to their responsibilities, goals and needs. Better yet, tie real-time call center performance management with intelligently triggered e-learning and coaching to help front-line agents learn and grow, supporting their individual skills and talents, giving them the tools and knowledge to please customers. You will be soon rewarded with higher job satisfaction of the contact center staff and related cost savings. Customers will respond with increased trust and loyalty – so that you can be on the forefront of their choices during the holiday season and beyond.
Real-time Call Center Performance Management - Sample Agent Desktop Ticker

Real-time Call Center Performance Management - Sample Agent Web Scorecard















