Contact Center Solutions Featured Article

When evaluating the performance of the call center, often best practices and benchmarking studies look at the actions of the individual agents and how they compare to their colleagues in call centers throughout other industries. The resulting information can provide call center leaders with standards that can be used for performance measurement.

 

According to Best Practices, LLC, these initiatives overlook the role of frontline managers and how they contribute to overall operational excellence. The research organizations takes the position that call center performance – whether it is service, sales or a combination of the two – can only be optimized with constant and active supervision, support and coaching from experienced frontline managers. 

 

Other studies have also supported the stance that interactions between managers and call center agents greatly impact the performance of the center as a whole. Satisfied agents produce much better results than employees who are considered dissatisfied, yet managers don’t always understand what has to be done to achieve satisfaction.

 

Communication is a critical element in achieving satisfaction and thus optimal performance in the call center. According to a global study conducted by Jack Morton Worldwide, 67 percent of employees are dissatisfied with how their employers engage them, with 31 percent claiming employers do not communicate enough and another 36 percent would like more engaging and interactive communications.

 

A Randstad’s 2006 Employee Review conducted by Harris Interactive found that employers and their employees don’t agree on fostering employee development. While 73 percent of employers found that such activities were important, only 49 percent of employees indicated that leadership was adhering to this practice. A focus on development can contribute to employee happiness and 86 percent of employees cited that feeling valued was an important factor; while only 37 percent said that it exists in their job.

Proper training and coaching is also essential for the call center to achieve optimum performance and it is up to call center leaders to ensure that training is not only taking place, but that it is targeted for each individual according to their needs. The center that expects optimal performance levels from poorly trained individuals will not only drive dissatisfaction, they will deliver less than stellar customer service and likely generate higher employee churn.

 

The role of the frontline manager is essential in the call center to achieve top performance levels. These individuals can ensure that the agents get the communication that they need, that they receive the career focus to feel valued and that they receive consistent and targeted training and coaching. Making these things a priority can lead to a top performing call center.

 

Susan J. Campbell is a contributing editor for TMC and has also written for eastbiz.com. To see more of her articles, please visit Susan J. Campbell’s columnist page.