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Agent retention strategies
This document discusses motivating call center agents to enhance performance. It covers topics like agent and customer satisfaction, understanding generational diversity, motivation and recognition, management and leadership, training and development, and attraction and retention. Some key points include: - Agents feel undervalued by their companies and lack of recognition is a top reason why agents leave. - Emotional needs of customers are also the emotional needs of agents. - Younger agents value work-life balance, flexibility, and variety more than older generations. - Additional training is highly valued by agents and seen as a reward for good performance. - Agents are interested in building careers in contact centers and want variety, growth opportunities, and supportive leadership.
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- 1. Motivating Call CentreAgents to Enhance Performance Candice Roberts Managing Director, CallForce
- 2. Agenda •Introduction •Agent and CustomerSatisfaction •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. Personal background andexperience in staff motivation 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. •Introduction •Agent and CustomerSatisfaction •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 Agenda
- 5. Organisations say thatcustomers are their main focus yet they remain more focused on cost Employee dissatisfaction leads to customer dissatisfaction and lack of profitability in the contact centre
- 6. Agents believe theyare undervalued by their companies My role in the company I work for is important. The company I work for thinks my role is important. 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 Disagree 85.1% of agents believe their role in the company is important. However, only 54.3% believe that the company they work for thinks their role is important. 85.1% 54.3%
- 7. There are twovery important aspects that a customer expects of a call Transactional Needs What was the call outcome? Was the call resolution to the clients satisfaction? How accurate was the information? Did the agent keep his or her promise? Emotional Needs How was the call handled? Did the client feel important? Was the client the centre of attention? Was the client treated as an individual? Was the client in control of the call? Was the client valued? Was the agent on the customer’s side?
- 8. The emotional needsof the customer are also the emotional needs of the agent Does 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’s side? The Customer Universe The Agent Universe
- 9. Organisation wide understanding •Importance of the agent’s role • Integration into overall business strategy • Breaking down traditional barriers • Gold mine of opportunity Integral part of the overall business strategy of the company
- 10. Agent Focus Customer satisfactionbegins with employee satisfaction The interface between the customer and the company is directly impacted by the agent morale in the contact centre
- 11. Agenda •Introduction •Agent and CustomerSatisfaction •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. The agents oftoday are a product of their times Traditional Agents Today’s Agents Work ethic Work/ life Bank balance Life balance Task focus Team focus Commitment Enjoyment Authority Empowerment Independence Support Structure Flexibility Tell them Involve us Conformity Creativity Tradition Innovation Regional Global Long careers Many jobs Learn then earn Lifelong learning Loyalty Variety
- 13. There are fourmain issues that employers struggle with when it comes to today’s agents Attraction and Retention Motivation and Recognition Management and Leadership Training and Development
- 14. Agenda •Introduction •Agent and CustomerSatisfaction •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. Lack of recognition,lack of career opportunities, and poor leadership are within the top five key reasons why agents leave sooner 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 H 68.4% 49.1% 45.0% 25.1% 22.8% 18.1%17.5% 15.2% A The money is not enough B Lack of recognition and appreciation C Feeling that this is a dead end job D A lack of positive and supportive leadership E Family responsibilities F The distance I must travel to work G Problems caused by shift work H Poor relationship with team leader/supervisor
- 16. Lack of recognitionhas a negative impact on agent motivation Recognition. Growth. Support from management. This will help me exceed my targets. There is no growth. We are not regarded as important because we are just contract workers or outsourced. I need a chance of growth and acknowledgement for my hard work.
- 17. Although our agentswould love a monetary reward, they consider recognition through career development rewards important Invitation to a Boardroom meeting Invitation to additional training Spend "a day in the life" of an executive from your company Opportunity to attend a business conference Monetary rewards linked to performance Recognition - certificates / wall of fame First option of choice of shifts Time off 22.0% 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. Agents are interestedin building careers in contact centres and in the industry they are currently working in Would you like to develop a career in contact centres? Are you considering a career in the industry/sector you are in? Yes No 64.80% 35.20% Yes No 70.50% 29.50%
- 19. How long doyou expect your agents to work for you? Less than 6 months 6-12 months 13-18 months More than 18 months 19.40% 33.50% 9.70% 37.40% What is your understanding of your company's expectation of how long you will be working here?
- 20. Agenda •Introduction •Agent and CustomerSatisfaction •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. Agents do notrespond well to hierarchical leadership structures “Management doesn't listen and that's demotivating.” “Management does not know how to speak to staff.” “Being treated like children.” “You are not able to voice out anything... You are just not allowed to be yourself or just something close to who you are.”
- 22. So, what managementstyle works best? Type of Management Style Outcome Authoritarian Leader relies on rank and role This style will alienate your agents and ultimately turn them against you Directing Leader points the way from afar and delegates the tasks Agents want guidance not gurus; mentoring, not micro-management Consulting Leader asks the questions and includes the team Inviting agents to voice their opinions recognises them for the individuals they are Involving The participative leader - leading from within and leading by example Empower your agents which will in turn lead to better performance Coaching Leadership that is not a positional role, but more an influence relationship Agents want to be developed and feel important
- 23. When agents wereasked what they liked about their job, relationships with management feature strongly... “Open relationship with management.” “Good relationship with colleagues and managers.” “Self management is encouraged.” “Open Door Policy.” “Management is very friendly.”
- 24. A 2010 vs.2012 comparison of agents’ views of their relationship with team leaders and management My team leader gives me helpful feedback on how to perform better My team leader serves as a positive role model for me My team leader listens to my ideas and concerns Senior management treats employees fairly I believe senior management appreciates the work I do Senior management sets high standards of excellence 86.1% 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. Agents tell uswhat they need to help them perform better Recognition People-Centred Leadership Empowerment Be given the opportunity to perform without being restricted to what only temps can do (It would help) if I could be given authority to correspond with other departments when it comes to resolving queries unlike email or telephonically If training was offered maybe I would work much faster with understanding Freedom to use my own leads and make sales We seldom get the recognition from the current environment we find ourselves in Recognise my good work and offer incentives Monthly incentives to top performers Feedback on performance whether good or bad Our views to heard and have all systems available to us, to make our jobs easier other than running to team leaders Have support from the entire department Have meetings in the morning when we arrive to motivate ourselves Being permanent and not being monitored like a school kid when working
- 26. Agenda •Introduction •Agent and CustomerSatisfaction •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. Over 70% ofour agents believe they are performing above average Agents were asked: Compared to the performance of your fellow co-workers, where do you place your performance? • Perception of self and actual experience is somewhat distorted • Agents need consistent feedback and training to improve Top Performance Above Average Average Lower Average Bottom Tier 27.70% 43.10% 27.70% 1.60% 0.00%
- 28. Additional and relevanttraining is highly rated by agents “If training was offered maybe I would work much faster with understanding.” “give sufficient training to all company departments, as everybody seems to be confused. “ “Additional training and more responsibility.” “Feedback on performance whether good or bad.” “Systems training.” 82.3% of agents consider additional training as a great reward for good performance “Training process - coming on the floor we don't have same info sometimes.”
- 29. Agenda •Introduction •Agent and CustomerSatisfaction •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. To attract andretain agents in this high-turnover era we must meet their top 5 workplace needs Work/Life Balance Workplace Culture Varied Job Role Management Style Training
- 31. Be creative inhow you address each of these agent needs Work/Life Balance Workplace Culture Varied Job Role Management Style Training • Job fuels life • Juggling a lot • Little job security • Give flexibility • Social connection most important • Looking for a place to belong • Build a community not a workplace SolutionsAgentExperience • Change is good • Looking for added responsibility • Bored easily • Offer variety in the job • Increase responsibility • Looking for mentorship, feedback, and recognition • Ideal supervisor is one who values communication over authority • Highly value up skilling • Over 80% of agents who receive training are motivated to stay with employer • Offer variety in the job • Increase responsibility
- 32. Team work andcustomer interaction rate highly for an agent’s job satisfaction Talking to customers Being part of a team Opportunity for personal growth Opportunity for professional growth (within the industry I am currently working) Opportunity for professional growth (into new roles at the company I work) My pay package The benefits offered to me The leadership style of my management 47.2% 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 I'm still employed here Satisfied Somewhat Satisfied Not satisfied
- 33. Apart from salary,a medical aid, provident fund and access to study loans benefit come out tops. Competitive wages Medical Plan Provident Fund Access to study loans Employee Assistance Programme (ICAS) Benefits if I’m injured while using public transport Access to home loans Funeral Cover Access to personal loans Travel Allowance Cell Phone benefit Meal Allowance 69.6% 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. Attraction and retentionof agents Less than 6 months 6-12 months 13-18 months More than 18 months 19.7% 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 company's expectation of how long you will be working here? There is a strong correlation between how long agents plan to stay in their contact centre and how long they think their company expects them to stay
- 35. Agenda •Introduction •Agent and CustomerSatisfaction •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. The checklist toagent motivation and retention Robust and integrated Contact Centre Strategy •Communicate to all staff •Acknowledgement in broader organisation communications Effective communication and commitment to brand strategy •Communication forums •Constantly re-enforcement •Link to performance management Acknowledge the role of the agent and value to client satisfaction and retention •Performance awards •Variety in job function •Increased responsibility Understanding what motivates staff through effective communication •Actively listen •Conduct Agent surveys •Hold Agent forums •Provide feedback •Translate into practical plans
- 37. The checklist toagent motivation and retention Reasons for Attrition •Conduct exit interviews •Analyse results •Conduct follow up exit interviews •Feedback to organisation •Devise practical plans to address issues Recognition of agent successes •Effective performance management model •Public recognition •Link to rewards Investment in developing skills •Provide excellent training •Link additional training to performance incentives
- 38. The checklist toagent motivation and retention Leadership approach •Clearly define accepted leadership style •Invest in top leadership training particularly at Team Leader level •Do not tolerate unacceptable behaviour – Collusion! •Open and honest feedback to managers regarding leadership •Performance management model to drive right behaviour •Linked to performance incentives Life Style •Provide flexibility to staff and link to performance •Community approach Job security •Career development plan •Permanency where appropriate •Monthly salaries vs. weekly wages •Offer temporary staff benefits
- 39. The checklist toagent motivation and retention Recruitment Strategy •Develop correct profile of staff suited to the culture and job function •Robust recruitment process to ensure accurate selection of staff Remuneration and benefits •Offer market related remuneration •Stepped salary scale based on performance and skills acquired / added responsibilities ROI Model Create model to motivate and substantiate investment
- 40. Agenda •Introduction •Agent and CustomerSatisfaction •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. Stories of Successand 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 the real key to success
- 42. Agent satisfaction leadsdirectly to customer satisfaction and overall contact centre success Agent Universe = Customer Universe Agent Focus
- 43.
Editor's Notes
- #3 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.
- #4 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.
- #5 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
- #12 So, to achieve this, we need to first understand the agent. What motivates them? What drives them? Who are they?
- #15 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?
- #21 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?
- #27 Performance Management: How can I best communicate with them and what the most effective training style to get results?
- #30 The final key area of focus is…Attraction and Retention: How can I employ them and how can I keep them once they join?
- #36 The final key area of focus is…Attraction and Retention: How can I employ them and how can I keep them once they join?
- #37 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?
- #41 The final key area of focus is…Attraction and Retention: How can I employ them and how can I keep them once they join?