Original Publication: Call Center Magazine - March 2006
There are two types of call centers: 1) those where agents fully understand, embrace and even help define the organization’s initiatives and key objectives; and 2) those that lose their agents to the call centers described in number 1.
“Number 1” centers are all about employee engagement – creating working environments where agents do not merely want to do a good job, but rather feel compelled to do a great one. According to experts, employee engagement is much more than just a soft H.R. buzzword or snazzy synonym for employee satisfaction. Satisfaction, in fact, is only one component of engagement. Fully engaged employees are not only satisfied with their job, but also loyal to – and proud of -- the organization for which they work, committed to its goals, and inspired to drive change in hopes of helping the organization, and themselves, to continually improve and evolve.
In a nutshell, engaged employees “bring all of themselves to work,” says JoAnna Brandi, president of JoAnna Brandi & Company and publisher of the Customer Care Coach (www.customercarecoach.com) – an online resource for managers who are committed to keeping employees engaged, customers loyal, and the bottom line profitable. “Bringing all of themselves to work includes bringing their emotions,” Brandi continues. “Typically managers tell employees to ‘leave their emotions at home,’ but they still expect those employees to bring their passion to work. Hello?”
Recent research has pinpointed employee engagement to be a critical success factor for all types of organizations. For instance, The Gallup Organization has found that businesses with strong employee engagement had lower turnover, higher sales growth, increased customer loyalty, and other manifestations of superior performance. Studies by HayGroup have revealed that engaged employees are 32% more productive than workers who are not engaged.
“Mounting evidence suggests that the more engaged employees are in what they do, the better their performance and the higher the rewards for everyone,” says Brandi. “The key is to have managers who are skilled at creating employee engagement.”
Gauging Call Center Agent Engagement
Before managers can become skilled at creating employee engagement, they must first understand what contributes to it and how to measure it. A renowned survey tool created by The Gallup Organization can help in this regard.
In creating the survey tool – considered the gold standard for employee engagement measurement --Gallup conducted hundreds of focus groups and many thousands of worker interviews in all kinds of organizations, at all levels, in most industries and in many countries. From this research, experts at Gallup identified 12 key employee expectations that, when satisfied, form the foundation of strong feelings of engagement. The result was a 12-question survey tool – called Q 12 – in which employees are asked to rate each response on a scale of one to five, with one being the lowest rating.
Following are the questions that make up the Q 12 survey:
1.
Do you know what is expected of you at work?
2.
Do you have the materials and equipment you need to do you work right?
3.
At work, do you have the opportunity to do what you do best every day?
4.
In the last seven days, have you received recognition or praise for doing good work?
5.
Does your supervisor, or someone at work, seem to care about you as a person?
6.
Is there someone at work who encourages your development?
7.
At work, do your opinions seem to count?
8.
Does the mission/purpose of your company make you feel your job is important?
9.
Are your associates (fellow employees) committed to doing quality work?
10.
Do you have a best friend at work?
11.
In the last six months, has someone at work talked to you about your progress?
12.
In the last year, have you had opportunities at work to learn and grow?
As alluded to earlier, results of the Q 12 , the Gallup method creates a methodology “that bridges the ‘soft’ values that pertain to worker morale and employee engagement, such as recognition and desire to contribute, with ‘hard’ and measurable outcomes.”Gallup Management JournalThe process has shown a strong link between high survey scores and strong worker/business performance. Gallup acknowledges that such a correlation is not a revelation – it has been discussed by companies in general terms for decades. However, as explained in an article in A number of technology vendors and H.R. consulting firms provide automated survey tools designed to help companies measure their current level of employee engagement. While most of these firms claim to be the “leader” in regard to gauging engagement, nearly all have borrowed from Gallup in creating their applications.
“Gallup has conducted an extraordinary amount of research, says Brandi. “I don’t think there has ever been anything as comprehensive as what they have done.”
Inspire Agents to “Bring It” Though most call center managers recognize the value of employee engagement, many have questions about the specific practices they need to implement to foster high levels of it. Conversations with experts like Brandi and others who fully understand the “rules of engagement” have revealed several tactics for ensuring that agents “bring all of themselves to work.”
Make hiring a two-way street.
Naturally, comprehensive recruiting, screening and assessment methods help the call center to ensure that it hires candidates with the right skills and psychological make-up to thrive on the job. However, to increase the probability that a new-hire will become fully engaged at work, leading call centers also provide ways for job applicants to assess the call center prior to accepting a job. Using things like videos job previews, simulated calls, and/or detailed tours of the call center, these centers show candidates exactly what the agent job entails and help candidates to better understand the unique dynamics of the call center environment.
Can be programmed to include series of simulated customer calls similar to those handled by agents on a daily basis, and can be customized for a specific agent position, company or industry. CC Preview is a multimedia Web-based tool that provides a realistic preview of the unique call center environment, and has been proven to reduce new-hire attrition by 5%-15%. Many centers have found success with a job preview tool from call center human resources consulting firm FurstPerson. The tool, called “The hiring process has become a two-way exchange of information and a two-way decision-making process,” says Dr. Ruth Moskowitz, senior consultant with Advantage Hiring. “A realistic job preview is used by many organizations to facilitate a healthy exchange between the applicant and the organization. The bottom line result is a better fit between the new employee and the position. Better fit means more job satisfaction, less turnover, and drastic reductions in hiring and replacement costs over the long haul.”
Lengthen and strengthen initial training.
Effective new-hire training not only helps to reinforce what is expected of agents, it shows them how to meet those expectations. Rushing new agents onto the phone floor after only minimal training is a surefire way to foster employee disengagement right out of the gate. Call centers boasting high levels of agent engagement deliver not only sufficient amounts of traditional classroom training, but also take advantage of e-learning tools to drive more self-paced, dynamic learning. Another way centers generate engagement early on is by implementing a transition training initiative, where new agents handle basic customer contacts in a carefully controlled – and well-supervised -- environment (an “incubator”) for a few weeks prior to graduating to the official phone floor. Supra Telecom, which provides telecom services to residential and business customers in South Florida, has had a transition training program for years, and uses experienced agents to help supervise the incubator. In doing so, the program helps to engage trainees and veterans alike. “New hires are able to make a smooth transition to the floor, and experienced agents get a chance to share their knowledge and develop critical supervisory skills,” explains Frank Saviano, director of quality assurance and training for Supra Telecom. Regardless of the specific training method used, consultant Brandi strongly advises that all call centers remember to incorporate two particular modules into both new-hire and continuous training: “Make sure they are trained – and retrained – in problem-solving and conflict resolution skills. These critical skills will help them interact better with you, their teammates and customers. It’s common sense – better communication reduces stress and increases positive outcomes.”
Get high-tech so agents can be high touch.
It’s difficult for agents to feel good about their job, or to make customers feel good about the company, when they are forced to wrestle with inadequate systems and information resources during contacts. That’s not a problem at places like Sears Canada. Managers of this award-winning operation attribute much of the call center’s success (i.e., stellar customer satisfaction ratings, high first-contact resolution rate, low turnover) to the fact that the center brings all the resources and information agents need directly to the desktop. Comprehensive online reference tools, CTI-based screen pops and other desktop applications enable agents to dazzle customers with accurate, efficient and personalized answers to inquiries. In addition, Sears Canada regularly evaluates the types of contacts that are often not resolved on the first contact, and – with the help of input from of its own agents -- revamps workflows/training accordingly. Such soliciting of agents’ ideas and feedback regarding their desktop requirements is essential, says Brandi. “One of the ways to create and sustain employee engagement is to make sure that employees have everything they need to do their jobs. Why not simply ask each staff member, or the team as a whole, ‘Do you have everything you need to be as competent as you can be?’”
Create agent-centric coaching and mentoring programs.
All agents – from the greenest new-hire to the most seasoned veteran -- need frequent performance feedback and encouragement to keep them motivated and committed. At leading centers, agents see quality monitoring and coaching as personal improvement tools, not as punishment, and are heavily involved in the process. This involvement takes many forms: helping to determine the performance criteria for the center’s monitoring form; being asked to evaluate their own performance as part of the coaching process; being asked to evaluate the person who is coaching them; and working with their supervisor/coach to create personal performance improvement plans. According to research by HR consulting firm Kenexa, keeping coaching open is a key driver of employee engagement “To be most effective, communication must feel ‘two-way’ in nature. Many employees do no listen very well until they are listened to. They need to feel heard and to believe that their ideas and opinions count. Managers who take the time to listen increase the level of engagement and commitment of their employees.” Some call centers have taken agent involvement in coaching to a higher level – creating mentoring initiatives where more experienced agents are given the opportunity to assist with coaching and developing their less experienced colleagues. At Davis Vision's call center in Latham, N.Y., a mentoring program caps off a 20-day new-hire training program, and is instrumental in giving each trainee the experience and confidence to succeed upon graduating to the call center floor. The center's mentors are highly skilled agents who have sustained excellent quality ratings over a long period. Mentors work closely with new-hires, providing constructive feedback and helping to develop a strong sense of team and camaraderie among frontline staff. Some centers, such as Nationwide’s San Antonio Claims Call Center, take a team approach to mentoring, with several veterans on a team helping to mold and shape each new arrival. In addition to empowering and engaging the mentors, this approach creates a strong sense of belonging among the center’s protégés, says Stephanie Morrison, one of the center’s managers. “When a new person comes to a team, it’s like they are joining a new family. The agents become very close to one another, and, because of the bond that forms between them [and their mentors], it’s very hard for us when we have to change someone from one team to another.”
Recognize and reward regularly – in ways that are meaningful to your agents.
This is arguably the best way to protect your agent investment and cultivate engagement, says Susan Heathfield, an independent management consultant specializing in human resource-related issues and opportunities. “Prioritize recognition for people, and you can ensure a positive, productive and innovative organizational climate. People who feel appreciated are more positive about themselves and their ability to contribute, …and are potentially your best employees.” The problem, however, is that while most centers adhere to the first part of the best practice listed above, they ignore the second part. Too many, says Heathfield, take a “one-size fits all” approach to rewards and recognition, implementing static practices that are meaningful and enticing to only a few agents. Centers that have had success with rewards and recognition – and, consequently, with employee engagement – take time not only to get to know each agent, but also to solicit direct feedback from them regarding how they would like to be recognized/rewarded. Several progressive centers even let agents direct the show themselves. For example, AmeriCredit Corp. has an agent-led team in place to help recognize staff contributions and to boost morale and performance. The Special Activities Committee meets monthly to plan events and contests, most of which feature food and gift certificates as prizes. In addition, the center has a Team Recognition program in place, where each team is allotted $50 per month and is given the power to decide which team member or members deserve to be rewarded. To further strengthen agent engagement, Brandi recommends centers recognize and reward not only notable achievements in the call center, but admirable efforts, as well. “Remember to celebrate both accomplishments AND efforts to give employees working on long-term goals a boost.”
Go after the laughter.
Don’t think that humor has a significant impact on employee productivity and engagement? Better read up on current research and case studies. For instance, t he National Association for the Humor Impaired cites a case study where, after a trial period during which humor was actively incorporated into the workplace – via special humor bulletin boards, funny memos, silly hat days, etc. – one company experienced a 21 percent decrease in staff attrition and a whopping 38 percent decrease in Friday absenteeism. Such findings are no joke – and nothing new -- to Dr. Paul McGee, a pioneer in humor research who helps corporations decrease stress and enhance performance via humor. “Given all the benefits to be derived from bringing humor and a lighter attitude to one’s work, it’s clear that managers should begin thinking of humor skills as a management tool,” say Dr. McGee. In addition to helping employees cope with change, humor is the only management tool you’ll ever find that will do all the following: strengthen bonds among coworkers; create rapport with customers; strengthen memory of the points you want to be remembered; make communication less awkward; deflect criticism; reduce tension, frustration and anger; manage conflicts, reduce burnout, remove intimidating barriers between management and non-management employees; bolster eroding trust; boost morale and motivate employees; stimulate creative problem solving; sustain a positive attitude on the job; and keep everyday hassles and problems in perspective.”
Give each agent room to grow.
Research has shown, and experience dictates, that job diversity and development opportunities in the call center get agents thinking career rather than resume filler. Staffing services firm Manpower conducted a study to identify the key motivators for call center staff, and topping the list were “the chance to learn new skills” and “to be offered continuous new challenges and support for personal growth.” Ongoing research by Kenexa supports these findings, prompting the HR consulting firm to list “Growth and Development” as one of the drivers that most influences the level of employee engagement. Progressive managers have answered the call for more development and learning opportunities by implementing viable skill and/or career paths within the call center. Such paths encourage agents to continually expand their capabilities and knowledge, and thus increase their value to the call center and the enterprise. In addition to skill and career paths, many centers involve staff in intriguing projects and other offline tasks to help foster job diversity and growth. We’ve already discussed how some centers have implemented agent-led training, mentoring and incentive programs; other ways centers have empowered and engaged agents include using them to help out with hiring (e.g., interviewing candidates, giving tours of the center, etc.); creating “subject matter expert” sub-positions for experienced staff; letting agents put their individual talents (writing, speaking, painting) to work for the call center; and enabling a team of agents to serve as “ambassadors” -- sharing information about the call center with other departments, and vice versa, to enhance interdepartmental relationships and overall business results.
Be consistent and committed.
The best call centers make engagement a full-time focus, not a program du jour. Unfortunately, too many companies strongly embrace employee engagement at first only to let the initiative fizzle after a few months or a year. Doing so, says Brandi, creates employee estrangement, not engagement. “If you start an ‘engagement initiative’ then drop it, your efforts will backfire. A manager’s ongoing commitment to keeping people engaged, involved in and excited about the work they do and the challenges they face must be a daily priority.”
