Original Publication: Customer Management Insight - May 2008
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Knowing the causes of agent burnout can help you keep it to a minimum; eliminating them can stop the spread of low morale, improve centerwide performance and help to retain your top agents.
You know the signs: Someone who used to be a caring, optimistic, energetic team member has lost the zest to contribute. Agent burnout seems to be an unavoidable component of service and support environments, but it doesn’t have to be. Managers can combat burnout and its far-reaching effects.
What is burnout, and why is it bad for the organization?
Burnout is a mental state in which the sufferer just stops trying: Exhaustion sets in (permanently, not just at the end of a particularly tough day); frustration and cynicism abound; energy is nil. Burnout is not only bad for the agents suffering from it, it’s also bad for the entire support organization. Burnout causes:
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Turnover.
Some burned-out agents will just walk away. Some will admit to burnout in the exit interview. But many will concoct a more socially acceptable story, such as having “a better opportunity” elsewhere. Turnover means higher recruiting and training expenses and lower performance during the training period, so it’s a significant issue for the support organization.
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Tuning out.
Unfortunately, some burnout victims don’t leave: They stay right where they are, not doing very much at all. They show up late or not at all. They fail to help customers. This is particularly dire when it happens to a top performer. Someone who used to accomplish so much is suddenly reduced to barely acceptable levels of performance. Burned-out agents also tend to demoralize those around them with their sloppy performance and negative attitude.
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Inability to care about customers.
Medical personnel, therapists and teachers all know that a main symptom of burnout in the helping professions is an inability to engage emotionally with patients, students or, in our case, customers. It’s not unusual to feel cool toward the occasional customer, but if noncaring becomes the norm, it’s a sign of burnout. Burned-out agents simply cannot deliver the level of service they should.
Causes and Prevention
Often, burnout is simply a case of overwork, but there are other likely causes, and many times, there are multiple reasons why an agent burns out. Let’s look at the most common.
Overwork
Even agents who love their work need a break now and then. It’s fine to work very hard for a few weeks, perhaps a few months, but then a break is required. Be alert for agents who regularly volunteer for extra shifts — and be careful when assigning overtime. Another typical stressor in support environments is the requirement to be on call around the clock: rotate that duty. Permanent on-call status is a sure path to burnout.
Note that the overwork threshold depends on the individuals, as well as what else is going on in their lives. Someone who is taking care of an elderly parent or has a long daily commute may have a lower tolerance for overwork. Ideally, you should respect individuals’ assessments of how much they can work.
Little Control Over the Work
Do you think that being a brain surgeon is stressful? I do. Just a small slip of the scalpel could have devastating consequences. But it turns out that brain surgeons are quite a happy bunch (and not just because of the money). They have a great deal of control over how they wield that scalpel. Control is an essential component of job satisfaction.
You don’t need to be a brain surgeon to see how control issues affect your support organization. Are you asking your agents to use a scripted greeting? Do they have to go through a set checklist of questions even if the questions don’t apply to a customer’s situation? Do all refunds — even those for $1.50 — require manager approval? Do agents have to create a weekly status report even though they log every conversation in the case-tracking system? Remove unnecessary, silly rules (especially those designed only to catch the bad apples). Welcome agents’ ideas for improvements — and implement the good ones.
Insufficient People Skills
Sometimes, the agent’s worst enemy is the agent. For instance, taking each and every customer complaint to heart is a recipe for burnout. After all, the agent isn’t personally responsible for a late shipment or a product quality issue. On the other hand, some agents fail to see how they can use interpersonal skills — something as simple as a sincere apology to the customer for his or her inconvenience — to address a product quality issue. Fix the customer before fixing the technical problem, as we often say in this business.
Some agents will not be able to project that sincere, genuine apology. Judicious hiring, coupled with soft skills training, should help in this area.
Not Enough Gratitude
Burnout comes faster when the financial package is skimpy. Beyond that, there’s the issue of recognition: a kind word now and then, a thank you note for rescuing a particularly desperate customer, a small reward for going above and beyond the job requirements. The more personal and relevant the recognition, the better. Phony motivational programs (e.g., a $25 gift card when we catch you using the new greeting) don’t work very well. A personalized, handwritten thank-you note from the manager for a specific achievement is meaningful (and putting that $25 gift card in the envelope to keep the thank-you card company can’t hurt).
The remedy here is to have attentive managers that take the small amount of time needed to understand what makes each individual tick, identify reward-worthy behavior and act quickly to deliver praise and thanks.
Feeling Exploited
Working too hard for too little recognition is frustrating. Working too hard for too little recognition while others are taking it easy is practically a guarantee for burnout. This is especially true with high performers for whom the gap between their stellar performance and the loafers’ dismal efforts is huge. Again, competent managers make the difference. They set appropriate performance targets and help everyone to reach them.
It doesn’t take that much to avoid burnout: Keep the workload reasonable, allow agents to use their brains and their best judgment, give them appropriate customer management skills, say thank you, and keep it fair. And watch productivity and agent satisfaction soar!
