The Customer Call Center Outback: A Frontline Supervisor's Map to Success

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A Frontline Supervisor’s Map to Success

C U S T O M E R

Designed as a workbook for frontline supervisors, this easy-to-use reference offers suggestions on how to solve the most frequently encountered problems in the call center. Based on research with 70 call/contact center supervisors, a wide variety of possible solutions is developed to counter the most common problems. The work is current, practical, and honest. Many of the solutions will answer your daily questions. This compendium will save you time and money.

T H E

Michael D. Trotter

Trotter

The Customer Call Center Outback

C A L L

resistance to make his point. Having spent the past 14 years involved with the daily operations of call/ contact centers, he has had a chance to put this philosophy into practice. Currently, Mike Trotter is the executive director of the Center for Customer-Driven Quality at Purdue University.

O U T B A C K

Michael D. Trotter is a passionate leader in the call/contact center industry. He has invented the term “business karaoke” to describe most companies’ behavior when it comes to being customer focused. He sees things through the eyes of customers and employees and has often taken the path of most

C E N T E R

About the Author

The Customer Call Center Outback A Frontline Supervisor’s Map to Success

The Customer Call Center Outback

The Customer Call Center Outback A Frontline Supervisor’s Map to Success

Michael D. Trotter Purdue University Center for Customer-Driven Quality

ICHOR BUSINESS BOOKS An imprint of Purdue University Press

First Ichor Business Book edition, 2002 Published in the United States by Purdue University Press Copyright © 2002 by Purdue University

All rights reserved. No part of this book may be reproduced in any form without the written permission from the publisher, Purdue University Press, 1207 South Campus Courts, Building E, West Lafayette, Indiana 47907-1207

Library of Congress Cataloging-in-Publication Data Trotter, Michael D. The customer call center outback : a frontline supervisor’s map to success / Michael D. Trotter, p. cm. ISBN 1-55753-259-1 1. Supervision of employees 2. Customer relations—Management. I. Title. HF5549.12.T76 2002 658.8¿12—dc21 2002021372 ISBN 1-55753-259-1

Printed in the United States of America 10 9 8 7 6 5 4 3

Ichor Business Books An imprint of Purdue University Press

Contents

Preface

vii

1 Introduction

1

2 People

5

3 Leadership and Communication

31

4 Processes

55

5 General and Administrative Issues

71

v

Preface

My focus is on the front-line supervisor because as I look at the books, articles, and white papers written, little is provided to help this group of individuals. They are faced daily with striking a balance between the business drivers of their companies and the personal issues for each and every employee whom they lead. They operate in a world where they have the hearts and lives of customers but more importantly, the employees who serve the customers in their hands. More focus and support for this critical group is needed and I hope that this book becomes a catalyst to have many more contribute to this effort. I wish to thank Purdue University and their support in helping establish some of the research for this book. Dr. Richard Feinberg was a guiding light and colleague in the effort to complete this work. Dr. Jon Anton is a friend and associate who has continually provided encouragement to complete this book. Finally, a special recognition must be given to Leigh Hokama, a graduate student at Purdue who was a hands-on coworker in completing this effort. This book would not be possible without her support and hard work. Purdue University and The Center for Customer-Driven Quality (CCDQ) at Purdue hold a unique position in the customer contact industry. Over 7 years ago, Purdue took the step to establish a formal on-campus institution that was focused on call centers and customer contact behavior. This organization was founded to provide research, education, and service for business. The CCDQ is funded through gifts, donations, and for-fee research work as well as additional funding coming from the annual campus event (call center campus) and the benchmark study. The center delivers three major items to the customer contact industry: 1. The Purdue University Call Center Benchmark Study. 2. An annual 3-day call center event that is focused on case studies in technology, leadership, and human resources. 3. Distance learning for companies that have identified needs in a variety of areas in the contact center industry. vii

As an academically based institution, The Center for Customer-Driven Quality is the national academic leader in understanding how building and enhancing the customer relationship serves as the core competency for business in the twenty-first century. It provides support via research to companies and organizations whose focus is to continually enhance the one-to-one “total customer experience.”

viii

Chapter 1

Introduction

On a daily basis we see a picture of front-line supervisors being airlifted to the contact center outback. At best, they are given some basic, essential skills and knowledge of how to survive in this critical and ever-changing environment. They have an understanding that they are the “boss”—but not necessarily knowing “of whom or what.” They are usually people who have been the best performers in serving customers. As we drop them into this outback-type of environment, we need to provide them some tools. Usually, the basic kit they have been provided contains the following: • • • • • • •

training in filling out time sheets advice and training in giving performance feedback (maybe??) training in completing an employee evaluation form the phone number of human resources (HR) how to read daily ACD reports (perhaps??) instructions on how to remotely dial into the CSR phones for monitoring purposes an HR manual of forms and processes

They are now onboard as the plane taxis down the runway. As they circle their landing zone (their new team), the newly appointed supervisor hears someone say, “I have a customer who wants to talk to my supervisor.” Suddenly reality hits—the new supervisor is alone and awash in issues. Our goal with this workbook is to help individuals find solutions to their everyday issues and encourage an environment of sharing with others what works and what doesn’t work. The following describes the contact center outback into which we have dropped our supervisors. • Call centers have evolved into call/contact centers. • The Web has become a popular access channel for customers. Over 90 percent of the call/contact centers are responsible for their company Web site contacts.1 • Only 64 percent of companies have a formal customer feedback mechanism.2 1

2 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

• Metrics of performance have gradually changed from just production to an actual measure of customer satisfaction. • Based on correlated data from Purdue University’s benchmark study, the more agents in a center, the lower the cost per call. • The more agents in a center, the higher the turnover rate. • Some IT professional is walking around telling everyone that technology will solve customer service problems. • Agent turnover continues to increase each year. • Senior executives have not been sighted in the center since the “Grand Opening.” Looking to the next few years, industries will see call/contact centers move from being seen as back office cost center organizations to the critical contact point for customers. This is truly the new battleground for corporations. Billions are being poured into technology to equip the front-line customer contact people with hardware and software that allows them to act as the e-business contacts for customers. These same front-line people are quickly evolving into multi-tasking contact points who can handle e-mail, fax, phone, and Web collaboration (Internet) inquiries. Purdue’s research indicates that Customer Relationship Management (CRM) has become an industry that could exceed $67 billion by the year 2003.3 Everyone is focused on managing the “customer relationship.” We all understand that there is a bottom-line impact to profits if the customer relationship is managed well. According to Purdue University research, by 2005 over 90 percent of all customer interactions will be handled in these call/contact centers.4 Many companies have realized that price and quality of product are required to get into the game. The competitive advantage has become customer accessibility and to be specific, the individuals who staff these multiple contact points. Customer retention, market share, and acquisition are the foundations of customer relationship management. The role that call/contact centers play continues to increase in significance. Knowing all this, it is important to understand that the one individual who has the most impact on this critical area is the supervisor of these customer contact people. • Turnover rates are continuing to increase in the front-line employees. Our 2001 Purdue benchmarking study indicates that even the best companies are losing 17⫹ percent of their front-line workforce annually. • The cost to hire and train this critical individual also continues to increase with an average cost of over $6,300 per employee. The supervisor is the first level removed from the actual contact with the customer and is the leadership role that most impacts the job satisfaction of the front-line employees. In a recent study of front-line employees conducted by Liz Ahearn of The Radclyffe Group, customer contact people were asked what were the reasons for leaving their job.5 The number one reason was inadequate leadership.

3 • Introduction

This book will focus on helping these supervisors find answers to a wide variety of issues. It has been laid out in a format that allows a supervisor to find a problem type and see what has worked for others in their role. We surveyed over 70 front-line supervisors and gathered the top 10 problems that each one faced along with the solutions that worked for them. In some cases they also shared what they tried that didn’t work. We then compiled the research and categorized it in broad areas of focus. The key to successful leadership as a supervisor is to continually try different approaches to problems. We all know that there is no perfect answer to any one issue and sometimes what works for one person will not work for another. The goal of this book is to be a dynamic stimulator of thought, not an answer book for every problem that supervisors face. A typical approach in using this workbook is to find solutions that have worked for others and then allow your own creative mind to tailor and combine ideas to establish your own custom solution.

Looking to the Future Finally, we have produced this book in hard copy for ease of use; however, it is our intention to keep this updated using our access to the many supervisors who purchase and use this book. To that end, we ask that anyone interested in participating in the future research on supervisory issues, e-mail the author at [email protected] and attach your company name and the role you perform. We will continue to research the issues confronted by front-line leadership. With the advent of the Web and e-mail, the challenge becomes even greater for leadership to deal with daily problems.

Notes 1. Purdue University’s 2001 benchmark study. 2. Purdue University’s 2001 benchmark study. 3. Independent research at Purdue University’s Center for Customer-Driven Quality (January 2002). 4. Purdue University’s 2001 benchmark study. 5. The Radclyffe Group, Liz Ahearn, President/CEO, 2000.

Chapter 2

People

It is estimated that 60 percent of any call/contact center’s operational budget is spent on people. No matter what technology you have or propose to buy, you still need people. This is the key focus of most supervisors. The issues represented in this chapter are the typical ones that relate to leading and managing a group of people. The challenge of any supervisor is creating focus on tasks while balancing the needs of customers, employees, and the business. Additionally, the challenge of identifying, attracting, and retaining the best people is key to the success of any customer contact operation. The impact of people issues on the operation is the most far reaching. These issues are both costly in terms of labor or direct costs and also impact the customer satisfaction levels of the company. Calculating the cost of people on the company can take many forms. As an example, Purdue research shows that the average cost to hire and train a replacement employee for a contact center is in excess of $6,000. With this fact in hand, we can start to calculate the real cost of turnover. This calculation does not even begin to address the impact of new hires on customer satisfaction. With it, we can see the significance of the people component of our operation.

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6 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Proving to management that you need additional staff. Successful Solutions 1. Measure all “contacts” such as phone calls, e-mail, mail, and faxes for true totals. 2. Make sure management understands the “Shrink Factor.” 3. Use a staffing model such as “CIIES.” Unsuccessful Solution Asking for additional staff without measurements to back up your request.

PROBLEM Certain agents approach supervision too much—feel no empowerment. Successful Solution Ask them what they want to do in this situation and why. Unsuccessful Solution Giving quick answer—then dismissing.

7 • People

PROBLEM Agents’ complaints and morale reduces. Successful Solutions 1. Hold a closed door meeting to explain morale reduction. 2. Address their concerns at monthly meeting with all present. Unsuccessful Solution Confronting employees in an open area.

PROBLEM An associate has been coached several times on not achieving service levels (number of calls taken) and there has been little or no improvement. Successful Solutions 1. Have the associate prepare a performance plan with goals and a time line. 2. Reinforce the impact on team goals and team members. 3. Have the associate establish a mentor/buddy relationship with an associate who is exceeding service goals. 4. Communicate with the team members who are exceeding or meeting service levels. Unsuccessful Solution Addressing service levels as a team when it is a pattern with only a few members.

8 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM A seasoned CSA has violated security for the second time by giving out account information that is confidential. Successful Solutions 1. Conduct an individual meeting to discuss the impact on the client and the firm. 2. Present a performance plan that includes that five calls are to be monitored weekly. Advise once a week side-by-side monitoring will also occur. Unsuccessful Solution Terminating the employee.

PROBLEM An associate is negative toward the company and speaks ill of team members; however, they are a high performer. Successful Solutions 1. Meet with the associate to determine the nature of the problem. 2. Delegate a task to enhance empowerment, development, and a sense of involvement. Unsuccessful Solutions 1. Not dealing with the issue directly. 2. Excluding the associate from team activities.

9 • People

PROBLEM Habitual lateness. Successful Solutions 1. Track this person individually and address the issue as quickly as possible. 2. If the option is available and meets business’s need, offer to change shift. Unsuccessful Solution Addressing lateness as a team when it is a pattern with a few members.

PROBLEM Regular and constant mistakes made by the same employee. Successful Solutions 1. Determine why the mistakes are made and correct the problem. 2. Provide additional training. 3. Follow up to ensure the employee is progressing positively. Unsuccessful Solutions 1. Reminding the employee to be more careful. 2. Accepting mistakes.

10 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Regular tardiness. Successful Solutions 1. Track tardiness for a specific time frame. 2. Meet with the employee to discuss the situation, counsel them as necessary, following the established guidelines. 3. Be certain the employee is aware of the guidelines. Unsuccessful Solutions 1. Discussing the situation with the employee without specific dates and times. 2. Leniency based on their reason for tardiness.

PROBLEM An associate receives a call in which he or she does not know how to resolve the issue. Successful Solutions 1. Walk the associate through the steps he or she needs to take—stay with them to the end. 2. Ask if he or she understands. Unsuccessful Solution Taking it away from the associate to do “myself”—the associate will not learn or develop self-confidence.

11 • People

PROBLEM Personnel tardiness or attendance issues. Successful Solutions 1. Always keep documentation; have one-on-one verbal counseling. 2. If repeated offenses, do written counseling. Unsuccessful Solutions 1. Not addressing the issues immediately. 2. Not keeping good notes or files.

PROBLEM Attendance/Tardiness Successful Solutions 1. Coaching. 2. Track attendance. There is a timeliness in taking corrective action. Work with the employee schedule. Unsuccessful Solution Following a corrective action process.

12 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Associates not following procedures. Successful Solutions 1. 2. 3. 4.

Address the problem promptly. Evaluate training needs. Re-train as needed. Institute corrective action.

Unsuccessful Solution Trying to fix the problem myself.

PROBLEM Reward employees for a job well done. Successful Solution Single out individuals and give them praise at the time of the good deed. Unsuccessful Solution Addressing the issue as a group.

13 • People

PROBLEM An employee exhibits a bad attitude and poor attendance. Successful Solutions 1. Change the employee’s position slightly. 2. Give the individual responsibilities outside of the team. 3. Give a minimal increase in salary until the employee proves successful in the new position (90 days). Unsuccessful Solution Giving verbal and written warnings to the employee.

PROBLEM Frequent questions from employees who should know the answers or where to find the answers. Successful Solutions 1. Ask the employee what he or she thinks they should do instead of giving the answer. 2. Encourage independent thinking. Unsuccessful Solution Giving the employee the answer so he or she will leave you alone.

14 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM An employee is unwilling to assist other team members. Successful Solution Praise the other employees with team spirit in front of the unwilling employee. This was repeated several times in different situations. Unsuccessful Solution Discussing team player attitude during department meetings.

PROBLEM An employee is not keeping up with multiple tasks, forgetting to do certain steps in their daily tasks. Successful Solutions 1. Talk to the employee. 2. Let the employee know that we care and value them as a team member but have concerns about their performance. 3. Employee took initiative to create a system to track daily work and make sure all steps were completed. Unsuccessful Solution Taking individual problems to the employee to fix.

15 • People

PROBLEM Continuous human resource issues from new hires. Successful Solutions 1. Track supervisors that hire new employees. 2. Ask more intensive questions during interviews. 3. Conduct more training on interviewing skills for supervisors. Unsuccessful Solution Perform reactive hiring during high growth periods.

PROBLEM Fulfillment of position. Successful Solutions 1. Enacting an Employees Activities Committee. 2. Letting reps participate in projects. Unsuccessful Solution Letting reps find their own fulfillment.

16 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM A tenured employee that struggles with new technology. Successful Solutions 1. Send the employee to classes. 2. Offer the employee additional time to assist him or her with the learning curve. 3. Assign the employee simple projects on the computer. Unsuccessful Solution Telling the employee it is mandatory to learn the new computer system.

PROBLEM A less-than-expected performing employee who could receive no pay increase. Successful Solutions 1. 2. 3. 4.

Document performance. Help the employee understand the performance increase is less than expected. Develop an action plan on how to improve. Let the employee know their performance may have an impact on the business.

Unsuccessful Solution Not informing the employee of the no-pay increase.

17 • People

PROBLEM Employees not meeting dress code requirements. Successful Solutions 1. Allow the employees to establish the dress code requirements. 2. Address problems individually. Unsuccessful Solutions 1. Changing the requirements. 2. Addressing the problem as a group.

PROBLEM Pleasing the majority of employees with recognition. Successful Solutions 1. Allow a group of employees to determine the recognition. 2. Survey employees asking them what they would like to be recognized for. Unsuccessful Solution Stop recognition.

18 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Consistent tardy problems. Successful Solutions 1. Track and address the problem. 2. Change an employee to less attractive work hours. 3. No pay for lateness. Unsuccessful Solution Change the hours of business.

PROBLEM The corporate culture of the call center was one in which associates rarely were brought together for celebrating successes and achievements. Successful Solutions 1. A call center culture team was formed. 2. Associates now unified in celebrating special events. A family-type environment is evolving. Unsuccessful Solution Each manager tried to organize an activity for his or her respective department. There was little attempt to unite all departments in these activities.

19 • People

PROBLEM CSRs leaving for other jobs. Successful Solutions 1. 2. 3. 4. 5. 6.

Market research. Increase pay. Recruit more qualified candidates at higher pay. Create a more comfortable work environment (PCs, ergonomics, etc.). Create a team environment. Improve morale and loosen rules (have more fun!).

Unsuccessful Solution Tightening rules and policies.

PROBLEM Reps who come in late, causing co-workers to carry the burden of answering calls. Successful Solution Discuss with the reps why it is important to be on time, not only because of the problem it causes with abandonment rate, but it puts the burden of extra calls on their peers. Unsuccessful Solution Docking pay for time not worked. This leads to resentment and rep not working as a team player in the future.

20 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Attendance. Successful Solutions 1. 2. 3. 4.

Address the problem immediately. Rework the schedule to assist the employee. Track the reasons for the problem. Keep in constant contact with the employee.

Unsuccessful Solution Address the problem on a team- or company-wide basis without offering any specific solutions.

PROBLEM Morale. Successful Solutions 1. 2. 3. 4.

Promote a healthy attitude toward work. Promote self-esteem. Let the employee know he or she is doing a good and valuable job. Offer incentives.

Unsuccessful Solutions 1. Demand that the employee “get in a good mood.” 2. Isolate the associate from the rest of the team.

21 • People

PROBLEM Frequent tardiness as a team, particularly on Monday mornings. Successful Solutions 1. Address tardiness to the entire team. 2. Explain fully the expectations and requirements of the company as well as the disciplinary actions that could be taken. 3. Follow verbal discussion with an e-mail memo. 4. Track tardiness and absenteeism—address it individually as necessary during monthly one-on-one meetings. Unsuccessful Solution Provide casual reminders to employees in a nonformal fashion to be on time.

PROBLEM Inappropriate dress or not following the dress code policy. Successful Solutions 1. Ask each employee to read and sign a form identifying that he or she understands the company dress code policy. 2. Explain to the employee that if dressed inappropriately, he or she will be sent home without pay. Unsuccessful Solution Remind employee that jeans, sneakers, and the like are not appropriate attire for the workplace.

22 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Tardiness. Successful Solutions 1. Track tardiness on each individual’s absentee chart. 2. Address the tardiness issue by following the progressive disciplinary action procedure: verbal warning, written warning, then a discussion about the consequences of continued tardiness. Unsuccessful Solutions 1. Discussing solutions for tardiness with the individual employee (i.e., change their schedule). 2. Asking employees to call when they are going to be late.

PROBLEM Negativity in the workplace—individual or team. Successful Solutions 1. 2. 3. 4.

Identify the problem—is it personality or job related? Reinforce positive attitude and behaviors. Communicate the big picture and each associate’s place within it. Explain, expect, and review accountability, both individually and consistently across the team. 5. Consistently and overwhelmingly promote the “business point of view” and business professionalism. 6. Encourage the team’s ownership, partnership, and communication that assist in overcoming the negative person. Unsuccessful Solutions 1. Assuming the negative person can see the difference between their negative attitude and a positive attitude—usually a distorted perception. 2. Not making associates accountable for comments and actions. 3. Explaining once and expecting change, understanding, and commitment.

23 • People

PROBLEM Excessive absenteeism. Successful Solution Closely monitor the associate’s out time with a one-on-one conversation every time they are absent. Unsuccessful Solution Addressing the problem lightly.

PROBLEM Pattern absenteeism (especially on Mondays). Successful Solutions 1. Track absenteeism (using a form) and show either the form or a report to the employee showing that his or her absenteeism is becoming a pattern and that their hours make a difference for the business. 2. Disciplinary action could result. Unsuccessful Solution Letting the issue go because the employee has a good excuse why he or she is not in.

24 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Conflict in personalities among employees. Successful Solutions 1. Talk to each person individually, see what the problem is, and look to see if there is an easy resolution. Another solution is to help each individual better understand the other. 2. Help the employees understand that they might not see eye to eye, but we are a team and different personalities make the team stronger. Unsuccessful Solution Ignore the conflict between the employees and hope they will resolve it. This usually causes other employees to get involved and waste time.

PROBLEM Low morale/Burn-out. Successful Solutions 1. Hold daily or weekly contests. 2. Present incentives. 3. Conduct team building meetings. Unsuccessful Solutions 1. Negativism. Don’t let the situation fester. 2. Not paying attention to the reps.

25 • People

PROBLEM Negative attitudes. Successful Solutions 1. Talk to the employee and find out why they are seeing everything in a negative manner. Explain the business decision has been made and that they are affecting the team. 2. Ask associates to vent to their supervisor and not to the floor (others). Unsuccessful Solution Not dealing with small issues that the employee might have. To them it may be a bigger issue. It only takes one rotten apple to spoil the whole bunch!

PROBLEM Absenteeism. Successful Solution Create an environment that the employees want to be in. Unsuccessful Solution Constantly reprimanding without understanding the employees’ needs.

26 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Finding qualified people. Successful Solutions 1. Closer scrutiny of candidates. 2. Offer appropriate starting pay. Unsuccessful Solution Relying on agencies to properly screen candidates.

PROBLEM Absenteeism—one employee taking too much time off due to family issues and sickness. Successful Solutions 1. Talk to the employee one-on-one to address the impact the absenteeism has on the company and how it affects his or her job. 2. Remind them how valuable they are to the company. Unsuccessful Solution Asking the employee to make up the lost time. Most employees are not willing.

27 • People

PROBLEM Conflict between two employees. Successful Solutions 1. Bring the two employees together to let them know how their behavior affects the others around them. 2. Remind them that they are both valued employees. 3. Get their commitment to set aside their differences and work together. Unsuccessful Solution Allowing both employees to continue working together while still feuding because the issue is unresolved.

PROBLEM Attendance Abuse—Reps do not understand the impact on company margins, when they call in sick or use personal time off. Successful Solutions 1. One-on-one talks with offenders. 2. Open communication with an explanation of the impact on the individual, team, program, division, and company. During the explanation, show them actual numbers and how the company spends a certain amount of dollars on training and other perks. Unsuccessful Solutions 1. Just using written policies. 2. Just having group meetings.

28 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Deal with human resource issues for people on disability and dismissing an employee. Successful Solutions 1. Working with the manager to help with all aspects of reps on disability. 2. Keeping good records on issues leading up to the dismissal of a rep. 3. Consistency between all representatives. Unsuccessful Solutions 1. Not tracking and not keeping records of issues. 2. Letting reps get away with procedures that could hurt the program.

PROBLEM Morale. Successful Solutions 1. 2. 3. 4.

Hold contests. Praise reps when a good job is done. Reward reps. Give out certificates of recognition.

Unsuccessful Solutions 1. Allowing negativism. 2. Overlooking a job well done.

29 • People

Worksheet Solution Attempted

Cost to Implement

Result of Solution

Lessons Learned

Chapter 3

Leadership and Communication

In the call center industry, we include strong leadership as a critical component of the call/contact center. In fact, some of Purdue’s research has shown that this issue of leadership and communication is one of the primary reasons that front-line employees leave their job. We have also identified that all employees in any company require three basic things: (1) respect, (2) recognition, and (3) communication. Each of these is a responsibility of leadership. Supervisors are the first line of leadership and are also the ones usually asked to blend company direction with individual needs. The issues grouped in this chapter are the ones that require a supervisor to be both an employee and a leader. These are the issues that can inspire people or cause them to quit. Leadership issues impact turnover rates, cost of hiring new people, cost of production, and how the front-line employees perceive their role in the company. They are issues that relate to employee satisfaction, which will eventually impact customer satisfaction. Calculating the dollar impact of these issues can be easy if you know the “true” cost of bringing on a new employee. However, if the company doesn’t fully understand that the cost to bring on a new employee is more than the hiring and selection costs, then the supervisor is not motivated to spend time determining what it really takes to keep employees satisfied.

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32 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM 360° feedback is needed by leaders from agents to tell leaders/supervisors how they are doing. Successful Solutions 1. 360° feedback must be done by leaders two to three times a year. 2. Responses are analyzed and feedback is given to the team (CSRs). Unsuccessful Solution Conducting a once-a-year company survey.

PROBLEM CSRs need feedback (such as informal reviews) more often. Successful Solutions 1. On-the-spot recognition for the employee from leaders and fellow employees on a job well done. 2. Coach or mentor the employee as needed. 3. Establish criteria for measurement standards expected of the CSRs. Unsuccessful Solution Offering feedback once a year does not satisfy an employee because the CSR is not given enough notice to correct any problem.

33 • Leadership and Communication

PROBLEM Leaders need to be available to CSRs. Successful Solutions 1. When call center leaders schedule their time, they need to try and make sure one of the supervisors is available. 2. All CSRs should have access to each leader’s calendar. 3. Pager numbers of leaders should be given to agents. 4. When a leader is absent for more than one day, a plan must be in place for teams to handle all department functions. Unsuccessful Solution Offering no communication because agents feel stranded and insecure. Resentment toward leadership will be felt.

PROBLEM Getting CSRs to take responsibility for checking scheduling calendars before they make personal appointments. Successful Solutions 1. Place the calendar on the computer system for easy viewing. CSRs can only view the schedule, while supervisors can make changes. 2. Build criteria for agents to schedule appointments in advance and to handle critical days when the workload is heavy. Unsuccessful Solution Implementation of a wall calendar. It is too easy for errors to occur and items to be deleted or omitted.

34 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Marketing does not give enough notice to the call center on new marketing campaigns. Successful Solutions 1. Meet face to face and explain team’s needs. 2. Show desire to make marketing efforts successful through early knowledge and having enough staff available during promotions. Unsuccessful Solution Calling by phone and requesting information in advance.

PROBLEM Communication within the call center on critical, late-breaking news. Successful Solutions 1. E-mail during the day. 2. Broadcast before and after work on voice mail (phone messages). Unsuccessful Solutions 1. Passing notes. 2. Verbally trying to tell each agent. 3. Making copies of items and handing them out to CSRs.

35 • Leadership and Communication

PROBLEM Supervisors do not have enough time to conduct performance analyses and meet with employees. Successful Solutions 1. Explain to each supervisor to have the CSRs solve their own problems (with guidance). 2. Tell supervisors to have each CSR do their own work and not try to handle it themselves. 3. Help associates do it by delegating. Unsuccessful Solution Helping to organize supervisors and helping them delegate.

PROBLEM Favoritism: Certain agents get special projects. Successful Solutions 1. Explain why these duties were given to certain people. 2. Make sure you are not treating some employees differently. Unsuccessful Solution Not addressing the concern.

36 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM When another CSR is absent, having the CSRs check the daily task board for complete call center coverage. Successful Solutions 1. On the daily task board, assign a main person and two back-ups in case of absence. 2. The team coordinator should send out reminders when needed. Unsuccessful Solution Not having team coordinator monitor daily tasks.

PROBLEM Associates discussing their compensation with each other. Successful Solutions 1. Schedule a team meeting to help associates understand pay practices and how their individual performance is recognized. 2. Pay issues can be addressed by the human resource (HR) department. Unsuccessful Solution Suggesting to associates that pay is private; however, there is no guarantee that associates will not discuss their compensation with others.

37 • Leadership and Communication

PROBLEM CSA promoted to a lead/project manager role; however, they have difficulty giving direct feedback to other associates. Successful Solutions 1. Attend training class for new lead/project managers. 2. Establish a mentoring program headed by a senior project manager. 3. Participate in meetings attended by managers and associates. Unsuccessful Solution Manager giving feedback to associate.

PROBLEM CSA has scheduled phone time, is in “unavailable,” faxing, writing special letter, or doing project work. Successful Solutions 1. Meet with the CSR to discuss the importance of service levels, providing quality customer service, and teamwork. 2. Have the CSR attend a time management class. Unsuccessful Solution Micromanaging the CSR.

38 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM The CSR is a resource expert but will not share information with team members. Successful Solutions 1. Rotate the task or project monthly to different representatives. Develop detailed written procedures for completing the task. 2. Include the representative in the performance plan. The goal of this plan is to train another member of the team on the task. Unsuccessful Solution Having one person as an expert resource instead of cross training others.

PROBLEM Delivering negative feedback after determining that a problem exists. Successful Solutions 1. Deliver the message in a private session. Do not allow the session to drift from the issue at hand. 2. Provide supervisors with additional training in this area. Unsuccessful Solution Chastising the staff member in public.

39 • Leadership and Communication

PROBLEM Guaranteeing the quality of the performance of a new hire; i.e., their professionalism, accuracy, and attitude in dealing with consumers. Successful Solution Schedule intensive one-on-one performance reviews to correct errors before they become established. Unsuccessful Solution Expecting that initial training will create desired performance.

PROBLEM Establishing and keeping a good rapport with the staff, allowing for different personalities, styles, and levels of maturity. Successful Solutions 1. Listening with sensitivity to staff members to achieve the most effective results. 2. Holding supervisor training courses. Unsuccessful Solution Expecting the staff to conform to the personality of the supervisor.

40 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Discussion of inappropriate topics at inappropriate times and places. Successful Solutions 1. Inform employees that the topic will be discussed at a more appropriate time. 2. Meet with the employee to explain why their behavior was inappropriate. 3. Coach and guide the individual to improve communication skills. Unsuccessful Solutions 1. Allow employee to continue the discussion. 2. Ignore the situation. 3. Confront associate in front of group.

PROBLEM Office gossip. Successful Solutions 1. 2. 3. 4.

Do not acknowledge or respond to gossip. Work toward a solution with the parties involved. Maintain a professional attitude at all times during work. Ensure that the parties involved understand the ramifications of gossip and its impact on work.

Unsuccessful Solutions 1. 2. 3. 4.

Allow interruptions to continue for an extended length of time. Not having “plan of attack” for the day. Completing one thing at a time. Allowing inflexibility.

41 • Leadership and Communication

PROBLEM Associate constantly leaving the area. Successful Solutions 1. Discuss the situation with the associate. Determine why they are leaving. 2. Ask if they are in need of resources not in the area. 3. Track available statistics and inform employees of their results. Unsuccessful Solutions 1. Making this an agenda item at the monthly staff meeting. 2. Ignore problem.

PROBLEM Associates not available or in “ready mode” for incoming phone calls when phone calls are their primary duty. Successful Solutions 1. Discuss the situation with each associate and show them the tracking reports. 2. Include this issue on the employee’s performance review. 3. Watch them throughout the day and determine why they are not ready for incoming calls. Unsuccessful Solutions 1. Discuss as a group and solicit solution. 2. Asking them as a group to login to “ready mode.” This works for a short term.

42 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM The team leader fails to accept responsibility for errors or problems. Successful Solutions 1. Explain that even if work is delegated that they are ultimately responsible for ensuring that work is completed. 2. Involve that person in correcting the work. 3. Determine the underlying cause of their failure and work toward the acceptance of the failure and its consequences. Focus on the solution, not the blame. 4. Provide counseling if appropriate. Unsuccessful Solutions 1. Allowing the employee to continue the discussion. 2. Ignoring the employee. 3. Confronting the person in public.

PROBLEM Personal phone calls that are continual and lengthy. Successful Solutions 1. 2. 3. 4.

Walk the area to monitor calls. Utilize phone tracking to obtain specifics. Meet with each employee to cover the facts discovered. Enforce the established policy on personal calls.

Unsuccessful Solutions 1. Doing nothing. 2. Reminding the employee that personal calls should be made on break and away from the area.

43 • Leadership and Communication

PROBLEM Customer calls the supervisor directly with a problem. Successful Solutions 1. 2. 3. 4.

Call the customer back immediately. Listen and be patient. Assure the customer that research will be done and the problem corrected. Offer to put the resolution in writing.

Unsuccessful Solution Calling back the next day.

PROBLEM Break-time abuse. Successful Solution Show the individual the actual numbers and explain the expectations clearly. Unsuccessful Solution Addressing abuse as a team, when only a few are abusers.

44 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Incorrect information filtered down. Successful Solution When heard, immediately speak with the individual. Explain the correct response and actual reasons for the correct and incorrect response. Unsuccessful Solution Noting the problem and address at a private meeting (which we do on a monthly basis). The individual approach is better and if problem persists, address it at a meeting.

PROBLEM Gossip is causing problems among the staff. Successful Solution Be timely and specific about the problem with the employee. Be up front about your concerns.

45 • Leadership and Communication

PROBLEM Getting employees to log on to assigned jobs. Successful Solutions 1. Split jobs into four-hour shifts. 2. Assign jobs based on the work loads. Unsuccessful Solution Assigning jobs based on preferences.

PROBLEM The lead employee always sides with employee, providing lack of support for management. Successful Solutions 1. Make the lead aware of future business goals and long-term plans for the department. 2. Help the lead understand the seriousness of situations. Unsuccessful Solution Frustrating the lead or contemplating removing them from position.

46 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Employee is on the Internet and on personal phone calls during the shift. Successful Solutions 1. Track behavior patterns and develop goals for the employee to achieve. 2. Continue to have follow-up feedback sessions to reinforce the necessary changes. 3. Terminate the employee. Unsuccessful Solution Speaking with the employee or giving verbal and written warnings.

PROBLEM Employee is not at their desk, but rather frequently walking around when the majority of their job is at their desk. Successful Solutions 1. Document the number of orders entered weekly for comparison. 2. Determine the trend in behavior before addressing the issue. Unsuccessful Solution Speaking with the employee, telling them they are being watched by upper management.

47 • Leadership and Communication

PROBLEM Due to personal problems, an employee frequently lashes out at work. Successful Solutions 1. 2. 3. 4.

Listen to the employee. Recommend counseling. Get names and phone numbers for the employee assistance program. Suggest the employee take a short leave or temporarily work part-time to get personal issues resolved. 5. Make the employee aware that senior management was informed of the situation. Unsuccessful Solution Just talking to the employee without additional steps being taken.

PROBLEM Putting together a team of people to solve a problem. Successful Solutions 1. Communicate the task. 2. Request for volunteers 3. Develop parameters and vision. Unsuccessful Solution The manager determining the team members.

48 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Dealing with personality conflicts within a work group. Successful Solutions 1. Be “in the loop” with both employees to help them understand what the problem is and how to resolve it. 2. Let each employee understand that personal feelings are not the issue, but rather working together. Future confrontations could result in disciplinary action. Unsuccessful Solutions Allowing the individuals to change groups or expecting them to work out the conflict themselves.

PROBLEM Reading e-mail in a timely fashion. Successful Solutions 1. Make e-mail a game. 2. Tie employee recognition to reading e-mail. 3. Conduct regular inspections of e-mail in-box. Unsuccessful Solution Continuing to offer information in hard copy.

49 • Leadership and Communication

PROBLEM Finding time to monitor calls. Successful Solutions 1. Create a process to record calls and listen to them when time permits. 2. Give team leaders some responsibility in monitoring calls and to give feedback on their findings. 3. Make monitoring a part of daily schedule (time management). Unsuccessful Solution Shutting the door to the office—always interrupted.

PROBLEM Agents returning late from breaks or coming to work late. Successful Solutions 1. Show agents their log in/log out report on a one-on-one basis. 2. Ensure them that the report is looked at every day. 3. Remind them of company policy regarding lunches and breaks. Unsuccessful Solution Addressing the problem with the entire team.

50 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Trying to avoid phone burnout (in other words, keeping employees motivated). Successful Solutions 1. Have weekly or monthly prizes for the best performer. 2. Give employees time to do special projects when it is needed. Unsuccessful Solution Reminding agents that taking calls is what they were hired for.

PROBLEM Auditing telephone calls to ensure quality answers are given to customers. Successful Solutions 1. Tape calls. 2. Conduct call-coaching sessions with the CSR. Have them listen to an actual call, focusing on the positive areas of the call and identifying areas that need improvement. Unsuccessful Solutions 1. Monitoring live calls. 2. Giving the CSR a copy of the audit. 3. Discussing the call with the CSR without recording the call. They may not recall all aspects of the call.

51 • Leadership and Communication

PROBLEM Inconsistencies among customer service units. Communication may not be reaching all associates on a timely basis. Successful Solutions 1. Create standard operating procedures (SOP)—create a manual for the team. 2. Integrate SOP training into new-hire training. 3. Conduct regular meetings to discuss and solve inconsistencies. Unsuccessful Solutions 1. Have each unit responsible for maintaining their own procedures and for addressing issues at a weekly meeting. 2. Have only verbal procedures (nothing written).

PROBLEM Teamwork. Successful Solutions 1. Schedule team-building activities at work. 2. Get together outside of work to build relationships so employees can learn about each other. Unsuccessful Solution Expecting employees to work together just because they are on the same project.

52 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Achieving results: the focus as a team to achieve sales and/or leads per day. The team was not making goal or working ethically. Successful Solutions 1. Speak to the group about the goals that need to be achieved. Then speak directly to each individual who is not meeting the goal. 2. Issue verbal warnings. Unsuccessful Solution Communicating with the team via e-mail.

PROBLEM Dealing with productivity issues. Successful Solutions 1. 2. 3. 4.

Sit side-by-side with reps. Live monitor representatives from supervisor’s desk. Listen to employees’ day tapes. Meet one on one with each employee.

Unsuccessful Solutions 1. Micromanaging the representatives. 2. Belittling representatives.

53 • Leadership and Communication

Worksheet Solution Attempted

Cost to Implement

Result of Solution

Lessons Learned

Chapter 4

Processes

Processes in call/contact centers are the issues that most operational leaders are not interested in addressing. The issues included in this chapter are the types of things that supervisors tend to address “on the fly” with little or no information. They represent activities that the organization should have addressed as the operation was being established. These include critical issues like training and quality, but are also issues and problems that are not considered in any proactive way. The impact of these issues can create a problem with customers receiving an inconsistent service experience. You can measure these more often in terms of customer satisfaction, which in turn, is usually considered a soft dollar* cost. The real problem is that a supervisor is usually placed in a position of having to create an instantaneous process without the benefit of any research concerning what others have done before or what the organization sees as important. Because cost is often perceived in the context of soft dollars, the real impact is not felt until customers begin leaving the company.

*Soft dollar is defined as a cost we know we incur in our business, however the cost components (like employee morale or customer satisfaction) are not equated with a dollar value. 55

56 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Coverage during lunches and breaks is more difficult in small call centers that have a single shift. Successful Solution Track peak times and schedule agents for maximum coverage. Unsuccessful Solution Evenly staggering agents through lunches and breaks.

PROBLEM Motivate and reward CSRs for reaching their goals. Successful Solution Develop a reward and recognition program for the call center using specific measurements. Unsuccessful Solution Without criteria, favoritism could be perceived, and recognition is sporadic.

57 • Processes

PROBLEM Training needs for CSRs are not being met by the training department. Successful Solutions 1. Develop internal training specifically for CSRs in the call center. 2. Use outside sources only on specific cases. Unsuccessful Solution A centralized company training group does all training for the call center.

PROBLEM Too much emphasis is on daily production (measurements). Successful Solution Get input from agents. Have them help with changing or amending the measurements. Unsuccessful Solution Accepting the adage “It’s always been this way.”

58 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Training is considered insufficient. Successful Solutions 1. Open the next training class quickly and address the concerns from the last class. 2. Ask specific questions from each associate at the end of the training session. Unsuccessful Solution Not addressing the concern other than listening to the complaints.

PROBLEM Not having enough employee coverage for vacations and unplanned time. Successful Solutions 1. Have other departments able to “lend” someone. 2. Hire floaters to help out the whole company for scheduled and unscheduled absences. Unsuccessful Solution Stressing employees by not having the coverage.

59 • Processes

PROBLEM Motivation. Successful Solutions 1. 2. 3. 4. 5.

Accept new ideas from others. Accept help from leaders for their support of new ideas. Create contests to make meeting goals fun and rewarding. Hold daily meetings. Give positive feedback and recognition.

Unsuccessful Solutions 1. 2. 3. 4.

Turning down all suggestions. Not taking time to plan. Allowing unhappy employees to remain unheard. Continually addressing goals in team meetings.

PROBLEM Training needs within department are not being met. Successful Solutions 1. Have a once-a-month class on CSR training needs with the training team. 2. The training team needs to know the CSR short- and long-term goals. Unsuccessful Solution Not monitoring upcoming classes and/or understanding CSRs for ongoing interests and needs.

60 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Not meeting quality goals of the team (goals like Customer Service and Accuracy). Successful Solutions 1. Monitor calls side by side with the CSR. 2. Prioritize the goals and list them in that order. 3. Have the CSR listen and score his or her own calls. Unsuccessful Solutions 1. Not having defined team goals. 2. Not communicating the goals in a team format.

PROBLEM Not conforming to scheduled phone time. Successful Solutions 1. Present evidence to the individual through the use of a written evaluation that requires a signature of acknowledgement. 2. Offer a schedule change to eliminate the problem. Unsuccessful Solution Publicly announcing the offenders.

61 • Processes

PROBLEM Ensuring that established quality levels are maintained after successfully achieving a highlevel performance. Successful Solution Monitor seasoned reps on a regular basis and offer individual feedback sessions. Unsuccessful Solution Solving problems after they occur.

PROBLEM Having customer calls sitting in the “queue” for over a minute. Successful Solution Walk through the area to ensure that all employees are available to take calls. Unsuccessful Solution A supervisor helping to answer calls.

62 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Motivating the customer service associates. Successful Solutions 1. Have regular staff meetings. 2. Do performance appraisals on time. 3. Recognize performance with on-the-spot awards. Unsuccessful Solution Not being available to staff.

PROBLEM Not meeting standards. Successful Solutions 1. 2. 3. 4.

Reevaluate standards. Develop a plan. Document problems. Reward good performance.

63 • Processes

PROBLEM Schedule adherence. Successful Solutions 1. Have reduced breaks. 2. Use micro-management as a method of understanding the reasons for the problem. Unsuccessful Solution Allowing individual time management.

PROBLEM Phone coverage during the lunch schedule. Successful Solution Have teams lunch together. This way, other teams are manning the phones. Vary lunch times every week. Unsuccessful Solutions 1. Scheduling agents for early or late lunches. 2. Asking for volunteers to take early or late lunches.

64 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Get statistics on a team level. Let the team know how they are doing compared to other teams. Successful Solutions 1. Create a database in Access or other database program. The statistics can be broken down into a team or individual level. 2. Post the statistics on the wall so that agents can see how they are doing. Unsuccessful Solution Having Information Management create groups in Call Management System.

PROBLEM When new information or changes in a program occur, the supervisor is not able to take the representatives off the phone as a team for training. It must be done in shifts so the abandon rate is not adversely affected. Successful Solutions 1. Choose a slow day during the week (often a Friday) and train each rep on a sideby-side basis. 2. When possible, provide training as a group, particularly for in-depth information. Unsuccessful Solution Giving printed training manuals to reps to review on their own time.

65 • Processes

PROBLEM Addressing quality control (QC) issues. Successful Solutions 1. QC all lead records on a daily basis and track and record specific errors. 2. Discuss the results with each team member individually. 3. Show the patterns and trends, track the improvements, and identify what issues need additional training. Unsuccessful Solution Sending detailed e-mails to employees explaining what is expected in lead records.

PROBLEM Systems downtime that eats into productivity. Successful Solutions 1. Re-group quickly using an ongoing training plan of action. 2. Conduct role-playing sessions, watch videos, review training manuals and program content, discuss nightmare calls, conduct small-group sessions on secondlevel questions, or listen to taped calls as a learning tool to initiate question-and-answer sessions. 3. Use experienced, tenured representatives to conduct sessions that help make the downtime more productive by isolating individual or program issues. 4. Communicate as to the severity of the problem and the probable time element involved. Unsuccessful Solutions 1. Being unprepared so that the billable or productive time is lost to such nonproductive actions as socializing, breaks, smoking, and reading magazines. 2. Assuming that it is a one-time fluke or that the system will be back up shortly. Too much time will be lost before re-grouping.

66 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Achieving production, targets, and goals. Successful Solutions 1. Account for individual, team, and all program personnel. 2. Report daily, week to date, or month to date. 3. Identify issues through monitoring, reviewing work, daily communications, training, quality control, the buddy system with peers, peer monitoring, and then initiate a plan for improvement. 4. Identify and correct wasted time and effort. 5. Discuss individual weekly or monthly action plans with the supervisor. 6. Create commission, bonus, recognition, and award programs. 7. Train and reinforce the client, trainer, supervisor, manager, or peer, using articles, books, and the Internet. 8. Strive for excellence and motivate employees with challenges, contests, hoopla, and energy. 9. Address concerns as well as know the individual skills, strengths, and weaknesses of the employee. 10. Conduct annual reviews. Unsuccessful Solutions 1. Maintaining a hands-off attitude. 2. Assuming a passive, non-corrective management style. 3. Micromanaging and shouldering too much responsibility without holding employees accountable.

67 • Processes

PROBLEM Maintaining consistent focus on producing superior quality work. Successful Solutions 1. Communicate daily with regards to service goals, strategies, and high expectations in addition to 100% buy-in as a company, program, and team. 2. Work, test, formalize, and write processes performed. 3. Put in place individual tracking and accountability processes along with QC reporting and peer monitoring. 4. Establish team building to strengthen ownership and accountability. 5. Create long-term recognition and awards. 6. Everyone at all levels must lead by example. The emphasis is put on the supervisor and manager. 7. Conduct live and remote call monitoring. 8. Preview finished product (using systems tools, visual/manual, etc.). Unsuccessful Solutions 1. Assuming that all employees have an understanding of the definition of superior quality. 2. Communicating requirements without continual checks and balances.

PROBLEM Motivating a consumer sales team. Successful Solutions 1. Have realistic goals with generous commissions and a good base pay. 2. Hold contests. 3. Provide personal attention. Unsuccessful Solution Allowing pressure to meet sales objectives to filter down.

68 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Quality control. Successful Solutions 1. Document and address what the employee is consistently doing inaccurately. 2. Document for performance reviews. Unsuccessful Solution Letting the issue seem small or insignificant.

PROBLEM Keeping employees enthusiastic and fresh sounding over the phone day after day. Successful Solutions 1. Reward those who do keep fresh. 2. Initiate an incentive program. Unsuccessful Solution Admonishing associates without giving them helpful solutions.

69 • Processes

PROBLEM System downtime. Successful Solutions 1. Have productive program-related time for associates. 2. Hold training and feedback sessions. 3. Track downtime. Unsuccessful Solution Spending the time on useless activities.

PROBLEM Quality control. Successful Solutions 1. Supervisors make the corrections themselves, then address them to the representative. 2. Have one person help fix any errors and have the supervisor address the issues to the representatives. Unsuccessful Solution Letting each individual representative correct his or her own mistakes (this needs to be controlled).

70 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

Worksheet Solution Attempted

Cost to Implement

Result of Solution

Lessons Learned

Chapter 5

General and Administrative Issues

In this chapter, we have accumulated the issues supervisors face that seem to be more focused on business functions outside the normal daily activity in a contact /call center. However, these issues are items that can take lots of time to resolve if they are just dumped on the supervisor. In many cases, these issues could be seen as not being something with which a supervisor should deal. However, they are real issues and the solutions provided are real solutions. The impact of these issues is that they usually arrive at a supervisor’s desk with little warning and no real precedent on how to solve them. Thus, the supervisor spends a great deal of time gathering background information. They then have to ensure that the actions taken don’t conflict with other parts of the organization. The cost impact, normally not even considered, is usually measured in staff and supervisor time.

71

72 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Call volumes show an increase during the hours of 11 a.m. to 3 p.m. Successful Solutions 1. Track trends over a period of time. 2. Offer part-time positions to current staff. 3. Recruit and hire part-time staff for the peak hours. Unsuccessful Solution Reassigning lunch hours.

PROBLEM Satisfy the needs of brand management by having reports created that answer specific inquiries (e.g., number of contacts dealing with packaging issues, performance problems, availability of products, etc.). Successful Solution Maintain adequately staffed systems department that responds to these requests in a timely fashion. Unsuccessful Solution Asking supervisors to create their own reports.

73 • General and Administrative Issues

PROBLEM Become aware of potential product problems before a crisis develops. Verify the legitimacy of the trend and inform the brand management. Successful Solution Track problems through software designed for this purpose. Unsuccessful Solution Hoping that front-line representatives will mention a problem that they frequently hear from consumers.

PROBLEM Disseminating new product information. Successful Solutions 1. 2. 3. 4.

Distribute weekly product information memos. Schedule visits from brand management to introduce new products. Oversee timely updates into the on-line reference manual. Conduct team meetings.

Unsuccessful Solution Haphazard discussion of product changes and introductions.

74 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM The supervisor being physically located away from the team they supervise as well as being unable to monitor who is at their desk and available to answer customer phone calls. Successful Solutions 1. Have an on-line monitoring system. 2. Make frequent in-person visits. 3. Check in frequently with the unit leader.

PROBLEM Making each customer feel that we know them and their business. Successful Solutions 1. Have an on-line customer profile that may be accessed in seconds, listing all pertinent and unique information on that customer. 2. Always have a positive voice tone. Unsuccessful Solutions 1. Not having that “I-want-to-help-you” attitude in the voice. 2. Having computer access go down.

75 • General and Administrative Issues

PROBLEM Customer calls with a problem that cannot be immediately resolved. Successful Solutions 1. Always alert the manager. 2. Immediately contact other areas that may facilitate getting a problem resolved. Unsuccessful Solution Not attempting to resolve the issue in a timely manner. Procrastination is a killer!

PROBLEM Problems with discontinued products or other marketing issues. Successful Solution Meet with people involved in product distribution. Gather managers for a conference call concerning product distribution. Unsuccessful Solution E-mailing various managers.

76 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM An employee with severe wrist and hand problems. Successful Solutions 1. 2. 3. 4.

Seek therapy. Evaluate their work space. Spend time with the employee listening to their problems. Change their position slightly to include a variety of tasks instead of constant keying.

Unsuccessful Solution Leaving it all to workers’ compensation.

PROBLEM Acceptance of new products or services. Successful Solutions 1. 2. 3. 4.

Training-Training-Training Have mentors walk the floor answering questions. Money incentives. Establish team cohesiveness.

Unsuccessful Solutions 1. Minimal training. 2. No support in helping to answer questions.

77 • General and Administrative Issues

PROBLEM Getting a budget that will allow the recognition of good work. Successful Solutions 1. Create certificates and present them in front of the team. 2. Give paid time off periodically. 3. Take agent(s) to lunch. Unsuccessful Solution Getting with the Operations Manager and asking what the budget is.

PROBLEM Inbound call area that is not conducive to daily team meetings. This is important to inform reps of any changes, updates, and other issues within the company. Successful Solutions 1. Meet one on one with reps to inform them of any changes. 2. E-mail all concerned to keep them abreast of changes.

78 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Customers calling in requesting to get free technical support. Successful Solutions 1. If a customer is irate and a loyal customer, explain why he or she has to pay for tech support. 2. If the customer is still upset, refer him or her to the supervisor of tech support and let that supervisor assist the customer. Unsuccessful Solution By not taking an appropriate amount of time to explain why they pay for tech support, the customer becomes too irate and upset with the fact that they have to pay and decides to go to another company that will give “free” tech support.

PROBLEM Irregular call volume creates slow periods and overly busy periods, making it difficult to plan work for employees. Successful Solutions 1. Have various training programs ready for periods of low call volume. This keeps the CSRs productive, alleviating boredom. 2. Delegate work to each rep to accomplish during a low-call volume period. 3. Have a supervisor available to supplement reps and take calls during busy periods. Unsuccessful Solution Requesting more calls from client during lulls.

79 • General and Administrative Issues

PROBLEM Improving product knowledge. Successful Solution Train employees then follow up with structured team contests or games such as “Family Feud” with questions designed to test product knowledge. Unsuccessful Solution Training without follow-up or employee involvement and interaction.

PROBLEM Low call volume (inbound program). Successful Solutions 1. Encourage individual employees to research and specialize in product knowledge. 2. Delegate reporting responsibilities. 3. Organize task forces and committees for special projects. 4. Delegate some of the communication roles to team members. 5. Track to see if schedule changes are necessary. Unsuccessful Solution Asking employees to stay focused and review previously covered training materials.

80 • The Customer Call Center Outback: A Frontline Supervisor’s Map to Sucess

PROBLEM Addressing the noise level in the call center. Successful Solutions 1. Discuss the noise issue with individual employees. 2. Ask for cooperation and assistance. 3. Identify how big the problem is and who or what is causing the noise. Unsuccessful Solution Speaking with the team about the noise level at a team meeting or as a group.

81 • General and Administrative Issues

Worksheet Solution Attempted

Cost to Implement

Result of Solution

Lessons Learned

Trotter-Cover 5/23/02 9:13 AM Page 1

(Cyan plate)

A Frontline Supervisor’s Map to Success

C U S T O M E R

Designed as a workbook for frontline supervisors, this easy-to-use reference offers suggestions on how to solve the most frequently encountered problems in the call center. Based on research with 70 call/contact center supervisors, a wide variety of possible solutions is developed to counter the most common problems. The work is current, practical, and honest. Many of the solutions will answer your daily questions. This compendium will save you time and money.

T H E

Michael D. Trotter

Trotter

The Customer Call Center Outback

C A L L

resistance to make his point. Having spent the past 14 years involved with the daily operations of call/ contact centers, he has had a chance to put this philosophy into practice. Currently, Mike Trotter is the executive director of the Center for Customer-Driven Quality at Purdue University.

O U T B A C K

Michael D. Trotter is a passionate leader in the call/contact center industry. He has invented the term “business karaoke” to describe most companies’ behavior when it comes to being customer focused. He sees things through the eyes of customers and employees and has often taken the path of most

C E N T E R

About the Author

The Customer Call Center Outback A Frontline Supervisor’s Map to Success