Agent Attrition

3 Ways to Prioritize Your Agents for a Better Customer Experience

A great customer experience isn’t coincidental. It’s carefully crafted, highly intentional and, most importantly, it’s hard.

A mere 8 percent of customers think they’re receiving an awesome customer experience, according to a study from Bain & Company. And of those who have a really great experience, 68 percent of them attribute it to a pleasant agent, according to another study from American Express. Furthermore, 62 percent said the agents’ knowledge and resourcefulness was key to their positive experience.

You know knowledgeable and empowered agents provide a better customer experience, yet you’re still plagued by insane turnover rates, frustrated workers, inefficient workflows and misaligned processes in the contact center. Why?! And what can you do to fix it?

Start prioritizing your agent experience.

Think about it, when your agents feel they’re working well – when they’re efficient, effective and aligned – they work harder. They know what your expectations are and how they’re impacting the greater vision of your company. Agents that are motivated, engaged, and empowered are happier and more satisfied with their jobs. And, they’ll provide better customer care.  They can see how their actions impact a real, live human by creating a better customer experience.

But if they’re stuck in a broken process, fumbling through outdated technology paired with a manager that has too much on their plate, their ability to drive positive experiences flounders into a sea of nothingness. And if they’re frustrated, the results on your team morale are toxic.

You’re searching high and low for coachable moments, without any time to actually coach, amplifying the negativity. And to top it off, the outdated tech stack your center’s using is mismatched with what your customers are using. For instance, your customers (and your agents, for that matter) are used to texting, sending pictures or videos, chatting on a live chat or using social media to communicate, switching from one place to another without losing context.

But your business is not.

It’s time for contact centers to put agents’ success at the top of the priority list. Start building your agents’ confidence and empowerment. But what exactly does agent success look like? Here are five ways to prioritize your agents and improve their (and your) success.

Three Ways to Prioritize Your Agents

  1. Start (and continue) coaching

The single most important thing you can do as a contact center manager is coach your team. But managers are struggling to train their people well. On average, managers are spending 53 percent of their week looking for coachable moments rather than actually coaching. Yet, studies show frequent touchpoints, with specific examples increase employee satisfaction, engagement and performance. And, it creates a culture of trust company-wide.

  1. Use the right tools

Efficient tools and processes increase agent productivity and satisfaction. Think about it: If your agents have to fumble through a messy process, touch eight different tools in under three minutes, just to find a clue to answer the customer’s problem, they’re going to get a little flustered. But offering up the right tools (with coachable moments built in), with processes meant to enhance the workflow, not stifle it, creates more effective and efficient agents – and happier customers.

  1. Empower them

Empowered agents work with more autonomy. They see more first contact resolutions and have clarity in where they’re impacting your company’s vision. Workers place a high value on employee empowerment, whether they’re in a contact center or somewhere else in the company. It’s simple, they want to feel supported and respected. They’re hungry to perform at or above your customers’ expectations, but they need the right tools to be successful and effective.

Sharpen has created a solution designed to remove the inefficiencies that are plaguing your agents, their quality of life and their ability to provide a positive customer experience every time. Join their webcast as they talk about key trends driving new opportunities for agent empowerment and how contact centers can take advantage ASAP to improve their agents’ experience.

3 Tips for Creating a Captivating Employee Culture

Employee culture has an enormous impact on the success of your company. When you’re able to create a stellar employee culture, your agents aren’t the only ones who will notice ­– your customers will love what they see, too, which will drive sales and business success.

Startups have it a bit easier because they can create their employee culture from the very beginning. If you have an established brand, it may be trickier to shake things up. It is possible, though. Here’s how:

Create a culture that reflects you.

You are your brand, and your brand is you. The elements that drove you to create your company are the same ones you should mark as most important for your company culture. Are you incredibly creative and innovative? Do you appreciate people who work hard and then play hard? Do you think that a relaxed workspace, where people are calm and centered, is the best way to accomplish tasks? Do you believe that collaboration is the best way to advance your company? Think about those questions when you’re hiring employees.

Take the lessons from the past and apply them now.

No matter where you are in your corporate journey ­– a first-time founder of a brand new startup or a seasoned entrepreneur in the middle of her tenth venture ­– you’ve learned something in the past that you can apply here. If you’ve only ever been an employee, think about what did and did not work for you at your previous jobs. If you’ve managed others in the past, think about the reactions you got when you launched new programs or instated certain rules.

Get everyone on board.

In order for an employee culture to truly permeate the entire company, everyone needs to be on board. Take a tip from JetBlue for getting everyone off on the right foot. When they hire new team members, they’re invited, along with their spouses, to orientation. Yes, they watch brand videos during orientation, but they also get to fly simulators and indulge in delicious meals. JetBlue introduces everyone to a specific, brand-centric culture, which sets the tone for their entire work experience.

Employee culture is the base for how everything functions in your company, from interactions between employees to customer service. No matter how long you’ve been in business, you can create and evolve your company culture starting now.

Is Gamification Right for Your Contact Center?

Gamification might be a contact center buzzword right now, but the fact that it’s trendy doesn’t make it right for your agents. In order for gamification to be successful, you have to have analytics, agents and management all on the same page, and your team members’ personalities have to be more cohesive than contrasting. Here are five factors to determine whether or not gamification is a good choice for you.

First Things First: What is Gamification?

Gamification refers to game mechanics in the contact center that are used to motivate employees. Agents compete to finish objectives before others. Competition can be based on practically anything, but should focus on the areas that need the most improvement. These could include hours worked, average speed to answer, first call resolution, total talk time, after-call work time, or percentage of calls segmented by type. Rewards are doled out, ranging from leaderboard ranking to badges, trophies and other physical prizes.

5 Gamification Considerations

  1. Everyone will have to see each other’s scores in order to benchmark their own score and spur on the competition. Agents will then know that the winner was fairly chosen, which instills confidence and trust in management. To do this, though, you’ll need a robust, reliable reporting system that includes the metrics you want to track.
  2. Several agents must participate, not just a select few, and they have to be agents who are able to engage in healthy rivalry. You may want to create a team building program before deciding if gamification is right for your contact center.
  3. You’ll need a system setup to detect and report cheating. Some agents may try to make it look like they’re doing more just for the sake of winning.
  4. New hires do well with gamification because it can help them learn faster and retain information better. However, they might be at the bottom of the scoreboard when learning because they’re competing against seasoned agents, and that could inhibit their confidence. Carefully choose the competitions that new hires are included in, and consider having them only compete against other new hires, which will level the playing field.
  5. Gamification usually requires some amount of supervision. Consider how realistic it is for management to get involved based on their availability.

Have you setup gamification in your contact center? We want to hear about your experience!

 

Customer Journey KPIs Every Contact Center Should Track

 

The customer journey can be a difficult thing to map and understand. With so many touchpoints along the journey, the map isn’t predictable and linear, yet it’s still necessary to monitor and analyze. These Key Performance Indicators (KPIs) will help you gain insight from the customer journey and move on to improve it.

Customer Effort Score (CES)

Even if a customer prefers self-service to live agent support, they don’t necessarily want to put a ton of effort into solving their own issue. Self-service shouldn’t be a difficult-to-implement alternative to normal customer support. Instead, it should meet the needs of the type of customer who seeks out self-service via quick, easy-to-find answers and the ability to make changes sans agent assistance.

Customer Satisfaction (CSAT)

Some of the most important customer journey touchpoints will occur when the customer interacts with a support agent. CSAT is the measure of the customer’s satisfaction before, during and after they contact customer service. If CSAT scores are dropping, it may be time to look closely at agent productivity, ticket management and self-service options.

Net Promoter Score (NPS)

The NPS will tell you if your customers are going to recommend your products and services to others. You have to go deeper here, though – why will your customers recommend your products and services, or what it is that’s keeping them from doing so?

Customer Churn / Retention Rate

Customer support teams for subscription-based products and services have to pay special attention to retention rate. If you see a lot of customers leaving around renewal time, it’s necessary to figure out why you lost them. What part of the customer journey is causing customers to change their mind? There’s a snag somewhere.

Customer Success

Customer Success isn’t a single KPI, but instead a customized KPI program based on your specific business, customers and goals. A Customer Success strategy may include Up- and Cross-Sell Rates; Average Revenue per Customer; or Rate of Adoption, which starts with defining beginner, intermediate and advanced customers or users. You may also want to include Retention Rate, NPS and CES in your customer success KPIs. Think of Customer Success as an overarching customer journey strategy based on what success means for you.

Customer journey KPIs may be difficult to track, but they come with a big benefit – often, improving one will have a positive impact on another.

Fortifying the Career Path of the Contact Center Agent

Employers are experiencing a serious talent shortage, according to a 2016-2017 report from ManpowerGroup. Part of this could be because more and more employees want to work for an employer who will help them advance their career, and they’re happy to leave an employer who prevents them from doing so.

At the same time, contact centers are harnessing the power of AI and chatbots, eliminating the need for agents to perform repetitious, monotonous tasks. As a result, the agent’s role is becoming elevated. Customers want more adept service, too – when they have a complex issue, they want customized service from a knowledgeable, human agent who can creatively problem-solve and who is empowered to make important decisions. This circles right back to benefiting the contact center, because the way to stand out from the competition is to offer top-notch customer service.

Due to the changing workforce, smart contact centers are giving agents the opportunity to advance in their role as well as their career. As management puts trust and faith in their employees, agents feel that their long-term success is important to the company, which improves their performance and loyalty. Even if customer service agents move out of their current job and into a higher position, they bring with them in-depth customer knowledge that they gleaned during their time as an agent.

Even if an agent isn’t yet ready to move up and out of their position, they can become more essential to the contact center and more helpful to the customer by become an SME, or a subject matter expert. SMEs are the go-to agents who have deep understanding of a specific process or product. The SME can help train agents in the same field, deal with escalating calls, and enrich the self-service knowledge base. They may also be asked to work closely with other departments at the contact center, like marketing or product design.

If you’re unsure of where to start when it comes to elevating your workforce, start by asking agents what they’re most interested in. Let your employees shadow parts of the business that they want to know more about, then hold a meeting with the employee to learn about their experience. If your employee shows a strong interest in a different or more advanced area, speak with management to find out how to best accommodate the agent.

 

 

 

 

How to Measure the Costs of Agent Attrition: Inebriated Executives

ron.davis

Ron Davis, Founder, CEO: Tenacity

Call Center Managers Rarely Know the Actual Cost of Employee Attrition

As the CEO of a company that helps contact centers reduce employee turnover, I have a lot of conversations with executives about the cost of attrition. Their estimates are as random and dangerous as a game of drunk darts.

A Data Driven Industry?

I find this especially amazing, because year after year these leaders fill out surveys saying that agent turnover is their #1 problem. But after decades of hand wringing, they have no idea what it costs them. For an industry dedicated to painstaking measurement of employee performance, this is surprising. And for an industry suffering with razor thin margins whose biggest preventable costs come from agent turnover, it’s inexcusable.

It’s true that many of these senior managers think they know what it costs when employees leave. Perhaps they read an interesting article about agent retention online, or a consultant gave them a rule of thumb. Maybe they were a bit more ambitious and got someone from the finance team to try and model the cost of agent attrition in a particular call center four or five years ago. Or the executive herself sat down and did some back of the envelope calculations to figure out the hiring and training costs, and figured she had a pretty good grip on the total price of agent turnover. If only they knew.

In most cases, when I dig a little deeper, I learn that these call center bosses have very little idea of the actual, hard, measurable, bottom line costs of losing their employees. And unfortunately, just like in real drunk darts, ignoring your biggest money sink is a hazardous way to spend your time.

Off by 400%

As an example, we recently spoke with a very senior executive about employee retention at his North American contact centers. His thousands of agents go through six weeks of training and two weeks of heavily supervised calls afterward, and then have a nearly eight-month learning curve before becoming fully productive. He said the average cost per attrit is around $3,000. After asking a few more questions, it became obvious that the real, hard, measurable, tangible cost to his bottom line was a bit more than four times as much.

Why is Measurement So Poor?

The reason for this variance is twofold. The first is that the industry has no widely held best practices for measuring the cost of employee turnover, and none of the thought leaders seem to have dedicated enough mindshare to change the way the industry thinks. And fixing this requires more than careful intellectual work – it requires leadership. Unless someone drives the industry forward to embrace standard forms of measurement, the drunk dart “measurements” will continue.

The other reason is incentives. If 5% of your employees quit each month, and there is no standardized definition of the cost of attrition, would you rather report to your boss that this costs $3,000 per person, or $12,000? Mark Twain said there are “lies, damned lies, and statistics.” Clearly, he had never seen a financial model designed by the person whose performance would be judged by its outputs.

Want to fix attrition? Start by getting honest with yourself about its costs.