Combating Employee Attrition in the Modern Call Center Work Environment
The modern call center campaign is faced with many challenges that can make the prospect of starting a new campaign daunting. One aspect that is especially difficult to deal with, is the sometimes uncontrollable aspect of employee attrition. Employee attrition is defined as losing staff unexpectedly and having to replace that staff to resume normal productivity for that campaign. Attrition is one of those aspects that certainly needs to be addressed and constantly corrected in order to maintain a successful campaign. In this blog, we will discuss the ways attrition effects productivity, the understanding of attrition in the current call center market, as well as how upper management could take additional steps in order to avoid, correct, and resume productive work while dealing with workforce attrition.
It is important to note that every campaign displays different percentages of workforce attrition numbers. This comes down to many different factors, from uncontrollable factors to the ease of the campaign those employees are on, attrition is not always something that can be defined as a simple factor, but something that is more so defined by multiple factors. Stress, sales (or lack thereof), and difficulty of the job, as well as the personal lives of the employees are all important factors in attrition. Some of these factors are simply uncontrollable from a management perspective, whereas other factors can be mitigated or controlled to give the desired outcome of less attrition on the campaign.
As call centers move toward a younger workforce, attrition increases dramatically. This is an uncontrollable aspect of the market, in that the dedication of the workforce is not to be compared to an older workforce, typically 35 and older, whom need to keep their job and have gathered life experience to the point that they have learned good working habits. This is another aspect of attrition that cannot be controlled in the sphere of hiring a younger workforce, but there are additional factors that can be employed in order to keep that younger workforce happy.
Employee engagement is very important when employing a younger workforce. Team building activities and sales incentives are a few of the factors that can keep a younger workforce engaged and happy on the call floor. These incentives can be as basic as cash prizes or food, or they can be something as large as a potential path to management. The more time spent engaging this younger workforce and connecting with them will undoubtedly reap rewards, as it makes that younger workforce feel understood and appreciated on the campaign. It is also important to note that out of work team building activities are also important, as it shows that workforce a comradery that can help strengthen work relationships not only through call center workers, but also through upper management who has been tasked with directing them to success.
When dealing with the unexpected in a fast-paced call center environment, the employees on the phones are the bread and butter of what makes a successful campaign. By engaging them with a truthful interest in their lives, management is better able to not only understand those uncontrollable factors of attrition, but also prepare later on when that unexpected loss of workforce occurs. An engaged management can reduce attrition dramatically and show those younger workers that people at work do care for them personally and genuinely wish for them to succeed in the work place. By treating each individual as a resource that should be built up, those uncontrollable factors of attrition can at least be curbed and prepared for, rather than being an absolute blindside to the success of a campaign.