Three Ways You Are Stifling Agent Growth
The job of a call center agent is often a thankless endeavor. This is exacerbated by the constant demands of the customers that call and expect perfect customer service at all times. It can be frustrating when agents don’t meet their metrics or are having a bad day when it comes to their relationship with customers on the phones. There are ways to handle these problems effectively and with minimum down time, and there are ways that can seriously stifle the growth of an agent. These are a few ways that you are stifling agent growth in your call center.
- Coaches have a domineering attitude.
Some coaches take on an iron-fisted role with agents. By treating the employee as if they
are underneath the management in some way, agents will feel less of a comradery to not only the management, but to the work that the call center does in general. By trying to forcefully guide agents into their role, management is more likely to alienate them. It is better to guide them by example and pair the low performing agent with a well-performing agent whom can help them improve their work performance based upon guidance and example. By giving an agent a great example in leadership and in another employee, management can more easily replicate the good behaviors and eradicate the poor ones.
- Coaches and trainers ignore agent problems.
Some coaches treat agent issues as if they are meaningless complaints. This is an absolute wrong attitude to take, because, odds are, if that one agent is having an issue with some aspect of the call center, a dozen are also having the same issue. Coaches and trainers should meet agent complaints not with apathy, but empathy. By treating these agents’ issues as real complaints, coaches can improve not only those current issues in the call center in the moment, but also look up the road toward attrition percentage improvement and improving overall quality of life for agents. This will have a very deep and broad effect on quality of life and the length of time an agent will want to stay on the job and answering the phones.
- Leadership doesn’t embrace agent individuality.
Another big issue is that leadership doesn’t support the individuality of each agent and incorporate it into call center culture. No individuality of any agent should be considered more valued than another, regardless of work performance. By creating a more open and accepting environment, diversity becomes an asset rather than a detractor. By making agents feel more and more comfortable based upon their individuality, their comfort will grow alongside their job performance.
These are just a few of many issues that face the growth of call center performance and metrics, but they are very important issues that can cause problems from the agent level to leadership. By incorporating a more positive approach to these common problems, it becomes easier to dictate and record agent behaviors to bring about more positive changes on the call floor. By remaining rigorous and active with each agent along these lines, it becomes easy to see that small steps toward the management of behaviors can very positively affect the management of agent performance and efficacy on the phones.