Posted by Shannon Cherry on Thu, Aug 19, 2010 @ 07:53 AM
Coaching is one of the most widely acclaimed methods of moving the needle in the call center. Surprisingly, though, many organizations have so little information on how much, why or even the amount of coaching that is conducted in their call centers. In such a highly-measured culture where sometimes it seems as if every action is tracked, coaching is one of the last holdouts.
Call center executives should implement a coaching scorecard to measure performance of supervisors and their agents. Investigate the correlation between coaching activities and agent performance improvement. Specifically, formulate a plan to measure coaching impact, coaching volume, and coaching focus.
Read more tips on how to create an effective coaching scorecard here.
Once you've begun using a coaching scorecard, the next step is to improve your coaching process. Standardizing, automating,and optimizing agent idle time are key steps to refining the call center supervisor's job.
Adhering to automated standard coaching processes allows supervisors to manage 20% larger teams. Optimizing idle time in call volume enables agents and supervisors to focus on improving performance. Are you taking advantage of these best practices in your call center?
For more coaching tips for the call center, read the Seven Fundamental Plays from the Coaching Playbook.
Photo by heliomedeiros
Posted by Lee Anne Wimberly on Fri, Mar 05, 2010 @ 04:13 PM
All great coaches have their signature plays. Like most games, however, call center coaching isn't a one-play game. It takes ongoing dedication to a set of tried and true tactics, the basics that will win over time. The following are seven fundamental plays that are the hallmarks of great coaching in the call center.
#1 - Ensure It Is True Coaching
What gets called coaching on many teams is really managing without much guidance on improvement. Eighty percent of executives in a study by Knowlagent indicated that they do not believe supervisors have all the right skills for coaching.
#2 - Make It Targeted
By its nature, coaching should be targeted, but it's difficult for supervisors to keep up with all team members' performance and individualized coaching plans.
#3 - See That It Is Frequent
The demands on a supervisor's time are many. And often the lower performing agents take up a disproportionate amount of that time. To meet the needs of all agents, time must be made for both agents and coaches to interact on performance problems as well as enhancement opportunities.
#4 - Make It Actionable
Unless it is actionable, much of what is called coaching is merely advice. Basing coaching on the call flow creates actionable coaching.
- Break the call down into key steps.
- Identify the step where the agent struggles.
- Identify the behaviors needed to execute the step successfully.
- Develop a plan to change those behaviors.
#5 - It Better Be Consistent
Because most coaching happens on an ad-hoc basis, similarly performing agents can receive very different types and levels of coaching. Nearly 50 percent of supervisors surveyed can not define their coaching process.
#6 - It Has To Be Measurable
By embedding a measurement system that shows how much, who and what is getting coached as well as its link to performance, constant improvement through coaching becomes systemic in the center.
#7 - Require Individual Accountability
Without a mechanism to take ownership for increasing performance, agents may be left adrift, becoming dissatisfied with the prospects for improvement and/or advancement. Creating a partnership provides the ownership needed and establishes a framework for creating and sustaining improvement.
Read the full paper Seven Fundamental Plays from the Coaching All-Star Playbook, which also includes a recommended Coaching Scorecard.
Posted by Kerry Engle on Fri, Feb 26, 2010 @ 12:48 PM
Most of the traditional methods used for managing agent performance in the call center just aren't working anymore for many organizations. The ongoing operational demands, combined with the budget and resource restraints of late have left many looking for a boost when it comes to developing and effectively communicating with their front line. Here are some of the hallmarks of true, performance-enhancing training that, if implemented, will boost your level of play and leave you well-positioned to succeed.
What is Performance-Enhancing Training?
Since changing behavior is the only way to achieve sustainable results, all of the following principles are geared to that end. These principles are illustrated below.
1. Frequent
Too often call center training is an infrequent occasion as opposed to a consistent, systemic part of the call center operation. In a recent survey by Knowlagent, almost 40 percent of call centers reported training agents between one and four times a year. Many centers provide agents with access to a learning management system or knowledge base with the hopes that agents will go get the information and knowledge they need. Considering the enormous pressures to meet service levels, it isn't hard to figure out why so much of what is scheduled doesn't occur and why agents don't often take the initiative to get the information they need before they need it. Yet dips in call volume occur when agents have little to do. The underutilized asset in this equation is this idle time between calls. Exploiting this "natural" occurrence to push training to the agent desktop during these small pockets of down time is the only way to ensure training for call center agents happens frequently.
2. Targeted
Even if training is provided frequently, a one-size-fits-all approach doesn't provide maximum value. If the call center and the agent invest time in training, it should meet the needs of both. An agent does not want to be trained on something that isn't relevant to their needs, and the call center doesn't want to train an agent on an area at which he or she excels if there is another area that needs improving. Basing individualized call center agent training on performance meets the targeted criteria and provides the highest value.
3. Easy to Digest & Apply Immediately
Adult learning theory asserts that short learning interventions that can be immediately applied have the best chance at retention. This concept is clearly important in a fast-paced environment like the call center where the unplanned nature of calls gives agents less control over their day than most. A 15-minute learning break allows a short respite for some targeted information that is used on the next call for maximum reinforcement.
4. Measurably Impactful
One of the keys to success in any endeavor is measurement, and nowhere is a culture of measurement more prevalent than the call center. Giving all players a view to their performance, and an understanding of how they impact that performance through training, provides the measurement and guidance needed to underpin a successful performance improvement initiative at the individual call center agent level.
5. Consistent
Consistency has two applications in this context. The importance of regular communications cannot be overestimated in keeping call center agents informed and engaged. Additionally, the consistency of message in those communications and training is important. E-learning provides a conduit for regular communications and removes the possibility of different teams getting different messages or levels of information from supervisors, team members or even trainers.
Image by Dr. Stephen Dunn