Balancing Customer Satisfaction When Forced to Make Additional FTE Cuts
Posted by Kerry Engle on Tue, Aug 18, 2009 @ 05:42 PM
Holding on to customers during tough times can prove difficult, given inevitable cost reductions and competitors who are just a click away for a dissatisfied customer. Below are two scenarios that can help reduce costs and the risks commonly associated with headcount reduction.
Who has time to answer the phone?
Headcount reduction of agents and/or supervisors can have the most potential for reduced customer satisfaction and revenues. There are a few ways to execute some of the measures below, however, with minimized damage:
Reduce agent headcount: Most centers staff to allow enough time for training, which is effectively "double-staffing" for a portion of FTEs. In a scenario with reduced headcount and the same service levels to meet, training will almost always get trumped. If agents aren't properly prepared for calls, quality will begin to suffer over time. Centers are faced with two unattractive options: double-staff or under-train. By reducing training to short intervals and delivering it only during idle time between calls, training and sufficient availability can both be achieved with reduced headcount. In our findings, 1-3% of scheduled FTEs can be reduced by this method alone.
Increase supervisor span of control: In our research on coaching, time to coach and coaching process execution were top challenges. To effectively manage a larger team, supervisors will need automation to help them find the time to coach all team members and to provide alternatives to face to face coaching. Center management will need a safeguard to ensure coaching processes are being executed effectively. With these tools in place, supervisors can manage teams that are up to 20% larger.
I would love to hear your stories about how you are balancing cost reductions and customer retention.