The Global Association for Contact Center Best Practices & Networking

"giving esop's to employees making them stake holders"

"I think the shape retention of staff should be the motivation, motivation, both personally and in labor."

"compensation
schedules
time off"

"Fair wage, rewards & recognition, provide a system where objectives are attainable, clear and employees have everything they need to be successful. (But they have to be self-motivated coming in the door)."

"there is an open door system in our center and every employee is free to offer new ideas and projects. In this way, employees are able to manage own work, participate projects and improve their competences
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"Good pre-employment candidate assessments are key, followed by a good training program. After that good communication with staff and frequent updates regarding performance."

"Understanding them and giving the feeling of a team member.. sharing success and failure as a team"

"Assisting staff plan and drive their careers."

"It all begins with hiring the right people. The secret is to look beyond the current position; many candidates can do the current job, but how many new hires can grow to other areas within your company. I am not suggesting you hire over qualified staff, as that would bring its own challenges, since the candidate (if they even took the job), would be looking to get out almost immediately. Instead during the interview process, determine the candidate’s future plans by understand their current interests, desires, passions, and the types of things they like to do. Stop asking, “What is your 5 year goal?” as the answer will not really tell you what you need to know. In every centre I have run, I have always made it a point to ensure recruiting involves looking at what the candidate brings to the table and where they could possibly go after leaving the role they are being interviewed for. It could be as simple as determining if they are capable, or most importantly trainable so they can take on additional responsibilities of more complex skill sets. Turnover is often seen as a bad thing in a contact centre, especially when it is high. I look at turnover from two perspectives, favourable and unfavourable. Unfavourable would be a bad hire. We have to let a person go, or the person leaves very soon after hiring, and we lose talent we could use elsewhere. Favourable turnover is positive growth within the company or a departure of someone who has reached their full potential and they are not a fit anywhere else in the company. The departure has to be on good terms to be counted as favourable. What it allows us to do is to take turnover into perspective. So we may have a 20% turnover rate, but if 80% of the turnover is favourable, then we are doing pretty well."

"HR has to look for people who really like to work in a contact center, people who like to serve customers. Technical skills can be trained, but norms, values and the way people are not. Next to this I select myself every Agent. And as a contact center manager I have to motivate and stimulate the people but also I have to create an environment where people have fun, like to work, enter work with a smile and leave work with a smile, independent of the work load. That's PEOPLE management."

"Employees’ engagement through ensuring they are involved and making the decisions Agents are at the top of the organisation not at the bottom.
Rewards and recognition, coaching, opportunities within the centre / organization.
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"To retain talent, keep the best, we need to invest resources, time and money in training and coaching. It is important to ensure programs of celebration, recognition of merit and surprise them with delighting bonus schemes. To create strong emotional relationships, proximity and recognition, between all the team and Optimus."

"To buildup a organization's brand image is though employee's satisfaction and people awareness by various activities. Motivation the employees is batter way to build a employee's satisfaction.

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"engagement programe
employ differing levels/stages of experience. Although if i keep them more than 2.5 years its good. After that they need to do something different as the burn out happens"

"Our training & development program - we keep people learning, and hopefully progressing, and that is an enormous factor in their enjoyment, continued improvement, and ultimately, loyalty to the business."