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Future People - ContactCenterWorld.com Blog

Fair Work Commission Minimum Wage review

A reminder about the upcoming Fair Work Commission Minimum Wage review which occurs at the end of each financial year.  Here the national minimum and modern award minimum wages are reviewed in relation to cost of living in Australia.

New minimum award rates come into operation from 1 July each financial year. The new hourly rates for Temporary Employees cannot be confirmed until the increase is Gazetted which often occurs only just before or on the effective date of 1 July. This year 1 July falls on a Wednesday and any increase is required to be reflected in the first pay period. This means that the hourly charge rate will increase proportionate to any pay increase for all hours worked by Temporaries from 29th June (week ending 5th July).

As soon as the new rate increases have been gazetted for our temporary employees, you will be informed of the impact on the hourly charge rate for your Temporaries. This will occur in the week beginning 7th July.

Source: http://www.futurepeople.com.au/fair-work-commission-minimum-wage-review/

Publish Date: May 29, 2015 5:00 AM


Fair Work Commission Minimum Wage review

A reminder about the upcoming Fair Work Commission Minimum Wage review which occurs at the end of each financial year.  Here the national minimum and modern award minimum wages are reviewed in relation to cost of living in Australia.

New minimum award rates come into operation from 1 July each financial year. The new hourly rates for Temporary Employees cannot be confirmed until the increase is Gazetted which often occurs only just before or on the effective date of 1 July. This year 1 July falls on a Wednesday and any increase is required to be reflected in the first pay period. This means that the hourly charge rate will increase proportionate to any pay increase for all hours worked by Temporaries from 29th June (week ending 5th July).

As soon as the new rate increases have been gazetted for our temporary employees, you will be informed of the impact on the hourly charge rate for your Temporaries. This will occur in the week beginning 7th July.

Source: http://www.futurepeople.com.au/fair-work-commission-minimum-wage-review/

Publish Date: May 29, 2015 5:00 AM


The top priority for team leaders – people engagement

The contact centre is often the customers’ only connection with the organisation, so the engagement of that customer is critically linked to the service each agent provides. An agent who is being mentored, developed and coached by their team leader is key to providing the plus-one levels of discretionary effort that shows up in tone of voice and willingness to serve by the agent on the end of the phone.

And they do this, not because they’re following a script that tells them to thank the customer at the end of the call, but because they truly buy into the values of the organisation that places the customer at the heart of everything they do. And even more importantly, they care about the customer because in turn, they feel cared about by their leader.

Having a team of agents who are continually motivated to give a truly great customer experience is no small ask, yet this is what hundreds of team leaders are doing, day in and day out, all over the country.

Forget monitoring KPIs, analysing spread sheets and replying to a never-ending stream of (internal) emails, it’s the relationships a team leader fosters with the people they lead that really drives performance.

  • Are they demonstrating to their team what to do?
  • Are the leading by example?
  • Are they building trust?
  • Are they coaching underperformance and building confidence?
  • Is the team truly engaged?

Leading psychologist Daniel Kahneman is the founder of Peak End Theory and his work tells us that when people reflect on an experience (for the purpose of this article, let’s say a call to a contact centre) it’s the peak moments they remember, good or bad, and the way the call ended. A team leader who knows this, because they’ve been coached this way will share this with their team ensuring they are mindful of the way a call starts, their tone of voice throughout, and that the call ends positively.

Ensure your team leaders are truly equipped to lead, coach, mentor and develop their teams with our eQ+ FutureLeaders program.

For more information please call Ruth on 0488 132 334 or email rhamilton@futurepeople.com.au.

Source: http://www.futurepeople.com.au/why-the-team-leader-is-critical-when-delivering-on-customer-experience/

Publish Date: May 28, 2015 5:00 AM


Reflections on leadership; the ‘why’ is just not enough

I don’t know about you but sometimes I find being a good leader can be hard. I’m consciously aware of being a good role model, always being ‘present’ for my team irrespective of work pressures faced and  what may be going on in my personal  life and I’ve been trying to work out how to be an inspiring leader especially at those low points when feeling inspired is hard.

Simon Seneck’s TED talk on ‘How great leaders inspire’ deeply resonates with me and what I view my role to be – if you haven’t watched it you must.  Simon Seneck talks about the golden circle’ – ‘why’, ‘how’, ‘what’. Most organisations know what they do and how they do it but very few understand why they do it. The difference with really great organisations is they focus on the ‘why’ and the role of leaders is to connect every individual to that purpose in a personal way. Makes sense.  Feels good. Harder to do in practice.

Why’s it so hard? Because most leaders spend at least 80% of their time on management not leadership. 

In a work context the measure of a great leader is really about delivering results. A good leader GETS STUFF DONE. Having great leadership qualities; connecting people with purpose isn’t enough. A great leader also needs to be a great manager – they need to find and engage the right talent to deliver results, connect their team to purpose and focus on the right tasks, at the right time, in the right way.

Management is about organizing resources, processes and systems to deliver results. Leadership is about inspiring great performance. There’s plenty of great leaders but poor managers however to deliver results you need to be an effective leader and an effective manager. When these two things intersect great things are possible. 

The key to success is balancing leadership and management, focussing on the ‘why’ to inspire and the less glamorous but as important management to deliver results.

I’d love to hear your thoughts – email me on ceo@futurepeople.com.au

 

Source: http://www.futurepeople.com.au/reflections-on-leadership-connecting-with-purpose-focussing-on-the-why-is-essential-but-not-enough/

Publish Date: May 28, 2015 5:00 AM


Why recruiting top talent shouldn’t be the first priority

There are two ways of looking at human behaviour: that is people generally have good intentions or those intentions and are bad. If we assume the former and employ a recruitment process that gets to the heart of a person’s engagement drivers and selects them accordingly, then it’s fair to say that new employees come into an organisation as highly engaged talent.

Highly engaged employees are the holy grail based on the three S’s of employee engagement: Say, Stay, Strive – engaged employees say good things about the company – they are a potential referral base, they stay longer avoiding the cost of attrition and most importantly they strive to deliver ‘plus one’ discretionary effort – the ‘plus one’ makes a significant impact on positive customer experience.

Research shows that highly engaged employees deliver 45% higher job performance yet only 20% of employees in most organisations are highly engaged. Furthermore close to 10% are actively disengaged and 70% are neutral – those who are neutral are average performers who fly under the radar however they also represent the biggest opportunities for managers. Imagine if we could move even half of our ‘neutrals’ to highly engaged – we’d need half the number of people to get the same outcome!

It is interesting to note that highly engaged employees also represent the greatest risk to an organisation – they deliver the most and offer the greatest potential but if disengaged can cause the most damage. A good analogy is high performance race horse spooked at the starting gates.

However, the point is that our new employees come in as highly engaged. Our job as leaders is to ensure we keep them that way. Engagement is about culture and leaders are culture in action – ‘people leave managers not organisations’.  In the contact centre, team leaders are culture in action – the new employee’s experience of the organisational culture comes via their immediate manager – and is often their only experience of the organisations culture.

The relationship the team leader builds with their new employee and the culture they foster within their team is the key to maximising employee engagement – of existing employees and the fresh new talent that joins with hopes and aspirations. Team leaders must be involved in the recruitment process of new employees: to understand engagement drivers and ensure they deliver on the promise the organisation makes when attracting talent. This is the key to reducing the very costly early stage attrition and driving long term retention.

The priority before recruiting top talent is ensuring your team leaders can deliver on brand promise and engage those new recruits.

Ensure your team leaders know how to recruit and keep highly engaged employees.

Source: http://www.futurepeople.com.au/recruiting-and-retaining-highly-engaged-talent/

Publish Date: May 27, 2015 5:00 AM


Behavioural agility – the new silver bullet for contact centres

Frontline employees have always needed to be highly resilient and agile enough to quickly transition from one challenging call to be fully present on the next, but now we’re asking more of them than ever – and what are they getting in return?

The ‘contact centre’, ‘call centre’, ‘national sales centre’, ‘hub’, ‘club’ or the even the ‘customer experience centre’ are recognised as the key channel for customer engagement, and frontline staff – agents and team leaders the critical link in developing deepening customer relationships.

In our recent competition to tell us about your ‘worst call ever’ the responses we received painted a pretty grim view of the highly stressful and emotionally charged calls our agents and team leaders are dealing with on a daily basis. And in the main they all do a pretty great job of it despite having had, in most cases, little to no real customer service training, let alone anything specifically designed to deal with the pressure of life in a modern customer contact centre environment. Skills such as conflict resolution and advanced communication are lacking in most cases, never mind any development focussed on mindfulness techniques, stress reduction and emotional wellbeing.

Our research tells us that 90% of CEO’s have customer engagement at the very top of their agenda, yet there is little investment in developing the skills of the people who live and breathe customer engagement each and every day.

Too often an agent will have a good or a bad day depending on who they speak to or interact with. Behavioural agility which can be learned and developed provides frontline employees with the ability to exert more control over their reactions to, and interpretations of the calls they make or receive during the course of their day.

Business is rapidly changing. The world of work is shifting at a pace none of us has ever seen before – the idea of ‘change’ has traditionally equalled ‘stress’ for most people, yet new psychological research is discovering that as human beings we are actually at our happiest when we are growing and evolving. Coupled with this, the research shows that things we are most proud of are the hard experiences where we have pushed through to achieve something we felt was just out of reach.

The key to much of this is the stories we tell ourselves and learning to understand our own explanation style and how we can use it to be more resilient; learning to manage negative emotions and to diffuse from our thoughts and exhibit considered and constructive responses.

Take a look at our science-science behavioural agility workshop where learned emotional intelligence knowledge is used to equip frontline employees with the ability to transition seamlessly between calls, tasks work and life.

For further information or to discuss the unique challenges facing your team, email Ruth on rhamilton@futurepeople.com.au

Source: http://www.futurepeople.com.au/the-silver-bullet-for-contact-centre-effectiveness-developing-behavioural-agility/

Publish Date: May 27, 2015 5:00 AM

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