In an effort to keep costs down, contact centres often recruit reactively – they wait for staff to leave before recruiting new staff, by which time it is urgent to get staff on board because customer service is suffering. All too often the focus is quantity, not quality – just get the ‘cheeks on seats’.
This approach usually adds to the attrition problem – the wrong people are put in the wrong job and finish up leaving after a relatively short time. Rushed, or inadequate training will also worsen the problem.
Another approach is to forecast attrition and recruit staff before a vacancy actually exists. This is more expensive in real dollar terms because you are often over-staffed, however it saves the hidden costs that are not always considered. Some examples of hidden costs are:
Make absolutely no mistake – contact centre work is not easy; despite public opinion it is certainly not ’entry level’. Contact centre staff have to know more about the organisation, its people, products and services than anyone else in the organisation – which is why so many contact centre staff are "poached" into other areas of the business. In addition to this, they need to have the right attitude and approach – they have to get excited about helping people. People ring contact centres because they have a problem – I have never heard anyone ring a contact centre to wish the agent a nice day! Doctors have the same issue – people only go to the doctor when they are sick, but doctors are excited about helping people. It is critical that contact centre staff are genuinely excited about helping people and meeting customers’ needs.
Many contact centres do undertake aptitude tests and psychometric tests of new employees, as well as putting all new staff through "assessment centres" as part of the recruitment process. I also recommend using appropriate testing to define a desirable personality profile based on the traits of your best staff, and testing new staff against these traits to ensure they have the right personality and attitudes (not aptitude) for contact centre work.
Spend more time in the recruitment process, select the right staff, use aptitude testing together with personality profiling and your staff turnover will drop significantly – and so will your costs.
About Steve Pels:
Director of Operations at Contact Center Action
About Contact Centre Action:
The services provided by Contact Centre Action, and the experience we have is unique in the market today. In operation since 2003, we can provide the total solution to your contact centre consulting and recruitment needs. We have ‘hands on’ operational experience in training, operating and managing contact centres. We don’t just teach and understand the theories, we have practical experience in managing staff in this often high-pressure environment. This experience includes recruiting, customer service, metrics and measurements, staff retention, process improvement, cost reduction, contact centre relocation and centralisation. We have independent knowledge of a variety of technologies from multiple vendors, including ACD, IVR, workforce management, call recording, CTI, speech recognition, biometric verification, quality management, performance management, customer surveys, outbound diallers and speech analytics – in both on-premise and hosted environments. We are totally independent. We do not sell technical solutions, neither do we have any commercial relationships with any
ContactCenterWorld is The Global Association for Contact Center & Customer Engagement Best Practices. Today we have over 205,000 corporate 'individual' members have joined the association's website 'ContactCenterWorld.com'. We were established in 1999.
Published: Monday, July 11, 2016
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