Article : Tips for Successful Contact Centre Management - Part 5 & 6
Do other areas of your business know what you do and how well you do it? Really? They know you help customers or sell stuff over the phone, but do they realise how much you sell, or how many customers you help that would otherwise be calling them? I bet they don’t.
If you have a company newsletter – use it. If you don’t, create your own newsletter to tell people about what you do. Not in detail – it won’t be read. Just a few key metrics, examples:
- Did you know that the contact centre made xxx sales totalling $yyy,yyy.yy this month?
- Did you know we helped zzz customers with an average NPS/Customer Satisfaction score of aa?
- Of the bbb calls we received this month, only cc% required escalation to another department for resolution – thus removing a significant amount of work from these departments.
The home page of the company intranet is also a great place to advertise the successes of the contact centre. You can also publish complimentary emails from customers to reinforce the positive customer satisfaction scores.
It is important that contact centres demonstrate their value to all parts of the business – thus generating interest and respect for the valuable work they do.
This is different to selling success – it is internal to the contact centre.
Contact centre work is difficult and often thankless – but you can change that! If staff exceed realistic targets, get good customer feedback or similar, celebrate their success – reward them and actively promote their achievements.
This can be through a formal reward and recognition program, or it can be simply ‘catching someone doing something right’. Ideally, it should be both.
Don’t ignore it – recognise it, then others will put in a greater effort to be recognised and customer service goes up.
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Every contact centre should have a reward and recognition program. It has to be fair, defined and documented so the right staff are recognised. If staff believe the wrong staff are being recognised it will have a negative effect. However, it needn’t be expensive – the short-term rewards can be very small and very inexpensive, because it is the recognition that counts. Longer term (quarterly, half-yearly or annual) need to be a bit more substantial but they still don’t have to be expensive in terms of your overall budget. The benefit to customer service will more than offset the cost.
A reward and recognition program has to be balanced. If you include only productivity, or only quality, you will drive the wrong behaviours. The key attributes of a reward and recognition program are:
- Viewed as desirable by staff.
Without these attributes it is unlikely to be successful.
All previous articles are available on our web site - www.ccaction.com.au
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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
Published: Monday, July 25, 2016
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