Executive Interview : Interview With Emilie Boisvert From Desjardins Card Services
Emie Boisvert of Desjardins Card Services in Canada is presenting this week at the 2014 Top Ranking Performers Awards in Las Vegas. ContactCenterWorld.com went one-on-one with this already crowned industry champion from The Americas Region and asked her for some best practice ideas for your contact centre.
What is the best way to engage staff who work from home?
Keep in touch with them regularly by emailing, given them a quick call in between their own calls with our customers, use communication platforms such as Lync to send instant and brief messages. We also invite them at the main office on a monthly basis so they can participate in our staff meetings and still always feel a part of the team. Also, for any staff member that is interested they can come and work from the main office whenver they wish to if just to keep their interactions with their colleagues.
Who should be the person presenting internal awards to staff / recognizing achievements of the staff/center and why? Obviously our first line management team is always present when we give out our prizes/recognition to our staff but we also get our directors to participate and even our VP from time to time which shows that from top to bottom, everybody cares about the operations of our call center within our organization.
How often should an agents / front line professionals performance be measured from a quality standpoint and how should this be done?
Our businesses practices are that each of our staff members is met individually on a monthly basis. In addition, we evaluate 10 to 12 calls per agent per month and on top of that different team members evaluate the calls (seniors agents, first line manager, directors, etc.) The call quality grid is shared with the agents immediately after an evaluation and we meet the agents to show them a wrap-up of the entire monthly performance. Our management team has weekly harmonization sessions to make sure that our evaluation are the same whoever is responsible for it and we provide direct feedback to the staff right after the given session. We believe that sharing regular feedback is a driving force for the success of our call center and customer satisfaction.
What in your opinion is the best way to schedule staff for a contact center? How should you allow them to select shifts or should they be set by you?
We believe that the best way to handle this aspect is to have a dedicated team that is responsible for the planning of the staff's schedule. We have such a team who are experts in monitoring trends and setting thresholds for us to reach our planned quality of service. In addition, this gives additional freedom for the management team to focus on the most important aspect of their jobs which is to coach our staff. Hence, our management team doesn't need to prepare or invest time in managing the staff's schedules. Seeing as how we are unionized we also have to respect some predetermined rules in regards to staff scheduling.
Can you share a tip or two on how to improve agent/front line Motivation?
Involve them in the daily activities in the call center and provide them with added visibility with other departments (such as marketing teams). Empower your staff by providing them with more leeway in terms of business decisions when interacting directly with a customer. Showcase and highlight their achievements by sharing it with top level management.
Can you share a tip or two on how to improve customer satisfaction?
Setting staff performance review on customer satisfaction is an important factor of our succes. Telling your staff that you want them to focus on answering all of the customer's needs instead of focusing on classic call center core metrics such as AHT.
What are the 2 or 3 mistakes managers often make when they recruit staff and how can they avoid these mistakes?
Hiring staff that do not necessarily have the profile to work in a call center. In order to correct this we have the candidate spend an hour listening to some calls in our real environment and we also ask our staff for feedback about the candidate so this is also engaging for our staff. All this happens right before the official interview with the management team.
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More Editorial From Desjardins
Desjardins: The largest cooperative financial group in Canada 888 points of service 2,599 ATMs More than 20 entities and business units offering a large range of financial and insurance services in Canada
Published: Tuesday, November 11, 2014