What other implementations can complement training in contact centers? What can you implement management guidance and agent support systems? The TouchpointOne report reveals recommendations based on responses from frontline leaders.
Frontline leaders have a strong interest in greater senior management support and standardized systems. Processes to manage their interactions and build productive relationships with agents and senior leadership complement management guidance help to improve performance.
“Collaboration” and “structure” are principal terms used to articulate the tools that enable coaching, support, feedback, recognition, and other forms of agent assistance. These can be used to coordinate their efforts with senior management.
Twenty-eight percent of senior leaders identify coaching, support, and related systems as investments that can help supervisors to succeed. Twenty-five percent of frontline leaders surveyed specify similar guidance and support systems as a need for success. This indicates consistency between upper and frontline levels of management about the issue.
Contact Center Challenges Regarding Management
There are several challenges that contact centers face. For supervisors, cultivating effective relationships with contact center agents can be a challenge. Contact center teams are particularly dynamic. This is due to high employee turnover, low-skill/low-wage, and demographic diversity.
Agents operate in small workspaces. They are subject to a variety of communications, logistics, and schedule restrictions, This is due to security, regulatory, and other workplace policies. Your team’s success is dependent on the supervisor’s ability to establish and maintain credibility. The supervisor should build trust, and influence through mutually respectful and beneficial relationships with agents.
Contact center team leaders are rarely equipped with resources to build constructive relationships in the workplace. They lack the ability to document coaching interactions. There is no establishment for targets for coaching frequency. They lack structured accountability to a standard of coaching quality.
Lack of meaningful intelligence regarding the impact of the support they provide on the specific metrics and/or behaviors the support should address is key. During your next site visit, ask any supervisor how many times they coached agents in the last month. They’ll most likely have no idea.
Ask a manager to provide the metrics by which they can identify their strongest or weakest team leader. Usually, they can’t. There is no support with the guidance or systems to do so.
Contact Center Performance Management for Agent Support
Contact Center Performance Management (CCPM) platforms provide an ideal foundation from which to integrate coaching. This applies to other collaborative support systems. They possess the intelligence that enables supervisors to not only pinpoint specific areas of strength or opportunity. It also provides the knowledge to develop agent skills and improve performance.
Integrated coaching, recognition, and related support applications provide a flexible operational framework to guide supervisor support interactions with agents. It reveals insights into how those interactions impact performance. Best practices of top frontline leaders become clearer.
Software vendors are actively developing solutions to address the urgent need for comprehensive, data-aware, process-driven coaching tools geared for supervisors and their managers. There are viable strategies too. Organizations with financial means and fortitude to build and maintain proprietary software in-house can access these.
Invest in Management Guidance and Agent Support Systems
Implementing a similar system in your center will provide your frontline managers with an empowering level of structure. It will provide autonomy to develop and lead that they’ve not previously experienced. When you implement management guidance and agent support systems, the positive impact realized at the team level will ripple across the entire organization.
- 28% of senior leaders believe that doing this can improve your contact center performance. –Click to Share
- These challenges affect contact center performance. – Click to share
- Do this to improve the performance of your contact center supervisors and agents. –Click to Share
- Complimenting training with these two things will improve the performance of your contact center. –Click to Share
Jim Rembach is the Editor in Chief of the Customer Service Weekly and it’s Podcast host. He is President of CX Global Media and the creator of the Call Center Coach Virtual Leaders Academy. As the host of the Fast Leader Show Podcast, he has interviewed hundreds of experts, authors, academics, researchers, and practitioners on various angles, viewpoints, and perspectives for improving the customer experience. He has held positions in retail operations, contact centers, customer support, customer success, sales, and measured the customer experience. He is a certified Emotional Intelligence practitioner, Employee Retention Specialist, and recipient of numerous industry awards.