From Brian's Desk

Contact Center Excellence – Stand Out From The Crowd

Employee Engagement Improvement Step 3

Now that you have identified your actively engaged employees, and have developed and started communicating your organizational values, it’s time to understand and communicate your Value.  Wasn’t that step 2 you say?  No, that was about values – emotional statements that excite and energize the organization.  Here I mean what is your value to the company.  If your operation is your company, i.e. you are a call center outsourcer, or BPO, your value is pretty clear.  The company’s ROA, or Return On Assets, is your ROA, the company’s margin is your margin, and the company’s customer satisfaction is your satisfaction.  If you are not a BPO, your value to the company is less straightforward, more indirect.

Notice the measures I called out above.  I did not call out AHT, FCR, Schedule Adherence, ASA, Abandonment Rate, or any of the other 25 or so operational measures.  Why?  Your COO or CFO doesn’t care about them.  Consider the use of Strategy Maps, first proposed by Kaplan and Norton 25 years ago.  They proposed 4 perspectives on organizational strategy; Financial, Customer, Operational and Organizational.  The first two perspectives they labeled external and the other two internal.  Simply put, measurements that support the internal perspectives are just that; internal.  While important for the operation of the call center, and certainly supportive of the external view measurements, the COO or CFO really doesn’t care.  They care about the external measurements, again, ROA, Margin and Customer Satisfaction.

Too many call center leaders spend their communications resources telling the organization why the operational measurements and subsequent targets are important, which is not bad in itself, but don’t link these operational measurements to the financial and customer measurements, and communicate performance against these external view measurements.  To improve employee engagement, call center leadership must link those measurements the agent is scored against to the measurements (and results) that show how the call center contributes to the company.  As an aside, when you get senior company leadership to come into the call center and give a ‘state of the union’, if you have not provided this linkage to everyone throughout the organization, your employees are not going to have clue what the senior leader is talking about.

I add one call center measurement to the list, because I believe it is so vitally important to the company; employee engagement.  I have a rather simplistic model, supported by a spreadsheet “calculator” you can get at the downloads page of flaggandassociates.com, that shows the financial impact of engagement in the call center, and shows an up to 8 fold impact on the company.  So, if you are loosing $1mil of efficiency in the call center due to low engagement, the company is losing up to $8mil, with potential long-term brand damage.  Senior leaders within the company should be very concerned with employee engagement in the call center.

Once again, communication is key to improving engagement.  Ensure your actively engaged have a very good understanding of the numbers and linkages so that they are your advocates.

Your at step 3 of 7.  Hang in there!

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