Ultimately, customer management is about people. Even the best technology and processes will not succeed if staff members in an organisation have not bought into the philosophy of customer care. Without the right people and the right attitude, your customer relationship management initiative doesn`t stand a chance.
This is especially true in the call centre environment. People are absolutely key to the success of the call centre business.
After chatting to Tanya Smith, the winner of the Call Centre Manager of the Year Award for 1999, it is evident that people matter on all levels in the call centre industry, including the agents, team leaders and management.
It is important to remember that an incentive programme is not the answer to all motivation issues.
 
In addition, the early findings of the 1999 Merchants Benchmarking Report suggests that absenteeism and attrition of staff are on the increase, implying that not enough is being done to manage human resources.
Successful contact centres are characteristically staffed with highly competent, self-motivated individuals who believe their contribution to the company is both valued and valuable.
Trust, self-motivation
The role of the call centre manager is not only attracting and retaining quality personnel, but the promotion of an environment that is conducive to trust and self-motivation.
A key role within the call centre is that of the supervisor or team leader. Sufficient time and energy should be invested in clearly defining this role, as well as in training and development.
Most supervisors are responsible for overall operational efficiencies (ie attendance, lunch breaks, etc) as well as staff scheduling. Supervisors should also be responsible for the management of the business processes and should be encouraged to assess the effectiveness, evaluate other options and solve problems.
The most vital role of the team leader is the development of the telephone services representative or agent. Structured coaching using day-to-day work as a learning experience ensures that agents focus on key areas of performance. This also presents an opportunity to develop the relationship between supervisor and team member and to mentor and counsel when necessary.
Regular feedback on performance and service levels, as well as continuous discussion about methods of improvement, will ensure team members are aware of the role they play in the bigger picture, and therefore of the difference they can make to the business.
One example of good practice is the inclusion of the supervisors in the design of a recognition and reward programme to ensure sufficient buy-in from the team members and overall success of the incentive programme.
It is important to remember that an incentive programme is not the answer to all motivation issues. Motivation starts with each individual and it is important to analyse what motivates the individuals in a specific team. Various tools can be used to assist in this process but the best method of finding the key motivators is to ask.
It is also important that contact centre managers understand their role in the motivation process. The manager cannot be held responsible for each individual`s motivation but you most certainly can create an environment conducive to self-motivation.
Together with an effective recognition and reward programme and consistent communication you can create the opportunity for individuals to forge a career in one of the most dynamic and growing industries to date.
Share
