contact center agent coaching: addressing challenges in agent …€¦ · contact center agent...

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©2012 International Customer Management Institute (ICMI). All Rights Reserved icmi.com I 800.672.6177

Welcome to . . .

Contact Center Agent Coaching: Addressing Challenges in Agent

Development April 27, 2012

2:00‐4:00 PM Eastern

Presented by: Kelly Brickley


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Agenda

1. Addressing performance challenges

2. The dirty dozen

3. Sherlock coach

4. Create a SAFE process


Responsibility & Consequences

Your responsibility: Managing & developing

the organization’s resources to achieve desired results.

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It’s self-destructive for us to blame agents for failure when we are responsible for managing the organization’s resources.



Especially when we know the cost of replacement* is significantly higher than developing existing resources.

*Hiring costs

*Training costs

*Increased management support

*Diminished service levels

*Decreased customer satisfaction

*Lower employee satisfaction

Replacement costs

Developing existing

resources

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Replacement Costs

1. Direct costs, such as recruiting costs, training costs and paying temporary agency fees and overtime.

2. Opportunity costs, which include lost customers due to poor service and quality, decreased productivity and having to operate under‐capacity.

3. Indirect costs, such as reduced morale, loss of organizational knowledge, hampered growth rates and inefficient use of corporate staff time.

Source: S. Burchman and Debra Schmitt, “Understanding the Costly Threat of Agent Turnover”, CCMR November 2000.



People do not go through this world

behaving illogically.

There are consequencesto every action.

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2 Types of Challenges

Negotiable

Non-Negotiable



Negotiable• Determine negotiable items

• Practice negotiation, action plans

• Negotiate whenever you can

• Take a long view of performanceimprovement

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Non-negotiable• Consistently & fairly applied

• Within the grasp of 100% of employees

• Emphasize consequences


Polling Question 1

1. Are most of your coaching challenges over negotiable or non‐negotiable performance standards?

a. Negotiable

b. Non‐negotiable

c. Both

d. Other (send text)

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Text Question

What is one negotiable standard in your call center? Please type in your answer.


ICMI’s Dirty Dozen1. Deliver it face to face2. Question Assumptions3. Keep Your Emotions in Check4. Be Objective5. Set Realistic Expectations6. Stick to the Behavior7. Explain the Consequences of Non-compliance8. Be Positive and Encouraging9. Avoid a Laundry List10. Recognize Effort and Improvement11. Put it in Writing12. Follow Up

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Deliver It Face-to-face

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Question Assumptions

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Keep Your Emotions in Check

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Transactional Analysis Chart

Parent

Adult

ChildChild

Adult

Parent

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• Deal with only the issue at hand

• Avoid “halo or horns” effect

Be Objective

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“If you are late again, you’ll be

fired.”

unrealistic

Set Realistic Expectations

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“If you are not here at the start of your shift more than once per month, you’ll receive another warning. Three warnings in a two-month period and your job here will be terminated.”

realistic

Set Realistic Expectations

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• Eliminate the word “attitude”

from discussion

• Discuss only observable, measurable behaviors

• Provide data, specific examples

Stick to the Behavior

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Polling Question 2

2. In which area do your coaches need the most development?

a. Deliver it face‐to‐face

b. Question assumptions

c. Keep your emotions in check

d. Be objective

e. Set realistic expectations

f. Stick to the behavior


“Don’t do that

again.”

Explain Consequences

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“If this continues to happen, you’ll receive an unsatisfactory rating from

me, which will keep you from applying for any internal

promotions.”


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• Non-threatening

• Clear and dispassionate

• Present as a choice

• Express your preference

• Establish timeframes for

improvement, consequences,

clearance


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“If this happens again this month, it will be documented and placed in your employee file. I really think you’re doing a great job otherwise. I would hate to see you make that choice.”


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“Timesheet falsification is cause for immediate termination

without notice. If this happens again, ever, you will be fired

immediately ”


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“I know this is difficult for you, but I know you can do

it.”

“I want you to succeed in this

job.”

Be Positive and Encouraging

“You can do it.”“With practice, I

think you’ll master this in no time.”

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Avoid a Laundry List

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Recognize Effort and Improvement

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Put It in Writing

Document for

• Goal‐setting

• Clarity

• Record

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Put It in Writing

• Positive and action‐specific

• Not a threat or “documenting out the door”

• Action plan and consequences, including supervisor support responsibilities

• Examples: Action plan, disciplinarydocumentation, performance review, periodic feedback record


Follow up

• Overall success of coaching efforts

hinge here

• Highlight importance by following up

• Recognize subsequent achievement (effort, whole, part) to encourage continuation

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Polling Question 3

3. In which area do your coaches need the most development?

a. Explain consequences of non‐compliance

b. Be positive and encouraging

c. Avoid a laundry list

d. Recognize effort and improvement

e. Put it in writing

f. Follow up


• To address ongoing, deficient behaviors

• Resolve disagreement or determine cause for lack of improvement

A Coaching Process

Formal coaching

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1. ? to clarify understanding of desired behaviorDoes she understand the performance requirement?

2. ? to identify ability to demonstrate desired behaviorDoes she understand what the skill looks like and how to do it?

3. ? to test desire to improve Does she know why she should do it? Is she committed to change?

Coaching Process

Fo

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1. ? to clarify understanding of desired behavior2. ? to identify ability to demonstrate desired behavior3. ? to test desire to improve

Fo

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Coaching Process

Negotiable Non-Negotiable

sk

4. Does s/he understand the consequences of non-compliance?

5. Can the skill be negotiated or broken down?

sk yourself

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Sherlock Coach

Detective Work Handout 3: Handout 3: What Would You Do? Exercises


What Would You Do?

When Mr. Jones inquired about the specifics of the email offer he received today, Tracy told him the offer included a 3-month trial.

The trial membership is 1 month. A memo was distributed about the weekly email offer on Monday, as usual.

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Source of the Challenge

1. Does she understand the performance requirement?

Source: Ferdinand Fournies, Coaching for Improved Work Performance

“Tracy, did you read this week’s email update?”

“What’s the offer for this week?”


No improvement…

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What Would You Do?

You’ve coached Linda multiple times about speaking more conversationally when she reads the required scripts.

While she agrees she sounds robotic and monotone, her performance hasn’t improved.



2. Does she understand what that skill looks like and how to demonstrate it?


“Linda, let me show you what I mean.” (model)

“You try it now” (praise or adjust)

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No improvement…


What Would You Do?

During the last few weeks, you’ve determined that Joe understands the opening standard and when you’re in a coaching session, he can do it. But it’s not consistently happening during most calls.

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3. Does he know why he should do it?


“Do you understand why it’s important to ask ‘How may I help you?’ in your opening?” (if not, explain, assess buy-in)

“Why do you think it’s important to express willingness to help when greeting the caller?”

“What do you think the openingshould be?”


No improvement…

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What Would You Do?

Neil says he wants to be at work on time but he consistently fails to meet the minimum standard in place.

You no longer believe Neil’s promises and don’t know what to do except to document his actions.



4. Is he committed to change?

“Neil, we’ve discussed why this is an important objective and you’ve committed to it yet you’re

consistently failing to meet it.

“What’s going on?”

“How do you explain the gap between what you say you’re going to do and what you’re actually

doing?”


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No improvement…


What Would You Do?

Tamika knows she’s responsible for logging and coding every call she handles. You’ve verified steps 1-4 and haven’t been able to get at the root of the problem.

This is a foundational call center skill and call center policy requires that the agent receive a written warning if she fails to meet the requirement in 50% of her call monitoring two months in a row. Tamika failed to meet the standard this month.

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5. Does she understand consequences of non‐compliance? (if there are any)


“Tamika, it’s important that you take responsibility for what could happen here. I want to be clear that if you fail to meet this standard again next month, this could result in a written warning. If

this continues into the third month, you could be terminated. I would hate to see that happen. Do

you see the decision you have to make here?


No improvement…

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What Would You Do?

Paul hasn’t been consistently offering the required cross sell items in his calls. When he does offer them, he sounds awkward and uncomfortable.

You’ve tried everything you know how, but efforts to increase his sales numbers have been unsuccessful so far.



6. Can the skill be negotiated or broken down?


“Paul, for the next week, I want you to get the offer in there consistently on every call. Don’t worry about the how right now and don’t worry about your sales numbers.

Once you get that down, we’ll move on to your sales technique.”

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No improvement…


The Role of Disciplinary Action

• Focus on correction, not punishment

• Encourage desired behaviors, not absence

of misbehavior

• Maintain and enhance relationships

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The Role of Disciplinary Action

• Understood, accepted and supported

• Emphasize choices, decisions,

responsibility

• Consistently and fairly applied


Polling Question 4

4. Which of the following do you think would have the biggest impact on improving how your coaches handle performance challenges?

a. More coach training and coach‐the‐coach opportunities

b. Increased support from upper management and human resources

c. More authority to take disciplinary action

d. Increased time to observe performance and provide face‐to‐face feedback

e. More flexibility in managing individual agent's performance challenges

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ummarize observed behavior(s)

sk for input

ormulate plan of action

xpress gratitude

A Model


“This is the third time you’ve been more than 10 minutes late this month. Did you see our service level this morning? Your not being here had an effect on that, as well as the pressure your

coworkers felt with having to pick up the slack in your absence. I know you’ve been having problems with your transportation, but we haven’t discussed specifics about how you’re going to resolve

this issue. I’d like to do that now.”

SAFE Model

ummarize observed behavior(s)

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“You know that being late again this month isn’t an option for you if you’d like to continue your employment here. It’s

essential that you’re here every day on time to do your job. What are you going to do to ensure that you can be here on

time tomorrow and every other day for the rest of the month?… I know you’re going to try harder, but I’d like to

hear specifically how you’re going to do that. What are you going to do differently tomorrow, that you didn’t do this

morning? …”

SAFE Model

sk for input


“OK, so you are committing to setting your alarm clock fifteen minutes earlier so you can catch the earlier bus at

8:00? …That should leave you plenty of time to be here by 9:00am. If you do this, everyone’s morning will be much more pleasant - you won’t feel rushed and stressed, our

service level will improve and there will be a more equitable distribution of work.”

SAFE Model

ormulate plan of action

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“Thank you for coming up with this plan. I know you can do this and I really want to see you succeed here. This is the only thing holding you back. I’ll see you at 9am here

tomorrow.”

SAFE Model

xpress gratitude


Practical Application

1. Create a SAFE environment for employees to risk, grow, achieve

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2. Document processes & policies, disciplinary procedures



3. Document common performance challenges & established procedures for your coaches

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4. Create additional written tools (action plans, agreements, disciplinary procedures, periodic feedback records)


Recommended Resources

• Role play, discuss in team meetings

• Promote learningFerdinand Fournies:

Why employees don’t do what they’re supposed to do and what to do about it

Coaching for Improved Work Performance

Dick Grote: Discipline Without Punishment

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International Customer Management Institute (ICMI)121 South Tejon Street, Suite 1100

Colorado Springs, CO 80903USA

800‐672‐6177719‐268‐0184 fax

[email protected]

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