EMPLOYEE ENGAGEMENT
• In addition to seeking feedback through surveys and supervisors, we encourage employees to add comments to our virtual suggestion box. The form allows them to submit feedback anonymously or provide their names. We evaluate and look for opportunities to incorporate feedback into our business process. When a name is provided, we respond directly.
After at least two years of supervising, every leader on our customer care team experiences more than one account.
• Our leaders also conduct organized and random focus groups with customer care agents to learn what we do well and where we can do better.
PILLAR 4. I FEEL I CAN THRIVE
Employees who see a clear path for advancement are prone to learn new skills within the company and leave positive fingerprints on the culture. We stimulate this motivation in two ways:
A. In-House Prioritization
Our internal team gets first dibs on all promotion opportunities, with one in 10 benefiting. In 2024, 100 % of our operations promotions were filled internally.
B. Supervisor Evolution
To prepare our supervisors for career growth, we operate a rotation program that exposes them to new ways of working.
PASSION BEARS FRUIT
Thanks to our engagement strategy, our new-hire attrition rate has declined by 15 % since 2022. And nine in 10 of our customer care employees are confident in their ability to meet their work challenges.
Confidence fuels passion, which requires not just psychology, but culture. That’ s just good business.
Katy O’ Malley is Senior Director of Human Resources at Harte Hanks, overseeing HR for the Customer Care and Demand Generation businesses in the U. S. and Philippines. Her career includes extensive experience in business process outsourcing, financial services and the federal government. http:// bit. ly / ccp-remote
REMOTE WORK
RESOURCES FOR CONTACT CENTERS
from CONTACT CENTER PIPELINE https:// www. contactcenterpipeline. com / Remote-Work-Resources-for-Contact-Centers
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