This article offers strategies to improve both performance and productivity , ultimately aiming for a better experience for your customers and agents .
PERFORMANCE : SPRINTING TOWARD EXCELLENCE
Think of performance as the outcome you are seeking from each customer-agent interaction . Sports analogies can be useful here . In sports , performance metrics depend on the type of game . Is it a timed event , like a 400-meter race ? Or a judged event , like gymnastics ?
If it is a timed event , like a track race , then seconds count , and measuring average handle time ( AHT ) becomes crucial . Other time-based metrics might focus on agent availability . These are easy to measure , and agents can understand their success based on a concrete number .
However , if you are aiming for judged performance - like gymnastics - success is more subjective . There are nuances to the interaction . One customer might view it positively , while another might not , similar to the varied scores from judges . This subjectivity creates challenges in consistency : customers ’ moods can be unpredictable , and agents may say phrases with good intentions that do not land as intended .
The first strategy to create high performance is determining which metric is most important : time or satisfaction . Both cannot be equally prioritized , as this tends to confuse agents . Focusing on one often enhances the other . In my experience , operations that prioritize quality first often see improvements in speed over time .
Creating Gold Medal Performances
One effective tactic is creating model or mock calls to showcase best practices for agents . With technology , it is simple to record these scenarios . If confidentiality allows , consider using real calls .
Store these recordings in a resource library accessible to supervisors .
Studying calls can demonstrate specific performance expectations , model effective tool use , and show ideal ways to engage with customers . This should be a core part of ongoing agent development and can make a meaningful project for supervisors .
A side story : when I was a training manager long ago , we used real customer calls as examples of what not to do , highlighting agents ’ mistakes and the customers who were the most challenging to work with . Looking back , this approach was probably unfair to both customers and agents . It is like using a belly flop to teach Olympic diving : entertaining , perhaps , but not ideal for skill-building !
... A CULTURE OF ONGOING IMPROVEMENT THROUGH MOCK CALLS AND COACHING WILL DRIVE NOTABLE PER- FORMANCE GAINS .
Side-by-side coaching is another tried-and-true tactic for improving performance . While it is time-intensive , the immediate feedback allows agents to make adjustments right away .
Many leaders rely too heavily on quality assurance ( QA ) to identify issues and note poor patterns , but QA feedback often arrives too late for agents to make real-time connections . With side-by-side coaching , agents receive feedback instantly , and this timeliness is the most effective way to encourage behavioral change .
Whether your goal is improving timebased or judged performance , a culture of ongoing improvement through mock calls and coaching will drive notable performance gains .
Retaining Your Gold Team
One final tip here : prioritize retaining your best agents . True , some agents may reach a point where it is time for a lateral move or even separation if they have lost their passion for customer interactions .
AGENT PERFORMANCE
But in most cases , the top-performing agents are your longest-tenured employees . This might mean revisiting their compensation to remain competitive in today ’ s employee-centric job market . The investment in retaining a high-performing agent often pays off far more than the time and resources needed to replace them .
PRODUCTIVITY : MAXIMIZING THE SPRINT
Productivity depends on how it is defined within your operation . Productivity goals are impossible to achieve if agents are not clear on what success looks like in measurable terms .
Production metrics could relate to the number of customer contacts completed in a day or first contact resolutions ( FCRs ). Setting these benchmarks is essential because , while everyone feels busy , being busy does not always mean being productive .
For my clients , productivity means agents spend their time efficiently while on the clock . This includes effectively managing interactions , so customers aren ’ t kept on the line any longer than necessary . The goal is quick , effective resolution .
Tackling the Tough Stuff
Another boost to productivity is to identify the top five semi-complicated issues customers frequently raise . Focus on the difficult ones because simpler questions - often the focus of training - are typically accessible through digital tools like apps or web sites . By training agents to handle these more complex questions effectively , you will empower them to resolve challenging issues more efficiently .
AI : Your Digital Sprinter
If you are using artificial intelligence ( AI ) to automate initial interactions , regularly review it to ensure its information , processes , and policies are up to date .
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