FRONTLINE EMPLOYERS GRAPPLE WITH HIGH TURNOVER
Research shows that 1 in 3 contact center agents consider leaving within just one year . Burnout , frustration over pay , and a lack of growth opportunities , are among the top reasons agents quit .
High turnover rates in contact centers not only inflate recruitment and training costs - sometimes exceeding an agent ' s annual salary - but also impact service quality and team morale .
The constant cycle of hiring and training new employees diverts resources from service improvement , while also complicating scheduling and compliance issues . This revolving door of staffing puts long-term customer satisfaction and revenue at risk , making employee retention a critical factor for the bottom line .
If a contact center doesn ' t have solid leadership , regular recognition for good work , and obvious ways to move up the career ladder , it ' s basically a revolving door for agents .
That ' s why having a killer EX strategy is key . A meaningful company culture and a work environment that actually helps agents excel can really make the difference in keeping people on board .
THE DICHOTOMY OF THE CONTACT CENTER INDUSTRY
The contact center is a pressure cooker , and agents are constantly juggling multiple calls and customer inquiries , all while navigating technical issues , irate customers , and shifting policies .
It ' s easy to burn out in this environment , and agents can often feel undervalued and overworked . But , when an agent is able to help a customer solve a complex problem or resolve a difficult situation , it can be incredibly rewarding . Those moments of success , when the customer is happy and grateful , can provide the motivation and fulfillment that keeps agents engaged and passionate about their work .
Many folks start out in the contact center without fully grasping the daily grind . They may see the job as just answering calls and emails , not realizing that they ' ll be hit with back-to-back calls , complex customer issues , and the relentless ticking clock of SLAs . It ' s like jumping into the deep end of a pool without knowing how to swim .
Add to that the emotional toll of being the punching bag for frustrated customers , and you ' ve got a recipe for burnout . At the same time , there is often no organizational camaraderie like that in a call center .
I spent years running internal and HR communications at GoDaddy ( see Figure ). And day in and out , as I worked to amplify culture and communication throughout the organization , I was amazed by the spirit of support , learning and solidarity amongst agents . It ' s like they ' re all in the trenches together , facing the same challenges and overcoming them as a team .
There ' s a shared understanding of the struggles and triumphs of customer service , which creates a strong bond between agents . They celebrate each other ' s victories , commiserate over difficult customers , and support each other when things get tough .
THE CONSTANT CYCLE OF HIRING AND TRAINING NEW EMPLOYEES DIVERTS RESOURCES FROM SERVICE IMPROVEMENT ...
Contact centers can never forget that the EX is a human experience . Most contact centers have clear performance metrics like average speed of handling to FCR and customer satisfaction scores . Agents endure pressure on the hour to meet their targets , which can contribute to stress and high turnover . Adding fuel to the fire is the lack of clear advancement opportunities .
This is why providing an excellent EX is critical for agent loyalty and customer retention alike . People are more likely to engage when it doesn ’ t feel forced , and it provides agents with a break from the stress and grind of high call or chat volumes .
Providing agents with opportunities to share what makes them happy and fulfilled outside of work is an easy place to start . It shows leadership cares about the agents as a whole , and not just what the agents can do for the business .
EMPLOYEE EXPERIENCE
In recent years , new challenges have emerged in contact centers . The COVID-19 pandemic forced roughly 90 % of contact centers to shift more than 75 % of agents to work virtually from home , and the change happened overnight .
Ashley Anglisano is a senior communications specialist at Agero , Inc ., a provider of software-enabled driver safety services and technology that serves 12 million customers across three geographically dispersed contact centers .
“ During a time where everything was new for everyone , we were searching for ways to help employees to stay connected when not working in the office ,” says Anglisano . “ You can only do so many virtual happy hours , and for hourly contact center employees , live on-the-clock social events rarely are an option .”
Anglisano says transparency around company performance , especially during times of change , leads to high employee performance and retention . She adds , “ There ’ s no shame in trial-and-error , and especially during the large shift to remote work , nothing was off the table .”
While the last couple of years have witnessed a shift back to a physical office space , one-third of contact centers expect nearly half of all their agents will continue to work from home . This means contact centers must invest in building an employee experience that drives strong emotional connection and engagement wherever and however employees work .
WHERE TO FOCUS WHEN BUILDING AN EX STRATEGY
It ’ s important to remember that not all contact center experiences are the same . What works at one may not work at another .
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