-- TIFFANY LAREAU
The tight labor market requires a fresh approach to talent management. Offering remote and hybrid options expands the talent pool.
• Implementing clear advancement paths with robust development programs and mentorship opportunities leads to higher employee satisfaction.
• Applying game-based( gamification) learning techniques makes training more engaging and effective.
• Prioritizing employee wellbeing through mental health support, fitness programs, and work-life balance eases burnout and improves performance.
The trick is in how we manage and retain talent. Closing the back door is more effective than leaving the front door wide open. There’ s an increase in RTO as a mandate and the hybrid model remains a popular solution.
• Upgrading infrastructure to support seamless collaboration between in-office and remote workers, including advanced video conferencing systems and virtual collaboration tools, is crucial.
• Implementing RTO policies gradually allows time for adjustment and feedback, with greater employee buy-in.
• Redesigning office spaces to support different types of work, from collaborative projects to focused individual tasks, enhances productivity and satisfaction.
• Surveying employees and adjusting policies based on their input fosters a culture of trust and flexibility.
Few associates will enjoy fully returning to the office. Clearly communicating the impact of what we’ re doing and why, highlighting the needs and benefits, will go a long way in this conversation with them. If you can ' t think of any core benefits, evaluate if RTO is the right path forward.
A contact center ' s success hinges on its ability to adapt and innovate. The key lies in balancing technological advancements with our human touch that defines exceptional CXs. EX = CX- the employee experience drives customer retention.
" THE KEY LIES IN BALANCING TECHNOLOGICAL ADVANCEMENTS WITH OUR HUMAN TOUCH THAT DEFINES EXCEPTIONAL CXS."
-- TIFFANY LAREAU
MICHELE ROWAN
PRESIDENT, CUSTOMER CONTACT STRATEGIES LLC
Let’ s start with where people work. Given the maturity and expansive scope of tools available to get work done, collaborate, and socialize, it’ s confusing for employees to be mandated into offices two-three-times per week. It’ s causing some disengagement in the workplace, and prompting many people to rethink their employment relationships.
The recommendation is for companies to loosen the reins on mandatory office time, and when in person gatherings really are warranted, companies need to optimize and celebrate those experiences: to match the effort of the commute.
Post-COVID-19 pandemic, it appears that professional development is stalling, particularly external professional growth. Connecting with others outside of the organization via professional conferences and exchanges gives people agency to get creative, innovate, and retool continuous improvement momentum in the workplace.
Sadly, I don’ t know of any organizations that haven’ t materially trimmed external professional development budgets. Even virtual events are suffering reduced attendance. While the political climate can be partly responsible for the gaps this year, the trend has not turned since 2022, and needs to.
On a brighter note, staffing and retention for companies that deploy the remote work model for contact centers is much improved. I know of many companies who have reduced their new-hire classes by 50 % or better. The chronic churn most contact centers experienced when fully office-based is disappearing. I hope to see the benefits and cost savings here re-invested in professional development.
LAURA SIKORSKI
Contact centers are indeed facing a wide variety of challenges. My advice is to always begin your solution to a problem with“ Getting Back to Contact Center Basics.”
Take a deep breath and think about the word“ innovate” and its underlying meaning, which is improvement. It might involve developing new products or services or improving technologies, processes, and marketing.
10 CONTACT CENTER PIPELINE