IT ' S ALSO CRUCIAL TO KEEP A CLOSE PULSE ON AGENT MORALE, AS IT DIRECTLY AFFECTS THE QUALITY OF SERVICE YOUR TEAM DELIVERS.
COACH’ S CORNER
This is where we need to identify the root cause( s).
1. DEFINE THE PROBLEM AND ITS IMPACT
Example: " Customers are complaining about long wait times to speak to an agent."
2. ASK " WHY " MULTIPLE TIMES( 5 WHYS TECHNIQUE)
Examples:
• Why are customers experiencing long wait times? → Not enough agents available.
• Why are there not enough agents? → High absenteeism.
• Why is absenteeism high? → Agents feel overworked.
• Why do agents feel overworked? → The call volume is higher than forecasted.
• Why is the forecast inaccurate? → Historical data wasn ' t updated with recent trends.
3. REVIEW THE DATA, SUCH AS OCCUPANCY RATE AND SERVICE LEVEL( SL), TO NAME A FEW
Example: Analyze past forecasts, actual call volumes, and agent schedules to identify mismatches.
4. GATHER INPUT FROM THE TEAM TO UNDER- STAND WHAT ELSE MIGHT BE CONTRIBUTING
Example: Agents may also lack proper tools to handle calls quickly and training might be inadequate.
5. ONCE YOU IDENTIFY A LIKELY ROOT CAUSE, TEST IT TO CONFIRM
Example: Adjust forecasts to include recent trends and see if the issue improves.
6. FIX THE ROOT CAUSES, NOT JUST THE SYMPTOMS
Example: Update forecasting methods, increase training, or adjust scheduling to better align staffing with demand.
INVESTING IN YOUR PEOPLE
It ' s also crucial to keep a close pulse on agent morale, as it directly affects the quality of service your team delivers. Low morale often leads to disengaged agents and higher turnover rates. High turnover increases costs, disrupts team dynamics, and impacts overall service consistency.
A few years ago, I was brought in to assist with a customer service training course for a call center. At first glance, it seemed the agents ' level of service just wasn ' t meeting the mark with callers. Complaints were piling up and something was clearly off.
After digging into some of the metrics and asking a few questions, it quickly became clear that the issue wasn ' t due to a lack of training. Instead, it was a deeper, more troubling problem: a toxic work culture. Agents wore their dismissive attitudes toward callers like badges of honor, almost as if they were competing to see who could " teach customers a lesson " about respecting call center agents.
The situation wasn ' t helped by the rampant absenteeism, which led to long wait times and frustrated callers, which further fueled the cycle of poor interactions.
IT ' S ALSO CRUCIAL TO KEEP A CLOSE PULSE ON AGENT MORALE, AS IT DIRECTLY AFFECTS THE QUALITY OF SERVICE YOUR TEAM DELIVERS.
Despite my efforts to uncover the root cause of this toxic culture, leadership chose to stay silent. They avoided my questions, hoping I ' d just do my job and move on. Unfortunately, that ' s precisely what happened.
The long-term consequences of ignoring the problem were inevitable. Two years later, the call center lost its contract. It was a potent reminder that toxic work environments can sabotage even the most well-intentioned operations.
And despite having some of the best tools in the industry- advanced agent dashboards, state-of-the-art phone systems, chatbots, and more- it was all just a shiny veneer.
These tools were like spritzing on the most expensive perfume to mask the stench of a toxic work culture. The fragrance might linger momentarily, but the underlying odor eventually seeps through, leaving a lasting impression that no technology can fix. That ' s why I always advocate for investing in your people. Take the time to understand their challenges, coach them through obstacles, and equip them with the tools to succeed.
Focus on soft skills, provide opportunities for continuous learning, and celebrate every win: big or small. Yes, embrace the " kumbaya " moments: because building a team that feels valued and supported isn ' t just feel-good fluff; it ' s the foundation of long-term success.
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