Like all of Centerserve's tutorials, our latest series is from
our research based toolkits and
our
2007 best
practices reports. In the next coming weeks,
learn from the contents of the Motivating Call Center Agents
toolkit. This toolkit is a comprehensive guide on
how to increase agent productivity and retention.
In a
previous series we
looked at the most motivating job factors for agents.
This series will take a closer look at the Motivation Lifecycle
starting with today's module as an introduction to the natural
evolution of motivation. Module 2 will continue the Motivation Lifecycle
and a discussion of retention vs. turnover. Module 3
will expand your understanding of the
Motivation Process Roadmap.
Motivation: an evolutionary process
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As a call center manager or supervisor, you are regularly faced with
the issue of agent turnover.
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There are actual time
indicators that can help you anticipate pivotal
opportunities for intervention with new agents |
It is
possible to prepare for pivotal intervention opportunities, which are common to
most people involved in new experiences, including new agents in
your call center.
The Motivation Lifecycle will show you how this natural evolution
works, and the critical timeframe during which supervisors and
managers can have the most impact on their new agents.
There are certain universal truths that apply
to nearly
every new situation we experience. |
Whether it is buying a house, going to
school, moving to a new town or starting a new job, there is a
critical point early on when we make the decision to either change
our situation, or commit to the future.
Let's look at how this evolutionary process plays out in the
Motivation Lifecycle.
The Motivation Lifecycle depicts the initial period of a call center
agent's employment. Depending on the actual rate of turnover at your
call center, this time period can usually be measured in weeks or
months.
Let's take a look at what the various stages mean.
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The "Honeymoon" Phase
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This is the first stage of the Motivation Lifecycle: |
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| The initial curve is labeled newness and inflated
expectations. Note that this curve starts out very high
on the vertical axis labeled enthusiasm, when an agent
is just beginning the job. Expectations are usually very
high at the beginning of any new, positive situation. As
the "honeymoon" phase progresses, note how the curve
dips as we enter the reality-check, which includes the
agent's initial training period. As the daily activity
of the new situation takes hold, we are less enthralled
with its novelty because we are busy trying to
understand how the situation works and our role. |
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During the honeymoon phase,
we may experience a bit of a letdown because our
original expectations were greater than the actual,
everyday reality of working in a call center. |
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The Growth Stage: Staying or Going?
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Following the honeymoon, we enter the growth stage. In a call
center, it is during this period when new agents get to know their
supervisor as well as the supervisor's expectations. New agents may
have frequent one-to-one contact with their supervisor, who begins
the dialogue about the agent's goals.
During the growth phase, new agents get to know their co-workers as
well as the general culture and atmosphere of the call center. New
agents begin to form their opinions about the team they will work
with and the overall environment of the center. They begin to form
relationships with their peers. This is also when agents learn about
the support structure and value system of the call center.
Download "Must-do" and
"Must-not-do" items for driving agent behavior from
Centerserve's 2007 Best Practices report: How to be a Great Call
Center Manager.
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The Growth Stage is a fork in the road.
Will agents be retained or will agents exit?
Next week's tutorial will examine both avenues.
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Related Resources:
Motivating Call Center Agents toolkit:
A nuts-and-bolts guide to discovering what really
motivates your agents and how to do it. Click here for
more information.
2007
Best Practices Report: How to be a Great Call Center
Manager participants from over 50 countries and
a variety of industries answering more than 200
questions to provide you call center management
insights.
Download "Must-do" items for driving agent
behavior and "Must-not-do" items for driving agent
behavior from Centerserve's 2007 Best Practices report:
How to be a Great Call Center Manager.
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