Motivation is more than
incentives
The incentive industry generates revenue of more than $27
billion per year, and is growing. Call centers are investing record amounts of money
and time in incentives specifically aimed at motivating and retaining their agents.
This is a predictable response, given that the
baseline turnover
rate of 20% to 40% is considered normal in the industry. |
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Agent
loyalty and productivity are not concepts that can be
purchased with incentives or contests or prizes. Many
incentive programs have a scatter-shot effect as they manage
to reach many agents, but often with "incentives" that
agents do not truly value. How do we know this? |
Centerserve and the Call Center Learning Center conducted
interviews with hundreds of call center managers, supervisors and agents to find out what
they considered the top workplace motivators for agents that directly influence job
performance and worker loyalty.
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Contrary to
popular belief, the most motivating job factor cited by call
center agents is not incentives.
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Managers say:
"If we don't have an incentive program, agents
will not be motivated to perform at their best."
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Agents say:
There are a lot more important things than
incentive programs that make me want to do a
great job."
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The key message received from
call center agents is that if employees don't value the
incentive, it won't motivate them to perform to their
potential. |
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Incentives can de-motivate
Agents did not even include "incentives" in the top five most motivating job
factors. Instead, agents consider the "positive leadership skills" and the
one-on-one relationship with their supervisors to be the most motivating factors for them
on the job. (For additional information on the top workplace motivators, please see Module 1 of this tutorial series.)
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The interviews and analysis also revealed that
incentives can
actually be de-motivators when agents find them to be irrelevant. Agents ranked
"irrelevant incentives" in their top five list of the most de-motivating things
about their jobs. Irrelevant incentives can be any incentives that don't match a
recipient's personal goals or preferences, including donuts for dieters, hockey tickets
for opera fans, or an "Employee of the Year" plaque in a call center where the
average length of service is nine months.
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Agent-manager disconnect
One important conclusion we can draw from this study is that agents
value different things than what their managers and
supervisors believe they do. We call this phenomenon the agent-manager disconnect.
For example, in this same study call center managers and supervisors regard incentive programs as a
crucial component in maximizing employee productivity, as well
as a way of leveraging worker loyalty. In fact, managers and supervisors interviewed
in the Centerserve study rated "incentives" as the number one workplace motivator for
their call center agents. Furthermore, they responded with the answer
"structured incentive programs" four times as often as the second most
popular answer. Recall that agents did not include "incentives" at all in their
top five list of motivators.
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Agents value different things
than what managers and supervisors believe they do.
Agents did not include "incentives" at all in their top five
list of motivators yet managers rated "incentives" as the
number on workplace motivator for their agents. |
While agents identified "irrelevant incentives" as a de-motivator,
managers and supervisors cited "no incentives" in their list of top
de-motivating job factors. This means that while managers and
supervisors think that agents find
it de-motivating to have no incentives offered to them, agents actually find irrelevant
incentives to be more de-motivating.
What managers
and supervisors
are saying |
What contact
center agents
are saying |
"Offering incentives to my agents is
the most important and effective way to keep them motivated and productive."
"If we don't have an incentive program, agents will not be
motivated to perform at their best." |
"There are a lot more important things
than incentive programs that make me want to do a great job."
"I'm actually frustrated by all of the gifts and prizes offered to
make me more motivated. Why don't they offer something that I actually value?" |
These disconnects illustrate a clear obstacle for managers who believe
they are creating a motivating environment, when in fact they are focusing on programs
that have little value to many call center employees. The consequence of this
growing gap in communication can be a de-motivated workforce
and these effects are eventually felt at all levels of a company, both in and out of the
call center.
How to reconnect
Remember: you must first recognize that agent loyalty and productivity are not concepts that can
be purchased with incentives or contests or prizes. Many incentive programs have a
scatter-shot effect as they manage to reach many agents, but often with
"incentives" that agents do not truly value.
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Increased motivation, retention and productivity will not result from a "one size
fits all" approach. Each call center has its own nuances and needs that must be
addressed in a customized motivation plan.
Centerserve's
Motivating Call Center Agents eToolkit is designed to help you create a workplace that motivates agents to
optimize productivity and retain key employees in your call center.
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