The Call Center Learning Center is excited to continue the tutorial
series focused on how to motivate call center agents. This tutorial
series will pull from Centerserve's research-based toolkits and best
practices reports. Module 1 revealed the most
motivating job factors for contact center agents.
Module 2
dispelled an agent motivation myth uncovered by research done with
hundreds of call center managers, supervisors and agents. This
module will focus on the importance of both required and desired job
factors for agents. An additional tutorial next week will bring the
required and desired job factors together in the Centerserve's
Threshold Model.
Understanding different job factors
The foundational research for understanding what influences an
employee's motivation - including the difference between desired and
required job factors - comes from the work of Frederick Herzberg. He
observed workplace behavior and determined that all job factors fall
into two groups: satisfiers and motivators. |
|
Could you use a research based tool
to help assess your current incentive programs?
Find out more about the most comprehensive tool available - the Motivating Call Center Agents
Toolkit. |
| |
|
| |
|
|
 |
Satisfiers: required and necessary job factors
|
Required job factors satisfy agents although
they don't
necessarily motivate agents,
however the absence of required job factors can de-motivate |
A satisfier, according to Herzberg, is simply any basic,
generic, company-wide job factor which is provided to everyone, such as
a paycheck or a safe work environment. These can also be considered
required
job factors. While these items may meet some standard requirement for an
agent to do his or her job properly and efficiently, they do not
necessarily motivate the agent to do a better job than s/he's already
doing. However, if any of these factors are missing, eliminated or
allowed to erode, they can become
de-motivators. This is why we refer to them as
required
job factors. Satisfiers must be addressed before motivators.
Required job factors are more urgent than desired job factors.
Examples of (satisfiers) required job factors:
|
Personal aspiration or ambition |
This job factor refers to the degree to which
employees align their personal expectations and career
aspirations with their current job. This alignment could be
influenced by many factors, including age, immediate
financial needs, or things they are doing outside the job,
such as going to school. Every agent's personal aspirations
and ambitions will influence their decision to continue
working in the call center regardless of other aspects of
the job. |
|
Competitive pay and benefits |
This job factor refers to the pay scales for
each job position based on the location, type of call center
and type of work performed, as well as benefits which may
include medical plans, vacation time, flex-time and child
care. |
|
Physical
environment and facilities |
Refers to a safe and healthy environment,
adequate lighting, comfortable temperature, adequate break
room and lunch room facilities, sanitary restrooms and
ample, safe and well-lit parking. |
|
Tools, equipment and work station |
The overall desk top and equipment
provided to agents, including ergonomic seating and desks or
work areas, computer equipment, telephones and headsets, and
other hardware and software used to properly perform the
job. |
|
Basic knowledge |
Refers to agent knowledge
about the job they are performing, the mission and goals of
the company, adequate skills training for the position, call
center communications and notices of upcoming product
changes or new offerings, explicit metrics, the general
expectations of their role in the call center (including
parameters laid out in an employee handbook or personnel
guidelines), and a clearly defined evaluation process with
timelines. |
 |
Desired job factors: achievement and growth |
| Personally valued and
specific opportunities to grow and achieve as individuals
truly motivate human beings in any job role. |
A motivator, according
to Herzberg, appeals to a person's "ability to achieve, and through
achievement, to experience growth." In other words, most people have an
instinctive desire to achieve goals and grow as human beings. What truly
motivates them to grow and achieve must address their individual
desires.
What we have learned from agents is that a genuine motivator is
something that they personally value. It is not
generic; it is specific. Even if it is presented in the form of a
company-wide program, if it holds value for the agent, it will serve as
a motivator to that agent for greater performance. These can be
considered desired
job factors.
Examples of desired job factors:
|
Culture and teams |
In Centerserve's research study with hundreds
of agents and supervisors, when agents talked about
"culture," they described their relationships with
co-workers in the call center and whether the overall
environment fostered a sense of family and mutual caring.
What agents were also clear about is that being part of a
team helps them work harder with their team members toward a
mutual goal. Call center managers and supervisors who
encourage their agents' participation and involvement in
various company and extra-curricular activities (such as
team competitions, volunteer events in the community, etc.)
inspire attitudes of mutual caring and responsibility among
their agents. |
|
Leadership style
and supervisor-agent interaction |
Call center agents told us that great
supervisors, among other things, have good overall people
skills, are approachable, recognize contribution, show
appreciation for the job performed and are competent
communicators. In other words, agents respect supervisors
who are great coaches. "The mark of a great leader is the
ability to inspire greatness in others." The
relationships agents have with their supervisors can
motivate performance. |
|
Incentives and
rewards |
For agents, this means tangible but relevant
incentives. Most call centers use company-wide gift and
incentive programs, offering prizes which are random and
generic, therefore, not necessarily motivating for everyone.
Agents told us that the most motivating incentives are
geared to their own preferences and recognize them as
individuals. Whether it's an award for Agent of the Month or
an acknowledgement for fielding a particularly difficult
call, agents prefer gestures which are personal, specific
and relevant. |
|
Career advancement
and growth |
Refers to opportunities for advancement and
promotion, based on abilities and individual goals;
increased skills training; cross-training and job rotation;
participation in special projects, seminars and workshops;
and tuition reimbursement programs. |
Manager and Supervisor's to-do list:
- Ensure there are no
"satisfiers" missing from the work environment
(see chart above).
Remember, if any of these factors are missing, they can
become de-motivators. Satisfiers
must be addressed before motivators because required job
factors are more urgent than desired job factors.
- Connect with agents to
learn what they personally value.
Even if incentives are presented in the form of a
company-wide program, if it holds value for the agent,
it will serve as a motivator to that agent for greater
performance.
|
| In the
next tutorial from Centerserve, learn how to blend
required and desired job factors with Centerserve's
Threshold model. |
|
