Understanding the Motivation Lifecycle
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Download an excerpt from our 2007 Best Practices report:
How to be a Great Center Manager. |
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Our latest series is from our research based
toolkit Motivating Call Center Agents and our
2007 best practices reports. The
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 the
first module as an introduction to
the natural evolution of motivation. Today's 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. |
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You might recall from
last week's tutorial:
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The
Growth Stage is a fork in the
road for
agents.
Agents may be on a road to
retention or may
exit their employment
with you.
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Let's look at why agents take the road to
retention:
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The Road to Retention
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Agent retention is determined by a combination
factors, including call center leadership, structure and environment.
The trend below illustrates what happens if these factors are
satisfactory to new agents. The Road to Retention relationship with their supervisor and the positive
leadership skills of the supervisor are very important job
motivators and essential components to retaining the new agent.
Co-workers and culture also make a big impact on which trend the
agent will take. Under the best of circumstances, they are warmly
welcomed and made to feel an important part of the call center's
mission.
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As we follow the curve, new agents experience
confidence as they become competent at their jobs,
optimism that they will fit in this new environment,
and a sense of growth that they have a future with
the call center. This ultimately leads to
contentment and retention.
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Now let's take a look at the
Motivation Lifecycle's other possible trend:
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The Turnover Exit
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This curve shows what happens after the
"honeymoon" phase if the call center leadership,
structure and environment are unsatisfactory to new
agents.
In the negative growth phase, new agents experience
disappointment. Perhaps initial meetings with their
supervisor were rushed or lacked adequate
information, leaving the agent feeling disappointed
or dissatisfied. Perhaps the new agent was not
introduced to the other agents and made feel welcome
as a new member of the call center. Perhaps adequate
training and orientation were neglected.
Further along the curve, new agents may conclude
that co-workers were either unfriendly or not
interested in getting to know them. They do not
develop positive relationships with their peers, and
do not feel they are a part of the team.
As new agents look beyond their immediate teams,
they may see an entire call center culture of
indifference that can lead them to experience apathy
toward their jobs. The lightning bolts signify that
turnover can happen at any point during this
post-honeymoon phase, but turnover will happen, and
probably sooner than later.
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The cost of turnover is high and
impacts your costs, employees and your
ability to deliver outstanding service
to your customers. |
Important Lessons from the Motivation Lifecycle
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It is important to understand that the first phase
in the Motivation Lifecycle - the honeymoon - is an
inevitable phase in any new situation, including the
inflated expectations that one brings to it, as well
as the temporary letdown during the reality-check.
Do not dwell on trying to change this.
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However, the lower
curve of disappointment, apathy and turnover is
avoidable. The answer to the question "How do I
avoid going down that path?" is found in the
Motivating Call Center Agents Toolkit. Using the
Threshold Model to address important job factors and
motivators, this toolkit will show you how to
implement a customized improvement process in your
call center for increased retention and
productivity.
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970-669-6554
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