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Your problem is a common one. One of the centers I have managed was a collection agency, try and get those people to think of those who call as customers some time. You have much the same problem. It is likely form what you describe that your staff are not typical call center workers but technical people who do not see answering the call as their main job but instead have identified fixing things as their primary concern. To change this I would suggest the following :
1. You get what you measure. Take a close look at how you are evaluating staff performance. Place a greater emphasis on the delivery of customer service than anything else, and tie this directly to some type of rewards program ( best if financial rewards included but not entirely necessary)
2. While a positive approach, like the one noted above where you encourage "good" behavior, generally works best over the long haul for a short term gain you might try a negative one. To try and swing the pendulum the next time an instance of really bad customer service ( hanging up, rudeness, lying to the customer)
occurs be incredibly unreasonable, in essence make an example of the person who does this. This can and should be done privately but belive me word will get out that management is serious about this stuff. I would only suggest this as a last resort because it can be dangerous ( particularly if you have a problem getting and retaining staff) but it can work wonders.
Be glad to discuss more, and I'm not selling anything either.
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