Misbehavior Issues, Disrespect and Interpersonal Floor Problems

[jasoncole]

Hi Everyone,

Im a Operations Support Incharge here with a call center in Pakistan. We are an outbound call center (for now) and have around 35 seats. We started only 5 months ago.

Now...... CSRs here have problems with some Ops people as well as with some QAs. These are not work related issues. The problems CSRs complain about these guys being not well mannered and trying to boss around. CSRs think that QAs are bossy and dont really talk in a good way. They think that QAs and OPS are trying to show and impose their authority.

Now this creates tension on the floor. I think upto an extent, the QA and OPS people are somewhat bossy but what is the solution? Sometimes they are not reallty that bossy but the CSRs just THINK and feel so. Its a mess......

Im lookin for serious advice. We are a startup and the road is bumpy. Could anyone here suggest some help or tell me some articles where I can come up with solutions? Atleast have an idea.

Any help wioll be much appreciated.

Regards,

JC

[anjula]

I faced the same problem when I joined call centre industry 8 months back, the head of the department plays an important role
to create a rapport between the floor and QA staff, convey the idea clearly that we are not there to reject your sale baselessly,
QA is there to identify training needs of a TSR to further improve their productivity. In addition to the quality aspect of a call,
TSRs efficiency should also be highlighted in monitoring and coaching sessions. The ops should reviews statistics received from QA such as the TSRs average handle time and trend analysis that shows the agents progress over time.
We should convey through our day to day activities that TSRs are the most important people in a call centre. Their incentive packages and entertainment needs should be taken care of.

HTH

[Marreeves]

jasoncole,

When tension exists within groups I am sure you understand that it is not helping when it comes to providing feedback nor is it helping your customers. I have been in the call center industry for over 15 years from frontline to IT to workforce to ops. I have found the easiest way to lead individuals is to first resolve the perceptions that are taking place. Allow for the TSRs to provide what you need to "keep doing, start doing and stop doing" to the leaders or individuals that are leading. The next step to take would be to follow what they are stating. TSRs have a difficult job already without having to deal with the way they are being lead but it is also up to the receiver of the information to take it at face value. The other quote that I like is...

"If you keep doing what you have always done, you will always get what you always got"

This helps when offering a critique of an agents call handling.

[omershah]

jasoncole,
I have been in call center industry in Pakistan for almost 7 years now, when there was no concept of call centers in Pakistan our company started its own. We have one of the bigesst in bound call centers in the contry with more than 50 K calls per day. We have evolved an unprejudiced and un baised call center evaluation system called the ABU system. It focuses on two aspects of call center reps performance, first quantity and second quality. We have QA's but we ensure that they are people elevated from with the in the staff rather than hiring from out side and there can be a communication gaps. Secondly the feedback process on quality aspect of calls is electronic and the QAs are also accountable and they have to produce recordings to back their calims regarding quality lags. Secondly as a Manager I have set their goals as well. If call center's courtesy levels go down the QA's year end appriasal suffers. So they are not only Quality control persons they are compelled to become quality improvement supervisors as well. If you want any further assitance from my side I would be more than happy to assist you further.

Thanks

[omershah]

sorry i missed by email it is mian.o@mobilink.net.pk