Schedule Adherance

[MBilotti]

Hello All,

I just recently moved into this position in the call center and the first thing that I have noticed is that the reps here have been allowed to take their breaks whenever they want, which has caused them to start doing the same for their lunches.

My problem is that seeing how my call center is very small (35 CSR's) and they have been doing this their way for about two years now I am looking to see if anyone else has run into a similar problem and how you approached it.

I am wanting to send a letter to the floor explaining the significance of adherance to schedule and how it affects our customers and each individual when we start getting hammered.

Anyway, any suggestions or help woudl be greatly welcomed.

Thanks,

[jp2time]

I have dealt with centers that were very much in the same situation you are in. Since the reps I was dealing with had been used to creating their own schedules for over 8 years. I took it a step further by scheduling 15-minute meetings with each one of over 250 reps. In this meeting I explained to them the same things you mentioned above. Why it was important for them to follow a set schedule and what my expectations were for them (95%) adherence. The first complaint you will hear will most likely be "I get stuck on a call and I can't go to break at my scheduled time". That one is easy to respond it. Point out that you are not seeking 100% but rather 95% adherence. That gives an 8-hour (480 mins per day) associate 24 minutes where they can be late from lunch or stuck on a call and still come within 95% adherence. Furthermore, if there is someone that is stuck on a call every day then you might have opportunities there for additional coaching or refresher training.
If applicable, also point out if they always seem to go home on time. So why can't they follow a scheduled break?
Also, you may find out that there are one or two reps hitting these numbers already. If they can do it, everyone can.

When I did this, I was prepared to lose 10% of my staff and I had Human Resources and the rest of management prepared in case. Through it all, we lost one person out of over 250 reps. I attribute that to communicating with the reps to allow them to understand the big picture and feel as if they were a part of the process.

I hope this helps. J.P.

[MBilotti]

:)