Managing change in a call center

[Ashie1900]

Hi, all.

How do I manage change in a call center where agents are afraid to take on new and more job duties/ responsibilities (these agents have been promoted to team ldr and have pay increases)?

What would be (a) good way/s for me to communicate to call agents the need for new/ harsher disciplinary measures in the call center?

Really need some guidance here. Thanks.

Ashie

[Capshaw]

I am somewhat confused by your posting. From what was posted, it seems that your best bet is restructuring your center, which would include a major change in management.

A change in management will open their eyes to understand what they need to do and therefore the closeness they had with "old" management will not be there as there security blanket, if that makes sense. I strongly believe change in any call center is good. Whether it is truly needed or not, you are bound to the inevitable and sometimes dreaded change.

I hope this helps... If you have any more questions, you can reach me via email or phone.

Jeff Capshaw
602.478.6120

[beejay]

Are you asking two separate questions? I think you are.


Regarding managing change where agents have been promoted...........sounds like you need to take a look at the program in place. If they are applying for these jobs merely because it is more money, then the program isn't working. During the "intern" or getting ready phase, look at what the agent is being taught and what is being expected of the agent. The program for team leader should set forth strict and exact criteria and the agent should be rated in some way at the end of the program. If they don't pass the rating, then there should be no advancement.

As to communicating the need for new and/or harsher disciplinary measures, what is the reason for the change? That will help in formulating the plan to deploy the changes. Depending upon the needs or measures, have you involved agents up front? Having some of your natural floor leaders partcipate in formulating the changes will ensure success of the plan as it will be more acceptable to their peers if they had a hand in it. Would need more information to suggest additional changes for you. Hope this helps................

[JoelDup]

I am somewhat confused by your post as you say your agents are afraid of new responsibilities/duties yet they have been promoted. Why would you want to promote people who are afraid and/or don't want to do the job? If this is true you have created your own problem.

Without more info I wouldn't say you need to restructure your call center but perhaps examine how you communicate goals and incentive to all your staff. 'Change type' goals must be be shared and should be communicated upfront to all new and rolled-out to existing staff. Your staff need to understand that as stakeholders these changes are necessary not only for the company but for them and (hopefully) for the customer. Don't communicate it as a necessssary evil but as continous improvement.

Why harsher disciplinary actions/policy? Do you know why your agents' behaviour would necessitate this? Clamping down often creates fear and rebellion. You haven't given much info but it is always better to attack the problem than attack the people.

If you need to communicate these new policies involve HR. Anticipate question and concerns and let your agents know these policies are in place to protect the customer/caller. Punishment should never be the goal. Prevention and Quality should be the result of putting these policies in-place.
Joel