--> At CallCenterOps.com we’re dedicated to providing information about operations management to those involved in real-time customer service via call centers.
Learn how to advertise on this site.
CCOps Home  |  Forum Home  |  Jobs Board  |  Library  |  Operations  |  Resources  |  In The News  |  Site Map

Go Back   CallCenterOps Forum > General Discussion
FAQ Social Groups Calendar Search Today's Posts Mark Forums Read

General Discussion The CallCenterOps Forum allows you to seek the advice of other knowledgeable call center professionals. Post your call center related question and contribute your opinion to others seeking advice. (No advertising is accepted - posts will be removed.)

Reply
 
LinkBack Thread Tools Display Modes
  #1 (permalink)  
Old 07-10-2002, 02:07 PM
Member
 
Join Date: Jul 2002
Posts: 0
Staffing Dilemma

The company I work for uses shifts as a performance incentive. We've found that most CSR's prefer early morning shifts (6am-9am). We have a quarterly shift bid during which all CSR's bid on the shift they'd most prefer and the shifts are awarded based on performance indicators like average handle time and calls per hour. This has proven to be a great performance motivator, but it has its drawbacks. Here's our major problem: In our current system, our best CSR's almost always end up on early morning shifts. Of course, this means that our evening shifts are filled with our worst agents. Does anyone have any ideas about how we can better ensure a good mixture of talent throught all shifts (preferably without losing shift as an incentive). Thanks!!!
Reply With Quote
  #2 (permalink)  
Old 07-11-2002, 12:57 AM
Member
 
Join Date: Jul 2002
Posts: 0
Staffing Problems

Motivational techniques are good providing a considerable percentage of the department buys into it. However, its durability is temporary folks. Though some motivating techniques hold lasting promise we must take a step back and look at the next level. The "where do we take it from here" question should surface.

As noted, after some time the reps who do well consistantly are always getting the earlier shifts whereas those who don't do as well in time become frustrated and speak out.

One solution is to provide further coaching and refresher clinics to those areas where the reps on the lower end are consistantly not doing well. Set time frames, offer more feedback from monitored calls, reiterate the importance of higher standards which are reachable and achieveable by them. Motivation moves with enthusiasm and enthusiasm needs to be fed continually.

Whatever plan we apply into the call center the Team Leaders and Managers would need to revisit it often to measure the level of negatively affected staff and gather their feedback so that we may feedforward.
Reply With Quote
  #3 (permalink)  
Old 07-15-2002, 06:18 AM
Member
 
Join Date: Jul 2002
Posts: 0
Though none of the callcenters I have worked in have run a bidding system, I have encountered similar sorts of problems, where you need to have your "best" staff working on particular shifts.

The advise Cee Seven has given about additional training and coaching for those who are struggling is very good. I would add though, that perhaps you need to broaden the criteria that is considered for a bid. Adding ideas such as "best improvement" gives those advisors who may not be the best the incentive to at least improve. Best scores in training sessions encourages advisors to really strive in training. And of course, you don't want to forget about reliability, include sickness and attendance records. Try adding these other criteria in on random basis, in addition to your regular criteria. For example, this week we will allocate on bidding as usual, but in addition, the best improvement will get top bid. That means your regular "top performers" aren't losing out at the expense of maintaining moral for your weaker advisors.

I'd also recommend limiting the number of shifts that you allow to go through bidding, so that you get a more even spread of your best advisors across all of your shifts. After all, your customers deserve the same great service regardless of what time of day they call, right?

Nikki
Reply With Quote
  #4 (permalink)  
Old 07-15-2002, 06:57 AM
Member
 
Join Date: Jul 2002
Posts: 0
Staffing Dilemma (cont.)

Nikki, you're correct. Optimal service should be offer no matter when our clients call. Also those other suggestions you offered sounds like the begining of a "Score Card."

A score card is a tool used to improve the service quality we deliver to both internal and external clients as well as recognize and measure performance. Each category would hold a specific weight as to the overall desired performance in relation to the overall score.

The score card assist in the improvement of challenged agents, develop a structured platform of performance and operational functionality as well as supply another method for evaluating appraisals.

A tool like this does help the overall improvement of the department and fine tunes the monitoring of each agent by not just utilizing a tape recording but incorporating Accuracy of information, Time management, Productivity, Work quality and so forth.

In time as new hires join the team the score card assimilates into your program easier.


Cee
Reply With Quote
  #5 (permalink)  
Old 07-17-2002, 01:56 PM
Member
 
Join Date: Jul 2002
Posts: 0
Thanks to you both for your replies. We currently use a type of "score card" system--we call it a Performance Evaluation. This evaluates not only AHT and Calls Per Hour, but also Quality scores, phone utilization (ACD hours divided by staffed hours to get a percentage) and Attendance. The way our system is set up, Quality and Attendance actually carry the most weight.

The coaching idea is great. I wouldn't have a staffing problem if there wasn't a huge performance gap between our best and worst agents.
Reply With Quote
  #6 (permalink)  
Old 07-18-2002, 03:36 PM
Member
 
Join Date: May 2002
Location: Jacksonville, FL
Posts: 0
Bid shifts!

I do not see how you are going to overcome this shift dilemma if it is used for motivational purposes. It is not good for the business. Bid shifts by seniority. Then it is fair and you will have a fairly even mix of good and adequate throught the shifts.
Reply With Quote
  #7 (permalink)  
Old 07-18-2002, 10:18 PM
Member
 
Join Date: Jul 2002
Posts: 0
quarterly shift bids

We used a quarterly shift bids for the past three years in our call center and over time, we refined the process so that it worked well for our operation. We used a ranking system where each CSR is ranked based on their key indicators performances for the past three months. In short, we had a list of CSRs from the best performer to the worst performer in our center (is case of a tie, we had other key indicators as tie breakers).

Our workforce team then ran a full schedule bid in TCS that will meet our scheduling needs for the next three months (word of caution - please make sure your workforce team is well versed in trend analysis and seasonality factor analysis!!). The CSRs then ranked all the schedules in order of their preferences. Our management team then assigned the schedules based on their rankings. For example, CSR that is ranked #1 will get his/her first choice. CSR #2 will get his/her first choice if it is still available. It's that simple and for the past three years, all CSRs will get their first 3-4 choices (out of 600 schedules!!).

I believe in this for three reasons
1) it's performance based - no more favortism complaints and the frontline mgmt team can pump the importance of good performance during the quarter
2) it's fair and easy to implement for everyone
3) it meets our ever changing scheduling needs

Tuan
Reply With Quote
  #8 (permalink)  
Old 07-23-2002, 12:57 AM
Member
 
Join Date: Jul 2002
Posts: 0
Staffing

We run a 24/7 shop. We split our shifts into day, night and overnight shifts. We move shifts based on seniority first and perfomance (a deal breaking) second. Working our night shift we provide the 10% shift dif, while our overnight team receives 15%. We have two tenure lists one for days and one for nights. We rarely blend the two therefore we keep some very senior people at night. We are continually reviewing ways to make our weekend shifts more desirable to our more experienced agents. Our other incentives include mentoring opportunities for those CSR's wanting to progress in the company and one time salary bonuses for working both weekend days. With our 3rd and 4th quartile CSR's we pull them into special units with 2-1 ratio coaching and special refresher training everyday for 3 weeks. We benchmark their progress closely and try to get them re-focused and motivated again before releasing them back into their previous teams.
Reply With Quote
Reply

Thread Tools
Display Modes

Posting Rules
You may not post new threads
You may not post replies
You may not post attachments
You may not edit your posts

BB code is On
Smilies are Off
[IMG] code is Off
HTML code is On
Trackbacks are On
Pingbacks are On
Refbacks are On



All times are GMT -4. The time now is 06:34 PM.


Powered by vBulletin® Version 3.8.6
Copyright ©2000 - 2017, Jelsoft Enterprises Ltd.
SEO by vBSEO 3.3.2