4 Stupid Call Center Mistakes



Greg Levin
06/24/2014

I'm not one to criticize or judge, except perhaps when I'm around other people. However, I feel I must voice (or, more accurately, write) my opinions regarding some common problems that plague the contact center industry.

Following are what I have found to be among the most common stupid things contact centers do, along with some suggestions to help avoid such idiocy.

Borrowing another contact center’s Service Level or Response Time objective. In choosing a Service Level and/or Response Time objective for their center, many managers simply use the same objective that is in place at centers deemed "best in class." What these managers fail to realize is that their particular customers may very well be bigger pains in the butt than those of best-in-class centers, making them more likely to complain and become irritable if their call isn't answered immediately.

Take for example a manager who, after reading an article about an award-winning pharmaceutical company's contact center with an 80/30 Service Level objective in place, implemented the same goal at his center. What he failed to realize was that 94 percent of the pharmaceutical center's customers were using a leading anti-depressant, and thus thoroughly enjoyed humming along to the centers' on-hold music for as long as possible. Our guy, on the other hand, managed a helpdesk for novice voodoo practitioners, where it wasn't at all uncommon for callers who were forced to wait even just 10 seconds for a connection to start sticking needles in little dolls wearing headsets.

The key point to take away from this ridiculous example is that I am very prone to run-on sentences. Another important point is that, whenever deciding on performance objectives, it's essential to choose the best objectives for YOUR contact center, and to ignore those of respectable ones.

Failing to incorporate customer feedback into coaching. One problem with relying solely on your own QA staff or supervisors to provide monitoring feedback to agents is that your agents don't like your QA Staff or your supervisors. Many of your agents would rather have their gums scraped or read a technology vendor’s whitepaper than take your supervisors' advice. That's why the best contact centers have started incorporating direct customer feedback (taken from post-contact surveys) into monitoring scores and coaching efforts. True, most agents don't like your customers either, but are more willing to accept their input because customers never have coffee breath and rarely if ever order your agents to go home and change out of their cut-off Rage Against the Machine tee-shirt on Casual Fridays.

Research has revealed several key benefits of implementing a direct customer feedback initiative. One study, for example, found that contact centers with such initiatives in place have up to 25% higher customer satisfaction rates, up to 15% higher agent retention rates, and up to 1% fewer incidents of QA staff and supervisors being gang-tackled by staff.

Waiting for bleeding-edge technology to become boring. I'm not saying that all contact centers should take big risks on unproven customer contact tools. I'm merely suggesting that those that don't are totally chicken. Now you may argue that investing in unproven solutions is not an intelligent, well thought-out business move. That's fine, but if you are interested only in things intelligent and well thought-out, then you have no business reading my blog.

Show me an award-winning contact center, and I'll show you a manager who has dared to make some dangerous moves with regard to customer contact solutions. Granted, occasionally such deployments fail at these leading centers, but persistent and progressive managers do not let such events stop them. Instead these managers continue to think about the next advanced technology to revolutionize their center and, once their request to leave the mental health facility is granted, eagerly begin meeting with vendors seeking beta-testers.

Treating agents like employees. If you treat agents like employees, they are going to act like employees, and few organizations can recover from such damage.

A recent study by a leading consulting firm revealed that employees are one of the biggest threats to a corporation's health and prosperity, second only to the CEO. Absenteeism, poor work performance and stapler-theft were among the many harmful acts found to be carried out more by employees than any other living entity.

On the other hand, the report found that such undesirable behavior is almost never associated with grandmothers, infants or lemurs. That's why, as I've been saying for years, contact center managers would be wise to stop spending so much time micromanaging and monitoring agents, and start spending more time providing them with rose-scented perfume, colorful rattles and pictures of Madagascar.