Comments

I am a Manager in a call center of a major communications company. Is the customer service department "valued" in our company? The answer is no. High turnover, ineffective leadership, no accountability, stressful work environment...the list could go on ad infinitum. Our frontline folks are expected to provide a 100 percent quality and first call resolution every contact, every customer, every day yet. Their performance however is assessed by metrics that stress 100% quantity such as average handle time, hold time, call transfers etc. A rep who takes the time to provide a superior service experience and issue resolution on a call places themselves in a position of being penalized or disciplined for not meeting their "stats". Turnover is ridiculously high...over 75 percent each year, the majority classified as job abandonement. Leaders attribute this to the attitudes and work ethic of the "today's" frontline rep and claim nothing can be done to change it. Couldn't this also be their way of telling you they would rather be broke, hungry, and possibly homeless than work in this company. Keeping the seats filled with knowledgeable and experienced reps would undoubtedly be a performance, productivity, and profit multiplier yet turnover seems to be accepted as a cost of doing business. Our mouths tell the frontline team they're "our greatest strategic resource", yet the reality is our policies, processes, and daily interactions with them tell them we lied. Don't know the whole answer but a little MBWA would be a terrific first step. Also, reward them by giving them a little taste or the record profits they they consistently produce in spite of the challenges they face. An alternative to the "off sites" and consultants that are the norm, lets try Library Cards instead. The 658 section holds a lot of the answers and solutions to be sure. Many years ago I came across a book about being "In Search of"....something. It talked about the best place look to find and fix the barriers to excellence in any organization was to talk to the folks who work on the floor and are closest to the customers. I also recall it gave some great examples of companies who used this strategy and the terrific results they achieved by doing so. Somethings never change and one of those unfortunately is an aversion of leadership to listen to the folks on the frontline and the floor. Ask and you will get an honest and terrific ideas and feedback to fix them. Take care of the people who take care of the customers....great advise to be sure.

Posted by Dave at July 26, 2007 2:07 AM

I also manage a customer service department...and I experience the disconnect between the customer service professionals and other departments. Many outside of the department view the department as simply call takers. This drives me up he wall. One of things I've spearheaded is PR campaign to get the word out about department. The first task was to identify key relationships, such as Tom stated, and nuture those relationships. We showcase our operation by having tours, letting agents particiate in presentations, creating newblasts & letters -- just to name a few things. I decided someone needed to something - so I'm making it happen.

Thanks for your sharing your ideas.

Posted by Ron Bland at July 26, 2007 9:33 AM

Dave,

It sounds like you are in a tough environment, but that you also have an opportunity to change it. Ask your front line, what 1 change would make a significant difference in their work. There are many things about our work that perhaps we can't change, but as a manager, you can still make a difference to the people that work for you. Good luck!

Valarie

Posted by Valarie Willis at July 26, 2007 3:02 PM

Ron and Valarie,

Thank you for the comments and encouragement. I was in the military many years ago and worked for a General who told me "You control what happens below you in this outfit and you can influence what happens above you. You want to change the way we do business? Show me results!" This was truly great advice and the best way I have ever found to open the minds and ears of the decision makers to change. Every frontline manager and leader can produce a Southwest Airlines like culture on the team they lead. It starts with a little bit of knowledge,and by building trust and credibility with those they lead....the personal branding piece. That is the part I can control. I have found that Tom's concept of "businessing" every job works well as it can be adapted to just about every level of any organization. This is what produces the results that can influence and change minds. The work environment isn't tough just frustrating. Customers come in two categories, internal and external. Each has unique requirements,needs, expectations, and definitely can take their business (or themselves) elsewhere when your company isn't meeting them. Losing any customer can increase costs and affect profitability. I have no earthly idea why we spend so much time and resources focusing on the needs of one customer segment,while completely ignoring the other. Aren't both both are critical to the success of your business?

Posted by Dave at July 28, 2007 8:09 AM

In the voice of the customer
It would be necessary to listen to the customer voices directly by ourselves, I mean. And then we must reflect our products and services with the "knowledges" and "rethink", so called "Kaizen" in Japan. There is the reason why the group means the company to repeat them.
By repeating the "Kaizen", the company would be able to get "trust" from the customers.
What is the policy for its purpose? It would be successful to make a new friend, I think.

What is the policy for its purpose?
It will be to make a new friend.

Posted by PrimeTime at July 31, 2007 4:02 PM

My Mangagers are once again asking me for a pay increase for our Rep's. I submitted that to HR (third time in 5 years). Now tell me if there's a disconect between Mfg. or Sales or our Engineers when HR holds the cards. Now that's F'd up!

Posted by Scott Swift at August 6, 2007 2:56 PM