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Why there is help for call center turnover

Why there is help for call center turnover

[fa icon="calendar"] Jun 27, 2013 10:51:47 AM / by Briana Songer

Briana Songer

A frustrating and expensive fact about Call Centers is that they spend huge amounts of time and resources researching, hiring and training their agents, only to have them take off shortly after. Why is this a reality for call centers?

A frustrating and expensive fact about Call Centers is that they spend huge amounts of time and resources researching, hiring and training their agents, only to have them take off shortly after. Why is this a reality for call centers?
Obviously, there are a number of factors that can go into why people leave a job at a call center. However, according to Author and motivational speaker Chip Conley, you can figure out most problems by understanding where you are putting most of your attention.

Chip started his own hospitality company, Joie de Vivre (JDV), and, as CEO for two-dozen years, grew it into the second largest boutique hotel and California's largest independent hotel company.

How did he do it?

“Life and business is all about where you pay your attention, and most businesses neglect the fact that we are all humans.”
-Chip Conley

With a unique outlook in leading and guiding his workforce than most leaders, Chip wanted to get a better understanding of his Employee needs and attitudes. He started by studying the renowned psychologist Abraham H. Maslow famous theory: The Hierarchy of Needs pyramid.

According to Maslow's theory, our basic needs sit at the bottom of the pyramid and our deepest motivations sit at the top. Without meeting the basics, we won't be able to grow and progress up the pyramid and truly transform ourselves. By using Maslow's theory, Chip created the Relationship truths pyramid.

As Employees make a transition up the pyramids, their expected rewards and relationships transform.

What's most important about Chip's pyramid is how it connects with the higher needs of employees and customers. But there's a catch. As you move up through the pyramid, the more abstract and difficult it gets to maintain. The difficulty of understanding and implementing successful and meaningful strategies is why managers tend to manage from just the bottom as it’s easier for them to “manage what they can measure,” than to try to measure meaning.

In call centers, only the top percentile of workers are motivated. What about the larger, bottom percent of the workforce? Many centers attempt to buy happiness with reward or recognition programs. If they don't win employee involvement on either a rational or emotional level, the reward doesn't get attention. Many become unmotivated because they see a weak relationship between their effort and the rewards they receive.

What most people want from their supervisors and managers is like a kid from their parents. Clear and consistent expectations, and someone who supports their growth and development. Giving true, valuable recognition satisfies higher needs and allows employees to progress towards self-recognition. In Centers where there could be hundreds or thousands of agents, it's easy to feel they are just another body in a chair.

Ultimately, Centers must dissect the anonymity and strategize a human connection or there will continue to be rampant, frustrating turnover.

Credit: http://www.ellencavanaugh.com/2012/04/05/a-worthy-quest-chip-conleys-peak-and-a-teenagers-pyramid-of-needs/

About the author: Nicole is the Marketing manager with the PlayVox team. PlayVox is a platform that uses gamification, learning and social tools to make call centers better places to work.

Obviously, there are a number of factors that can go into why people leave a job at a call center. However, according to Author and motivational speaker Chip Conley, you can figure out most problems by understanding where you are putting most of your attention.

Chip started his own hospitality company, Joie de Vivre (JDV), and, as CEO for two-dozen years, grew it into the second largest boutique hotel and California's largest independent hotel company.

How did he do it?

“Life and business is all about where you pay your attention, and most businesses neglect the fact that we are all humans.”
-Chip Conley

With a unique outlook in leading and guiding his workforce than most leaders, Chip wanted to get a better understanding of his Employee needs and attitudes. He started by studying the renowned psychologist Abraham H. Maslow famous theory: The Hierarchy of Needs pyramid.

According to Maslow's theory, our basic needs sit at the bottom of the pyramid and our deepest motivations sit at the top. Without meeting the basics, we won't be able to grow and progress up the pyramid and truly transform ourselves. By using Maslow's theory, Chip created Employee best practice models that are known as the three layered Employee Transformation Pyramids.

As Employees make a transition up the pyramids, their expected rewards and relationships transform.

The bottom layer of the pyramid motivates us with the bare basics. We need the job's safety and security to provide us with a means to survive. When this level has been satisfied, we start to think of the job as more as of a career and desire success. We expect more recognition, belonging and esteem. After achieving this level, the Employee sees the career as a calling. Fueled by their internal motivation, they are inspired by what they do by engaging themselves in work that they’re passionate about.

Call Centers, what are you focusing on?

What's most important about Chip's pyramid is how it connects with the higher needs of employees and customers. But there's a catch. As you move higher up the pyramid, the more abstract and difficult it gets to maintain them. The difficulty of understanding and implementing successful and meaningful strategies is why managers tend to manage from just the bottom as it’s easier for them to “manage what they can measure,” than to try to measure meaning.

In call centers, only the top percentile of workers are motivated. What about the larger, bottom percent of the workforce? Many centers attempt to buy happiness with reward or recognition programs. If they don't win employee involvement on either a rational or emotional level, the reward doesn't get attention. Many become unmotivated because they see a weak relationship between their effort and the rewards they receive.

What most people want from their supervisors and managers is like a kid from their parents. Clear and consistent expectations, and someone who supports their growth and development. Giving true, valuable recognition satisfies higher needs and allows employees to progress towards self-recognition. In Centers where there could be hundreds or thousands of agents, it's easy to feel they are just another body in a chair.

Ultimately, Centers must dissect the anonymity and strategize a human connection or there will continue to be rampant, frustrating turnover.

Topics: Contact Center, Agents, call centers, tips

Briana Songer

Written by Briana Songer

Marketing Director at PlayVox

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