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Training first aid kits for call center agents

2018-04-03 09:46:50 Author: Source:CTI ForumComment:0  Click:


CTI Forum (Ctiforum.com(Compiled / Lao Qin): What is the difference between your top performing agent and others? Do you know how effective the best agent is?
Training first aid kits for call center agents
An article published in the Journal of Applied Psychology examines the difference in productivity between top employees and average performers with performance within one percent in the same company. For complex work, top employees are 125% more efficient than average employees.
What is even more striking is the gap between top-level employees with performance within 1 percent and worst-performing employees with performance within 1 percent. For medium-complex jobs, this gap is as high as 1200%. For high-complex work, the gap is deeper and cannot be measured.
Do not accept this gap
Most people accept this gap. When it comes to performance, they do not question the bell curve. They believe that some of the seats becoming superstars are inevitable. Most people are mediocre. Moreover, about 20% of people at the bottom may never get the title of superstars.
I have never been willing to accept this gap. I think we can do better. I think that if we do a good job, we can close the gap and change the bell curve, so this gap only applies to experts. Some people will become super-experts, most will be ordinary experts, and a small part will be lower-level experts - but they will still be experts.
What does it mean to do the right job?
To do our job well, we must address the causes of the gap. Of course, there are many reasons for this gap, including recruitment, training, motivation and recognition, as well as continuous training and support.
Although every issue must be resolved, what we need most is continuous training and support. We just didn't do our best to develop the seat into a customer contact expert.
In order to do our job well, we must first establish clear expectations, and then provide consistent, timely, accurate performance feedback to train these experts.
Once this happens, the contact center can focus on developing expert skills, which can be accomplished through a five-phase process.
Five stages of developing expert skills
To ensure that the contact center performs a full-scale training operation, the plan must consist of five elements, further described below.
Training first aid kits for call center agents
1, education
Education means that coaches impart the basic knowledge needed to master skills. Agents read, listen to tapes, fill out worksheets, and review information with the coach after the course is completed. This is often referred to as the "book work" phase of tutoring.
2, shaping
Modeling means that the coach shows the skills needed to become an expert. The coach demonstrates the expert's call handling through role-play (the coach plays the mentor's role), and uses the "live" phone and plays the audio tape of the expert's actual combat.
Call center managers often ask the call center's coach whether he should be able to win the job of an agent. My answer is: Yes!
You must be able to do a skill to model it. This does not mean that coaches are as effective as seats. Agents make calls every minute of the day, but coaches can certainly demonstrate a high-quality interaction.
3, practice
Hands-on practice means that agents perform the trained skills in a simulated environment. This gives the coach the ability to control the "points" for guidance and give the agent time to develop a consistent habit without worrying about the negative effects of potential errors.
Practical exercises include role-playing (agents play the roles of agents), computer simulations, and the production of analog expert tapes (here, the script for the author writing and recording experts).
Recently, I asked several call center managers: "After the initial training, how good is your team's success in this job?" The answers range from "barely" to "more than 60%". Many managers say there is no way to fully prove this... Agents must have practical experience on the phone to understand the actual experience of the job. I believe this will have some consequences.
One of the consequences is that because customers interact with inexperienced agents, you may lose them. We need to design simulation training that includes everything an agent will encounter on the phone. We cannot leave anything to chance. Just as airlines train on flight simulators, we, as call center experts, need to train on call center simulators.
4, application
The application phase takes place in the "real" environment of the call center. It consists of four phases. The coach controls the frequency of the first three phases. The agent controls the last one.
The first phase is the cooperation phase. Coaches and agents sit in a highly interactive exchange. The coach decides who will handle the different parts of the call based on the skill and level of the agent's display.
The second phase is the support phase. The coach sits with the seat again. However, at this stage, the agent fully controls the call, and the coach only controls when the agent indicates that they are doing so.
The third phase is the continuation of the support phase. Compared with the second phase, the coach will sit in a remote location. As in the second phase, the coach will not intervene unless there is a seat request.
The agents were asked to start controlling their own learning process, and to experience by recording those phones that felt strong or uncomfortable.
The final stage is the polish stage. The seat was "solo" without coaching intervention or supervision. After coaching on the designated phone, the coach takes the time to “report” the experience.
5, create
The creation phase is the final stage of skills development. Coaches regularly observe employees without any intervention. At this stage, agents creatively explore and resolve the anomalies between what should happen and what is happening.
By doing so, the agents learned how to change their behavior, according to the background of the call and the personality of the customer. It is at this stage that employees receive the highest level of skills.
Notice
There are several warnings about these phases of intervention. First of all, you may not be able to use all these features in your call center. For example, you may find it difficult to weigh the responsibilities in the same call described in the application phase.
Second, the stage is not linear. You did not complete the training cycle, directly from education to modelling to practice to creation. You may find that you are practicing a skill that you need to return to modelling or education. The coach decided the timing of the intervention and accelerated the embedding of technology.
Key skills as a coach at the contact center
A call center provided feedback and did a lot of education, but not much else. Many agents are doing a lot of book work, but they do not have the opportunity to turn all their knowledge into skills.
In general, this is because the contact center does not have enough time for training. However, it is important that a guidance program includes key areas - such as how to communicate clearly, critical observations, and effective problem solving - in an effective manner.
Here are some interesting exercises that can help you develop these three skills.
Training to develop clear communication skills
Put all the ingredients for peanut butter and jam sandwiches in containers (bread in plastic bags, all lids, etc.). Then, let a volunteer guide team members how to make a sandwich. At the first meeting, no one in the room could help volunteers.
The hardest part of this exercise is the instructor does not assume anything. When volunteers say "take a piece of bread," don't think you know how to open a plastic bag. At this point, the team members can pull the bag at both ends and pull it hard until the bag opens and the bread is flying around in the room, or they might say, "I don't know what to do."
The team members should stick to it until the sandwiches are made, then discuss their feelings with the group (giving instructions and observing the instructions given by others, but it cannot be influenced).
Exercise exercise observation skills
Let team members pick a partner each. Let each person face their partner and observe each other for 30 seconds. At the end of thirty seconds, ask them: “How many people can tell me what you smelled in these thirty seconds?” or “What do you hear in 30 seconds?”
Why? Because this is a training for selective observation. Discussing with coaches is related to their observation of the team. What "instructions" prevent them from "seeing" or "hearing" important things about employees?
Exercise to solve problems
Collect brain teasers, read a brain teaser to the group, let them try to solve it, and let the team discuss what they want. Allow conversations to go anywhere they want.
Training first aid kits for call center agents
Kathryn Jackson
Once the first problem is solved, distribute a worksheet that leads the team through problem solving steps. Then read another brain teasers to solve the problem on the worksheet.
After this, talk about hypotheses. Clarification. Determine what the team knows and guess. Let the agents write down the other information they want and where they can find it.
After several brain teasers, hope the team can solve the problem easily.
Do you agree with our stage of developing agent skills in the contact center? Or do you have other exercises to develop important contact center agent skills?
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Original URL: https://www.callcentrehelper.com/first-aid-coaching-advisors-123902.htm
 
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