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ontact centre employees are charged with many important tasks. First and


foremost, they are the human voice of an organisation and provide guidance and understanding for customers. Each point of interaction between a custom- er and an organisation is a touchpoint in the customer service journey, and customer service representatives (CSRs) need to efficiently and effectively handle hundreds of different types of calls, while ensuring that each customer’s unique needs are met. It’s a tall order. Consider two


contact centres, alike in size, scope of work and staff. Both are running smoothly until they experience drops in customer satisfaction and employee morale. Te managers of the first contact centre look at their staff, learn about a struggle with a particular


type of call from a focus group, and decide to roll out mandatory call management training for all CSRs. Tis centre sees a modest spike in customer satisfaction (CSAT) scores, but employee morale remains low, even dipping slightly lower than before. In the second contact centre,


the managers maintain data on their employees, so when they notice customer satisfaction trending downward, they take a look at their metrics. Te metrics indicate that many of the newly hired CSRs are struggling with first-call resolution. Customers are having to call back multiple times to resolve issues, which is leading to frustration, making CSAT scores fall. Tese managers send a portion of their workforce, determined by metrics and verified by their supervisors, for targeted training to reinforce how to


achieve first-call resolution. As a result of the training, this centre sees a large positive spike in CSAT scores with employee morale also improving. Te difference in approach between


the two centres is notable. Te second, whose managers make decisions based on metrics and who target training only to employees who need it, is much more effective. In the long run, the second contact centre will save the organisation money by only rolling out training to employees in need, not to an entire workforce. Moreover, these managers will keep morale high by only training employees who are deficient in a particular skill and not subjecting everyone to unilateral training, especially if most employees are already competent in a given skill. Metrics give a good idea of where to locate deficiencies that lead to





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