W. Chan Kim and Renee Mauborgne describe the extent of widespread employee disengagement in an article in the May edition of the ‘Harvard Business Review.’ They quote a study by Gallup (2015- ‘State of the American Workplace’) showing 50% of employees merely put their time in at work and 20% actually act in a counterproductive way; negatively influencing their colleagues or providing a poor level of customer service. Research on this topic has found similar results at regular intervals. Continue reading
An organisation introduced a performance management system in the contact centre. It was the first time that this had been tried and management, along with Human Resources, put a great deal of effort into the design of the system.
The performance management system meant that staff would receive a new individual report each week. The reports were designed to show performance against key measures seen as important to the roles in the contact centre. The idea was it would motivate staff members as they could now see their contribution to the team.
Although there was a lot of hard work put into the system, the initiative failed for a number of reasons: Continue reading
There’s a growing body of business literature promoting the idea that ‘little and often unconnected actions, can make a massive difference’……the ‘art of nudgery’ as Tom Peters puts it.
Nudgery is quick to implement, inexpensive and is best when lots of actions take place at once.
Here are some examples of nudgery in contact centres:
- Extend monthly Team Leader meetings by one hour for development – ask internal or external contacts to lead
- Ask Managers / Team Leaders to discuss domestic issues at their daily ‘buzz’ sessions as well as performance – office tidiness, standard of cleaning, clear desk policy, quality of canteen food, reception area, coffee machines…then improve Continue reading