Suzanne Dunham featured on ContactCenterWorld.com

Suzanne Dunham, Integrated Broadband Services' Senior VP of Customer Service was recently interviewed by ContactCenterWorld.com. She answered key questions about contact center management strategies.  An excerpt is provided below or the article can be read at ContactCenterWorld.com.

Senior VP of Customer Service, IBBS (Integrated Broadband Services) On Contact Center People Management

Suzanne Dunham, IBBS, answers some of the most pressing questions on operating an effective contact center. Based in Atlanta, The IBBS Customer Call Center is a high-performance facility staffed by experienced customer service professionals, 24/7/365. The Center provides Tier 1-2 support for Voice and Data customers.

What are the key benefits of the following types of training: classroom, e-learning, role-playing, and simulation?

Classroom training allows for interactive discussion as well as interpersonal Q&A. This method is effective when introducing complex or new material and also works well for facilitating change management initiatives. It also gives Reps a chance to interact with each other which is fun and stimulating for them. E-Learning allows for efficient dissemination of targeted, just-in-time, and/or remote training. It’s also a great vehicle for training non-complex processes or concepts, providing employees with the ability to self-assess their knowledge levels, and for the delivery of refresher/reinforcement training. E-learning can provide immediate feedback to management. Regarding role-playing and simulation: Adults learn best through opportunities for personal application. Combining role-playing and simulation with either classroom or e-learning methods creates an effective, "learner-centered" training environment.

How have training methods changed in the past few years?

Actually, employee profiles have changed over the past few years. The younger employees entering the workplace grew up with technology and the concept of self-serve. Therefore they not only embrace e-learning, simulation and self-assessment, they often prefer it. In my opinion, this employee evolution has driven an increased emphasis toward e-learning techniques. As a result the industry has benefited from improved e-learning products and services, as well as having more choices when choosing products.


What tips do you have for managers that are changing training methods in their center (i.e.. e-learning to classroom or vice versa)?

While it’s important to be as efficient as possible, it’s also critical to be effective; you don’t want to trade off one for the other. E-learning and classroom training methods should be balanced to meet the need of the employees. Keep in mind the benefits and limitations of each method. Choose the one most appropriate for the training objective and most importantly, for the audience. Role playing and simulation should be used whenever possible to facilitate an effective transfer of knowledge from the classroom to the floor.

What mistakes do companies make when it comes to training?

Choosing an inappropriate process is one fairly common mistake. For example, disseminating complex information without allowing for Rep interaction is less effective if Reps are not able to raise questions or concerns. Many of the e-learning tools now allow interaction with the trainer, however if that’s not the case, then classroom learning is best in this instance. Other mistakes that are often made include failing to understand the importance of the role of the Supervisor in the transfer of knowledge from classroom to the floor. Once information is delivered, it is critical that the immediate Supervisor coach, support and hold Reps accountable in adopting the new skill or information. Another mistake is failing to create a "learning-centered" training experience in which the Reps participate in their own learning through role-playing, simulations and Q&A.

What are your views on certification, and what value does it bring to training and the industry?

Effective certification programs can provide credibility, create a process for developing staff, assist in building a career path and can motivate employees to stretch toward new skills. However, skills that are being certified should always be based on formal, up-to-date job descriptions. Assessments must be relevant to the position for which you are certifying, and the certification process must be administered consistently in order to be effective.

Some say that certification should be standardized worldwide for it to be transferable, what is your view on this?

Standard certification can bring credibility if there is relevance across jobs within that industry. This exercise seems a bit daunting when you consider the tremendous array of work performed within the contact center industry. For example, a contact center manager responsible for a 200 seat contact center would require a different set of skills from one who manages 75 seats. Where I believe industry certification works best is in certifying a baseline of standard knowledge and concepts. For example: workforce, i.e., staffing and scheduling, common contact center technology such as ACD and IVR, building customer-driven processes, quality monitoring, training, site selection and design, etc.

How best can a contact center manager identify training needs amongst their agents/reps?

There are four critical ways in which we identify training needs in our center: 1) Rep surveys in which they identify areas they want more training, 2) information gathered by our Quality Analyst Team on where Reps are struggling, 3) job assessment results, and 4) observations from our Supervisor coaching sessions. This information is captured by our Training Manager for inclusion in future training sessions.

Do you feel a contact center trainer should have substantial experience with contact centers, or can any 'general' trainer effectively develop contact center agents?

We experienced several benefits from promoting existing employees to a training role. First, they had immediate credibility with the employees in that they’ve performed the job themselves and have spent time "in the trenches." They also understand the company and contact center culture, are familiar with the customer base and understand the nature of the customer experience. The limitation is these folks aren’t experienced in creating training documentation, training processes or best practices in delivery methods and assessing learning. If you have the time to develop them, this can be a great model and that’s the reason it’s worked for us. On the other hand, if you don’t have resources to help them through their learning curve, it may be more expedient to hire a general trainer and train them on the call center processes.

 In your opinion, is there a standard or minimum time an inexperienced agent/rep should spend in 'soft-skills' training before talking to customers

Absolutely. All of our newly hired employees (at all levels) spend a minimum of 4 hours of soft skills training and spend several additional hours of role play before they talk to customers during their first two weeks of training. Our Supervisors and Managers attend an additional 4 hours of training learning coaching techniques that reinforce the soft skills behaviors. We believe it’s critical that our employees at all levels understand both the human and business components of every interaction. If we’re great problem-solvers but we fail to connect with the customer on a human level, we’ve failed to deliver service that creates loyalty. Rep behavior that creates loyal customers is a tremendous differentiators within the service industry.

 How can a manager identify training needs for themselves and their supervisors/team leaders?

It’s important to put development plans in place for all contact center employees, but particularly in light of those in leadership roles. We have annual and mid-year performance reviews which include a documented development discussion. This facilitates dialog for managers and supervisors to identify their desired development areas as well as formalizes action items they’ll take to close any development gaps.

What are some differences in leadership styles for managers in a contact center?

In our center I’ve observed two primary styles: those who are task-oriented vs. those who are people-oriented. Regardless of style, the key is to train managers at all levels to take a balanced approach regardless of their preferred style. The same emphasis we place on balancing the human and business components of customer interactions also translates to how we manage our employees.

How can managers and supervisors create an ideal environment for employees at all times?

As management, we are responsible for creating a positive and meaningful work environment. Several ways to do this include: - First - hire people who are a good fit for the environment. - As much as possible, balance work and personal life. Be flexible whenever you can, but also ensure employees understand the customer needs that drive the contact center. - Recognize and encourage ethical behavior. - Have fun! Silly hat day works great for relieving stress! - Create break rooms and areas where Reps can comfortably relax and easily interact with one another during downtimes. - Coach and train Supervisors in quality leadership concepts. Make sure they have "Center" goals in addition to "their Team" or individual goals. Give Center goals more weight. - Ensure your facility is safe, secure, neat and clean at all times. - Furniture should be ergonomically correct to eliminate discomfort and injury. - We hold employee focus groups several times a year to find out what’s working and what’s not working from their perspective. We then fix what’s not working as quickly as possible! - Communicate, communicate, communicate! Disseminate relevant information timely and accurately to all employees.

What tools and techniques are available to managers to be more effective with their staff?

Some of the tools we find effective in our center include: real-time adherence. Quality monitoring which includes screen capture. Performance scorecards. Side by side coaching sessions. Vacation request process that allows for shift swaps.

In your opinion, how often should managers appraise their agents (or vice versa), and what are the key performance criteria they should be judged against?

Providing Reps with real-time performance feedback is a best practice. If Reps are able to see current handle times, calls taken throughout the day, real-time adherence and quality scores, they are able to self-manage and make timely adjustments to productivity. Of course, Reps should always know the Center goals and be able to see real-time Center performance so they can understand their contribution to the Center. In addition to real-time performance feedback, we provide our Reps with a monthly score card that includes quality monitoring scores, job knowledge, schedule adherence, attendance and average call handle time. Average call handle time receives the lowest weight, but is included to motivate Reps to utilize call flows and appropriate resources to provide effective and efficient customer interactions. At the Center level, we measure and report on customer service levels, first time call resolution, overall average call handle time, occupancy and utilization.

How can a company appraise the performance of its contact center management?

All management should be measured on overall contact center goals and objectives in addition to team or individual goals. Center goals should carry the most weight to ensure management is pulling in the same direction. Individual behaviors that should also be measured include teamwork, personal attendance, work quality and output, job knowledge, support of company ethics, vision and mission. Also recommended are 360 degree assessments that provide management with feedback on how well their employees, peers and managers feel they are performing vs. how they view their own performance.

Are there differences in the skills required to manage inbound centers versus outbound centers and why?

Yes, particularly if the outbound center is primarily focused on sales or collections functions and the inbound center is focused on service. In the outbound centers, persuasion skills carry the day while inbound centers may place more emphasis on empathy and problem solving. Inbound and outbound centers are more closely related where inbound service reps are up-selling or performing retention functions. Besides skills it may also be a matter of employee preference, so it’s important to hire the right individual for the task. In one environment, I staffed a retention desk with a blend of inbound service Reps and sales Reps. I found most of the Reps with prior sales experience were far more effective with retention than those without prior sales experience. Those that came from a service role were also more reluctant to make the transition to a sales role. Some of the service Reps actually expressed job dissatisfaction at having to work in the retention queue.

 In your opinion, how often should staff be appraised (undergo formal job appraisal)?

When formal job appraisals are held twice a year, the employees have ample time to make necessary performance adjustments prior to their annual review. Managers can utilize the mid-year review to receive valuable feedback on how well they’re performing from their employee’s perspective.

In your opinion, what are the top 5 things managers should do more of and the top 5 things they should do less of to create a high performance team?

More: 1) Coach 2) Build a team environment with the Reps by being a team player with your peers 3) Communicate all pertinent information on a timely basis 4) Model required behaviors 5) Constantly find ways to improve the process for the customers and the employees and share your recommendations with upper management. Less: 1) Manage strictly by the numbers and forget about the human dimension 2) Become segregated with their team and lose site of the big picture 3) Blaming people instead of fixing/improving the process 4) Not delegating when appropriate 5) Remaining self-centered.

In your opinion, how should a contact centre respond to the need for job variety and training for its employees?

Some ways to do this include: assigning special project work, cross training (not only in the contact center but within the organization), providing development which means training folks for their next job, establishing mentoring programs for those interested in a future Supervisor or Team Lead role, and communicating other jobs within the organization for which the Reps are qualified to interview and provide interview training. Make sure you are not "silo-ing" your contact center from the rest of the organization. Pride yourself on the number of internal interviews and promotions you can generate for the rest of the organization from the contact center.

What do you think is a good way to deal with job exhaustion and stress among employees at work?

Scheduled work breaks are a must in all contact centers. These breaks should be long enough to allow the Reps a chance to physically move away from their workspace, consume a snack, or chat with a few other Reps who are also at break. This should include an outdoor and indoor space dedicated for this purpose. We are currently expanding our facility. As part of the build out we are incorporating a quiet area and a break room with a TV, computers, printers and phones where Reps can personally go online (appropriate sites only, of course!) or chat on the phone without using their cell minutes. A well-designed reward and recognition program can offset some of the effects of a stressful work environment and create a win-win for both the company and employee. It can also help be a motivator during stressful times. Above all, make sure you are adequately staffed and schedules are appropriate to handle the workload.

What suggestions can you give to contact centre managers when it comes to dealing with flexibility in meal times among employees?

Since meal times are scheduled to meet call demand, it is difficult to create flexibility, however there are a few things you can do. We have allowed Reps to choose a 30 or 45 minute meal time and leave 15 or 30 minutes earlier. In some instances, we have allowed Reps to schedule their lunch at a time when they need to run a special errand such as a Dr’s appointment, and make up that time at the end of their shift. If we have lighter call volume than forecast, we have allowed Reps to take leave without pay and extend their lunch hour to shop, go home and nap, etc.

Do you believe that personnel costs are the most significant expense of a contact centre operation?

The major operating expense of most contact centers is personnel cost, however there should also be sufficient capital available to ensure the center has sufficient technology to offset some of those labor costs.

What do you think is a good solution to employee absenteeism?

To begin with, hire the right people. There are many assessment instruments on the market today which will assist contact center leadership in selecting candidates that will least likely have attendance issues. Make certain that attendance goals and objectives are clearly communicated to all employees, including job candidates. Asking behavioral questions about attendance during the interview can give you insights to a candidate’s attendance. For example, you might ask them, "Tell me about a situation in which you were unable to get to work on time. What happened?" Or, "Have you ever received any special recognition for your attendance?" You can also ask, "Are you able to meet all of the attendance objectives as we’ve communicated to you during this interview?" Finally, recognition and reward goes a long way in reinforcing good attendance behavior.

About Suzanne Dunham:

During the past 20 years, Suzanne Dunham has held several senior and executive management positions in finance, marketing and customer service operations. Ms. Dunham’s significant contact center expertise includes strategic planning and start-up, process and performance improvement, technology enhancements, and the design and implementation of customer service delivery systems.Ms. Dunham is currently employed as the Sr. VP of Customer Service for Integrated Broadband Services, providing strategic leadership for the contact center and related company customer service initiatives.