Editor Note: This article was originally published in FABSolutions.co.uk
We delved into how contact centres can enhance both employee engagement and overall performance through thoughtful coaching and effective management strategies.
Performance management in contact centres is a delicate balancing act. It involves not just monitoring key performance indicators (KPIs) like first-call resolution, average handling time, and customer satisfaction, but also managing the well-being of agents. Contact Centres are increasingly focusing on more human-centred performance management, rather the management by numbers, the human centred aspects is where, the well-being and development of agents take precedence over purely numbers-driven management.
Helen Beaumont-Manahan stressed the importance of striking the right balance between managing operational efficiency and fostering an environment of continuous learning.
“Effective performance management doesn’t just focus on outcomes but also on the processes that lead to those outcomes. It is essential to create a culture where agents feel supported, are encouraged to improve, and are given the tools they need to excel.”
Investing in robust performance management frameworks is more likely to reduce employee turnover and reduce attrition levels. By making performance management more holistic and balanced between behaviours and KPI’s, organisations can ensure that their employees remain motivated, engaged, and committed to delivering excellent performance levels.
Coaching is not just an optional addition to performance management, but an essential element that drives growth and as they face unique challenges, such as handling difficult customers, adhering to tight schedules, and managing repetitive tasks, coaching must be used as a vital tool for helping and supporting employees to deliver against goals and objectives.
The panel shared some useful and practical tools that have proven effective in contact centres they have experienced including:
Technology should be seen as an enabler and there are plenty of tools available to boost performance management and coaching efforts. From AI-powered analytics to real-time performance dashboards, Auto QA tools and gamification which can help streamline the process involved in finding calls and identifying the next best action. Technology however should not substitute a rounded, timely and balanced conversation.
Use of tools that allows managers to analyse customer interactions in real-time, identifying areas where agents might need additional coaching help take the hard work out of the coaching process and save leaders valuable time.
Greater visibility of performance with better access to real-time dashboards that help provide immediate feedback to agents, allowing them to monitor their performance metrics and adjust their behaviour accordingly helps teams self-manage and creates greater levels of accountability.
One of the overarching themes of the webinar was the importance of fostering a culture of continuous improvement within contact centres. Both Danny and Helen reinforced that performance management and coaching should be an ongoing processes and that it should be a two way conversation with leaders being open to feedback and to being coached just as much as the agents.
It can be easy for managers to focus solely on meeting immediate operational targets, however, taking a long-term view and investing in the continuous development of employees pays off. Helen shared how continuous improvement is not just about addressing weaknesses but also about building on strengths, requiring a shift in mindset from reactive problem-solving to proactive development planning.
Managers should regularly review performance data, identify trends, and work with agents to develop long-term improvement plans that re designed to change behaviours and that those behaviours are role modelled across levels.
The webinar stressed that managers need to lead by example, demonstrating the Behaviours and attitudes they expect from their teams. Leaders who are open to feedback, willing to invest time in coaching, and committed to the development of their employees are more likely to create high-performing teams.
Danny Wareham highlighted that, “Leadership in a contact centre goes beyond just managing operations. It involves actively engaging with agents, understanding their challenges, and providing them with the support they need to succeed. Effective leaders are those who can build trust, foster open communication, and create a sense of belonging within their teams.”
Despite the best efforts of managers and leaders, there are still several challenges that contact centres face in implementing effective performance management and coaching programs:
Coaching and Performance Management, if done well and done consistently will improve operational efficiency and foster a supportive and growth-oriented environment for team members at all levels. If we focus on regular coaching, clear frameworks and consistent application of these as well as listening to the voice of the employee to drive continuous improvement ultimately we can realise the benefits to both agent performance and customer satisfaction.
As the industry continues to evolve, those contact centres that prioritise the well-being and development of their agents will be best positioned to thrive in an increasingly competitive marketplace. Effective performance management and coaching are not just tools for meeting short-term goals—they are essential strategies for long-term success.
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