WORKFORCE MANAGEMENT - The "Softer" Side of Workforce Management
1 Jul, 2005
By: Rhonda ProctorTo learn more about workforce issues, we talked with one of our Advisory Board members – Dina Vance, with Ulysses Learning, who serves as a performance improvement advisor to executives from leading organizations. As such, she’s in a unique position to gain insights and spot emerging trends.
CP: You were once responsible for the ground-level start-up and operation of two financial services contact centers, and you deal with leaders daily - what would you say are some of the more prevalent workforce management issues?
Vance: My sense is that executives are becoming more informed and comfortable with the technology-driven aspects of workforce management; for example, connectivity, tracking software, database management, etc. They’re optimizing the use of these tools to more effectively manage their daily service and staffing levels and conduct more effective customer conversations.
What I’m hearing in the field is that there are other “softer” aspects of workforce management that are surfacing as “top of mind” issues—namely issues around internal marketing and employee development. The technology component of workplace management, while absolutely necessary, is only part of what it takes to run an effective center.
CP: You’re referring to staff development issues, correct?
Vance: You’re right. What I’m specifically talking about here, though, is a component of workforce management that is all about employee development on the job—outside of the training classroom, and that shouldn’t be ignored.
One of the greatest revelations at the executive level is that performance coaches—managers, supervisors or other designated coaches—need to be coaching staff about 50 percent of the time because that’s what it takes to achieve performance excellence and results.
Of course, we’ve been talking about coaching and implementing it in our centers, to some degree, for ages. Yet, the results have been largely uninspiring. Typically, coaching doesn’t bring about performance results because those responsible for it—although they went to a “coach” training class or two—simply don’t know how to really coach, find it awkward, and are usually too busy running reports and putting out fires. End result? The coaching slips.
Coaching is all about giving feedback to improve performance and giving that feedback just-in-time. The best coaches are supported by organizations that help them move much of the non-performance-improvement-related tasks off their plates so they can focus on having conversations with their agents.
CP: So what are centers doing to develop just-in-time coaching skills?
Vance: Well, I’ve seen various tactics implemented. The common thread is that these involve creating simulated experiences for coaches to try out and further develop their new coaching skills in a safe environment. I think many of your readers will agree that the coaching process—the giving and taking of constructive feedback—can be intimidating for some managers, but it’s critical for effectively managing all aspects of a complex workforce. Companies are finding that more practice through simulation translates into more positive coaching experiences with agents back on the job...and improved performance results, overall.
CP: Anything else that’s having a positive influence on workforce management?
Vance: Just to mention the obvious -- coaching is an ongoing process that must be supported at the top. To that point, I’ve seen an emerging trend in the industry around naming Master Coaches. This involves not only a resource commitment but also the commitment of leadership to support the role of the Master Coach in the true spirit of “coaching.”
The Master Coach is an individual who is ultimately accountable for ensuring all aspects of the coaching process are implemented effectively and consistently within the contact center. They report to senior management; this is an executive position, and they have advanced certification and exceptional skills.
A big part of the Master Coach’s position is to serve as the advocate for coaching, regularly and consistently sharing progress results and bringing issues to the forefront, in addition to being the “coach” to the frontline coaches.
Another important function of the Master Coach is to conduct “calibration” sessions with coaches that focus on improving and reinforcing coaches’ skills, ensuring the consistency and quality of the overall coaching process, and identifying and keeping track of performance trends as results are measured over time.
The centers who have installed a qualified Master Coach tell me it’s one of the smartest things they’ve done. Without a doubt, the impact a talented Master Coach can have on raising contact center performance transcends what most of us have experienced in the past. It truly is workplace management at its best!
