seat58F
outsourcing relationships: international, inter-economic, interpersonal
September 4, 2010 ~ 09:44:37 AM * -07:00ST
the unavoidable
Post # 347 by
rc on April 18th, 2009 ~ 10:02:51 AM
Posted as attrition |
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many agents are actively working toward their degrees and have a self-defined window of opportunity to work in a contact center. the number one objective is to pull in some coin leveraging existing skills. the service provider merely provides the medium to support the agent’s advance through the educational program; the attrition is expected and largely unavoidable.
the service provider can use this relationship to forecast future possibilities for these agents. perhaps as a Level 3 engineer or as a supervisor. expressed interest in evaluating these options should result in improved current performance and also fill a pipeline for future needs.
manage retention, not attrition
Post # 178 by
rc on April 2nd, 2009 ~ 06:30:50 PM
Posted as attrition |
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attempts to manage attrition numbers are off the mark. you want energized, satisfied agents on the desk, not de-motivated people who are anxious to move on. and you should expect policies that enable the next step; horizon expansion, healthy growth is part of the value exchange. its not responsible to engage a managed service provider who does not develop people.
the attrition curve is a two phase step function. some agents will drop off in the first 2 months. perhaps because hr did a poor job of recruiting.
the second dropoff should be dramatic, but controlled. hr should understand why individual agents linger in the role and develop a personalized development plan for these people.
this second step function should occur after about 16 months when the agents have essentially outgrown the desk. they know the technical piece and client relationship piece; they are ready to graduate. if the MSP is not developing them, you are part of the problem. Expect them to move on, help them to move on.
