Download - The Challenge:
Challenges and Opportunities to Developing Sustainable and Quality Team Leader Pipelines in the WC Contact Centre
Sector
The Challenge:
We are today faced with an ever changing economic, technological and social
environment
The Consequence
This dynamism leads to either an opportunity or alternatively a problem
What needs to be done?
Employees need to adapt and learn continuously
A casing point is in the digital economy and the changes it is bringing
Employees differ in their willingness to adapt to
change
This has a major impact as regards the contact centre
environment
The Problem
Organisational change is most often managed from a technical viewpoint with little effort to understand how the human element influences the
change from a success or failure perspective
Furthermore…..
Does our organisation have a:
(i) Learning goal orientation OR
(ii) Performance (task) goal orientation
More specifically…..
What position do contact centres tend to take?
(i) Learning goal orientation OR
(ii) Performance (task) goal orientation
Considering this
How should we create an effective team leadership pipeline?
We need to:
(1)
Adopt a learning orientated approach within our environment
(2)
We need to appoint the right profile of people who have a low resistance to
change
(3)
We need to start with passage one (Drotter)
Get the “managing oneself” (doing the work) right first and then manage the shift of “managing others” (getting the
work done through others)
It is all about the correct allocation of time
Then…
Prepare these team leaders for passage two. (Drotter)
• Divesting of individual tasks• Getting them to understand the management
of managers
Which is…
Assigning managerial and leadership work to them
Managing progress as managers and finally coaching them
They also need to think beyond their function and concern themselves with
strategic issues that support the business
What leadership skills do we need to instil within the contact centre environment for team leaders?
Leadership Development Model
CSF 1CSF 1
CSF 2CSF 2
CSF 3CSF 3
Balancing through integration:
Productivity
Motivation
Customer Service
PROFITABILITY AN
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ROI
Process design
Product knowledge
Training
Technology
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Leadership
Behaviour alignment
Focus Areas within Leadership Programme
Productivity
Staff Motivatio
n
Customer Service Quality
Programme Structure
19
Revenue/Volume
Growth
Profitability
Leadership Development Within Contact Centre Environment
20
Revenue/Volume
Growth
Profitability
Customer Loyalty
• Retention• Repeat business• Referral
Leadership Development Within Contact Centre Environment
21
Revenue/Volume
Growth
Profitability
Customer Loyalty
• Retention• Repeat business• Referral
Customer Satisfaction/
Experience
Service designed and delivered to meet targeted customer’s needs
Leadership Development Within Contact Centre Environment
22
Revenue/Volume
Growth
Profitability
Customer Loyalty
• Retention• Repeat business• Referral
Customer Satisfaction/
Experience
Service designed and delivered to meet targeted customer’s needs
Service concept results for customers
External Service Value
Leadership Development Within Contact Centre Environment
23
Revenue/Volume
Growth
Profitability
Customer Loyalty
• Retention• Repeat business• Referral
Customer Satisfaction/
Experience
Service designed and delivered to meet targeted customer’s needs
Service concept results for customers
External Service Value
Employee Retention
Employee Productivity
EmployeeSatisfaction
Internal Service Quality
• Workplace Design•Job Design•Employee Selection and Development •Employee Rewards and Recognition•Tools for Servicing Customers
Leadership Development Within Contact Centre Environment
ANY QUESTIONS?
Thank you