knowledge resources contact centre conference 2015-nicola columbine
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>>>>>> REPUTATION AND CRISIS MANAGENT IN THE AGE OF
Nicola Columbine Organisational Communication and Stakeholder Engagement Strategist
CONTACT CENTRE CONFERENCE 2015
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WHY IS CHANGE MANAGEMENT SO CRITICAL FOR
ORGANISATIONS TODAY?
• Businesses will not execute on priorities for growth without engaging talent in right behaviours for the future
• Evolving businesses will require employees to be more agile, adaptable, resilient to constantly stay relevant
• Greater generational diversity with large influx of millennials
• Labour and workforce dynamics will dictate what employees expect of companies to engage, and are willing to provide employees at various levels of supply.
• 2013 - 68.5% of US workers not engaged at work compared to 70% 2012• 2014 engagement at its highest since 2000• 51%, were still "not engaged" and 17.5%
"actively disengaged” • Managers, executives and officers most
engaged; younger workers – millenials – least Ref: AonHewitt 2014 Trends in Global Employee Engagement;
www.gallup.com/poll/181289/majority-employees-not-engaged-despite-gains-2014.aspx; TowersWatson 2014-global-workforce-study-at-a-glance-towers-watson.
GLOBAL TRENDS AND STATISTICS
WHY IS CHANGE MANAGEMENT SO CRITICAL FOR
ORGANISATIONS TODAY?
• Ironically across Africa, millennials substantially more engaged than both Generation X and Baby Boomers.
• Organisations to remain aware of differences and cause factors for differing engagement levels across workforce.
• Digital revolution has resulted in Boomer disengagement due to unmanaged change and ignorance, as prefer face to face interaction .
GLOBAL TRENDS AND STATISTICS
WHY IS CHANGE MANAGEMENT SO CRITICAL FOR
ORGANISATIONS TODAY?
• Africa scores broadly correlate with Latin America• Attracting and retaining the critical skills needed for business performance
will be Africa’s biggest challenge in 2015
Ref: EmergenceGrowth 2015 Africa Employee Engagement survey
AFRICA TRENDS AND STATISTICS
WHY IS CHANGE MANAGEMENT SO CRITICAL FOR
ORGANISATIONS TODAY?
• Top three most important total rewards elements for Africa:
• Organisations to remain attentive to fulfilling total Employee Value Proposition
• Career/vocational development still top priority• Organisations to ensure learning aligned to career development. • Resulting in talent pipeline and reduced recruitment cost
Ref: EmergenceGrowth 2015 Africa Employee Engagement survey
DRIVERS OF ENGAGEMENT IN AFRICA
Salary 68% Provident / Pension Fund and Medical Aid
65%
Performance Bonus 64%
Top 3 (refers to those practices that are working the best in respondent organisations)
Bottom 3 (refers to those practices that requires the most improvement in respondent organisations)
Relationship with colleagues Working with my manager Career / vocational development opportunities
Pay, benefits Recognition Career / Development Opportunities Work processes
WHY IS CHANGE MANAGEMENT SO CRITICAL FOR
ORGANISATIONS TODAY?
• The emotional commitment the employee has to the organisation and its
goals.
• Employees who are engaged don’t just show up and perform tasks
• Genuinely care and are passionate about their work and contributing to the
purpose* of the company…and want to grow with it.
• Companies that can redefine a compelling employee value proposition to
balance economic, technological, demographic and social challenges will
win.
• Innovators, game changers, industry disruptors may win talent war in short
term through reputation as people want to work for these companies
• However, employers will retain talent by engaging people through behaviour
• Culture driven by strong reputation, performance orientation and leadership
excellence will surpass innovation factors Ref: AonHewitt 2014 Trends in Global Employee Engagement; http://www.forbes.com/sites/joshbersin/2014/04/10/its-time-to-rethink-the-
employee-engagement-issue
WHY EMPLOYEE ENGAGEMENT MATTERS
WHY IS CHANGE MANAGEMENT SO CRITICAL FOR
ORGANISATIONS TODAY?
• Employee Engagement is a business imperative – contact centres must be
able to report Return on Investment in human capital.
• Reduce the cost of turnover - total costs can range from 60 to 200% of an
employee’s annual salary, according to various reports. • Turnover-related costs can represent more than 12% of pre-tax income and
up to 40% for companies in the 75th percentile• Performance. Customer satisfaction. Customer retention.
• Call centre employees need to develop positive psychological resources as
have an impact on positive work-related attitudes and behaviours
• Little work done in South Africa to explore role of personal state
characteristics and other personal coping resources in managing
organisational demands and facilitating employee performance in call
centresRef AonHewitt 2014 Trends in Global Employee Engagement: Psychological capital, work engagement and organisational commitment amongst
call centre employees in South Africa
WHY EMPLOYEE ENGAGEMENT– IN THE CALL CENTRE ?
WHY IS CHANGE MANAGEMENT SO CRITICAL FOR
ORGANISATIONS TODAY?
• Contact centre managers to develop and implement personal development programmes that translate to improved customer satisfaction and exceptional customer service for brands
• Key success factor in engaging employees: relate tasks to improve effectiveness yet also build morale to maintain high levels of motivation
• Agents consistently deliver quality customer service experiences • Develop the flexibility and creativity• Develop the ability to create• Develop the ability to comprehend • Turn on-boarding into long-boarding • Measure what really matters• Provide dynamic and customized training and coaching• Defend against “death by desktop” • Unleash agents on the phones and off • Reward and recognize outstanding performance and effort
Ref 6 Ways to Fully Engage Your Call Center Agents http://blog.intradiem.com/6-ways-agent-engagement/
WHAT WILL DRIVE EMPLOYEE ENGAGEMENT?
WHY IS CHANGE MANAGEMENT SO CRITICAL FOR
ORGANISATIONS TODAY?
• Changes to the makeup of the future workforce are inevitable. • Prospect of changing company’s management strategy to accommodate
new generation seems daunting. • Managers can lead boomers and millennial employees without missing a
beat. • Help them understand how Employee Engagement improvement can
achieve biggest business gains by being:
Results oriented Competent communicators Visionary and strategic Technically functional in terms of work area Employee coaches Enablers and proponents of participative management Interested in employees’ further development
Ref: EmergenceGrowth 2015 Africa Employee Engagement survey
WHAT WILL DRIVE EMPLOYEE ENGAGEMENT?
WHY IS CHANGE MANAGEMENT SO CRITICAL FOR
ORGANISATIONS TODAY?
QUESTIONS ?