Contact Centers If Money Isn't the Answer, What Is?

If you think that contact center representatives are only interested in a paycheck, you're dead wrong. In today's competitive job market, leaders do well to understand that compensation is only one of many factors in retaining reps, despite what reps tell you at first blush. Reps shop the contact center job market like customers shop catalogs. They want more than just money.

Find out what non-money motivators affect a rep's performance by asking them. Try this test: Create an informal environment and ask your reps what they want. For instance, pull up a chair beside a rep at the workstation and ask, "What three things annoy you about your job?" Then ask, "What would make your job more satisfying?" When I first tried this approach at Orvis, the entire row of reps chimed in with dozens of thoughts in between calls. Their input was invaluable.

I recently surveyed approximately 50 reps in my call center to come up with this list of the top 10 non-money motivators.

1. Having the necessary tools for the job. Getting the job done properly requires having the essential tools. Reps stressed the importance of a complete and well-organized workspace. Current sample catalogs, policy references and commonly-used telephone numbers are among the basic resource materials they named.

Equipment plays an equally important role. PCs should be state of the art. One rep shared this: "Since my recent PC upgrade, I'm able to keep pace with the customer." Telephones and headsets need to be fully functional. Assign the proactive task of daily equipment checks with your evening supervisor.

Also, provide immediate access to product. If you sell clothing, for instance, rack the new product in the contact center and provide measuring tapes for your reps. A rep confirmed that easy access to merchandise "makes my job less stressful when I'm asked specific questions. My ability to provide the customer with an immediate answer helps me close the sale." The presence of fabric and color swatches, and technical specifications also are useful.

2. Regular training and informational meetings. In today's multichannel contact center, it's difficult for reps to keep track of numerous marketing and merchandising initiatives. Adequate training and current information helps them serve customers. Training on product and customer-handling techniques are two confidence boosters. As one rep explained, "Every call I take, I put my personal integrity on the line. I take that very seriously. I'm frustrated when the customer knows more than I do."

While reps need information, they also like to provide feedback on training and initiatives. The rep has the most insight into the customer and therefore may have a different perception of what works. Margaret Donahue, vice president of customer care for the Appleseed's, Norm Thompson and Draper's & Damon's catalogs, notes that when considering new scripting or policy changes, "ask your reps for input on how the changes impact them." Taking their view into account not only provides accurate scripting but also empowers reps.

Explain strategic goals so reps understand why changes are being made and what is expected of them. Donahue orchestrates focus groups with reps. "I send out a few, open-ended questions in advance so they can prepare for the discussion. I find that reps are the best source to tell you how to take care of the customer."

3. Flexibility. Let's face it — reps work to live; they don't live to work. They have many responsibilities outside their jobs at the contact center. Some need flexibility in their schedules as much as we need it to manage the ebb and flow of call volume. A little team play goes a long way.

Other reps don't take advantage of a flexible schedule. They, in fact, consistently change their schedules around the needs of the contact center. For those reps who go above and beyond, reward their efforts with helpful benefits, such as gas cards or paid day-off coupons.

4. Recognition and reward. One rep shared, "I take pride in my work and give it my best. Having my work acknowledged truly motivates me." A simple "job well done" and genuine interest in an individual's success is a key motivator.

Tim Taggart, catalog contact center manager at Sundance, recognizes and rewards reps in three different ways. First, he uses a tool he calls the "customer service puzzle." Every time a customer gives kudos to a rep, a puzzle square is added in his or her honor to a bulletin board designated for recognition. When the puzzle board is full, the company brings in lunch for the entire team.

Next, he gives out "bravo" cards to reps on the spot for a job well done. Each week, the reps have the opportunity to redeem their bravo cards for a variety of rewards. Finally, during busy season, Taggart holds a Chinese auction that offers several prizes for bid, and reps enter tickets against their prize of choice. The more tickets submitted, the better the chance of winning the prize. Tickets are awarded for accomplishing different goals. For every $1,000 in orders placed, the rep earns one ticket. For every week of perfect attendance, the rep earns 20 tickets. Weekly drawings are held to award the prizes. "The reps love it, and it keeps things fun and interesting during peak."

There are an infinite number of creative ways to recognize and reward your reps. The important point is to pick some and do them regularly.

5. Personal pride in what they're asked to promote. An integral part of your training program should include your company's history, mission statement and core values. Provide reps with a clear understanding of what goes into selling a product to the customer. If possible, consider a video capturing the various departments at work within your company, and play it for your new recruits.

Implement a discount program for reps to own your company's products. When designing recognition and reward programs, include your own products as prizes. If reps own one of your company's products, they're able to share a personal connection with the customer. That connection contributes to higher sales conversion. One rep stated, "Without a doubt, the single-most important motivating factor for me is pride in the product and services I'm promoting."

6. Active involvement and listening skills of leaders. One rep shared with me, "I love that our leadership team is right in the middle of us. I feel comfortable approaching any of you." Reps genuinely appreciate leaders who value their opinions. They like to be involved in discussions about customer experiences, process improvements and scripting. Taggart suggests, "Give reps a voice. Discuss customer issues with them formally at least every three weeks."

Donahue suggests you provide your leaders with a checklist of what to look for while walking the floor. Often, leaders behave passively, waiting for a hand to be raised with a question. Encourage them to observe call-handling techniques and to actively engage reps with feedback. In addition, "Never walk by someone in your contact center and ignore them," Donahue says. Treat reps with respect.

Taggart recommends encouraging reps to frequently complete surveys of leadership. Those surveys help him identify gaps in communication at Sundance, as well as motivational opportunities.

7. Team camaraderie. Although the contact center rep role primarily is an independent one, reps feel strongly about sharing ideas. They discuss call-handling techniques and vent after difficult calls. One rep shared, "I prefer to be surrounded by motivated reps who take pride in their work. My job is very important to me, and I expect others to take theirs seriously, too."

8. Routine feedback on performance. There are three types of feedback reps want from leadership: positive, negative and competitive. Positive feedback revolves around the principles of praise and recognition. Acknowledging reps' outstanding performance leads them to continue to exceed expectations.

Reps also want to know if they are performing sub-par. When addressing a rep's unacceptable performance, make sure to reinforce goals, supply regular performance reports and create development plans with deadlines. Stay involved throughout the execution of the action plan. Observe the rep more frequently, and provide feedback daily to keep them on the improvement track.

Competitive feedback lets them know how they rank against their peers. It proves that goals are attainable.

Use technology to execute performance tracking. At Orvis, I use a custom-built software solution by Logisys. The tool automates data collection from the phone switch and order entry system, which produces monthly scorecards and competitive reports. The automation enables my leadership team to focus on the feedback and development plans instead of gathering the data.

9. Customer-friendly policies are motivators. Reps who constantly deliver bad news can lose faith in their company. "Reps want to be empowered to take ownership of the customer," Donahue says. If your company is in a short-term pain/long-term gain scenario, involve your reps in the reason. They can help you solve problems and work more easily with customers. "The No. 1 motivation for me is a happy, satisfied customer," she says.

10. Work environment. A work environment with thread-bare carpet, dim lighting and drab wallpaper doesn't beget success. Is the contact center organized? Are colors cheerful? Are informational bulletin boards up-to-date? Do you decorate for various holidays throughout the year to keep things fun? If a customer visited your contact center, would you be proud to give him or her a tour? If we expect our reps to be proud to work for our company, we must give them a work environment that promotes it.

Non-money motivators are critical to employee retention. Take this top 10 list and ask your reps to rank the items in order of importance. Also ask them to rate how your leadership team performs in each area. Leave room for them to make additional comments. More than money makes the world go round. According to Donahue, "Believe in your reps; they're running your contact center."

Angela Wolfe is the contact center operations manager for The Orvis Co. Having worked in the contact center industry for more than a decade, Wolfe established and maintains a national share group of three dozen contact center managers that meets monthly to discuss solutions to demands of contact centers today. Reach her at (540) 853-8499 or wolfe@orvis.com.