3 Best Practices for Better Call Center Management

As a call center manager, Drew’s responsibilities go far beyond overseeing a team of reps. He’s constantly analyzing data, processes, and systems to make sure the team provides customers with extraordinary service.
Managing a call center can be complex and demanding. Managers like Drew have to cut through the noise and figure out the best way for a team to achieve high-performance. Here are three management best practices that call center managers can use to lead their teams to success:

Choose quality over quantity

Customer service teams are implementing more channels than ever before. With customer expectations evolving so quickly, customer service leaders are constantly evaluating the quality of their service. While many teams believe that implementing more service channels will drive call center success, a more practical objective for managers is to aim for high-quality interactions on the channels they already use.

In an effort to prioritize quality over quantity, call center managers should establish quality standards for the entire team. That starts by asking the question, “Does our service meet our customers’ expectations?” Areas where the team’s performance is falling short of the company’s customer service goals—gaps between expectation and reality—are the perfect place for quality guidelines. By creating quality standards, managers equip their teams to provide outstanding service that builds long-lasting relationships with their customers.

Measure metrics that matter

Call center support is a highly measurable activity. Call center managers who want to positively transform their team’s performance should focus on collecting data that provides actionable insights. From business metrics to performance indicators, managers have plenty of items they can measure that will then help them make educated decisions on processes, programs, and performance. A few to consider include:

Forecast accuracy: If customer service managers don’t have an accurate prediction of the workload coming to their teams, it’s almost impossible to deliver efficient and consistent service that drives high levels of customer satisfaction.

Schedule fit and adherence: Once managers have a good understanding of their customer service team’s workload, they can build accurate schedules that ensure the right representatives are in the right place at the right time to provide the best service.

Service level and response time: If customers can’t reach a representative when and where they need, they won’t have a great experience. By establishing service level and response time objectives, customer service teams are likely to be more accessible.

Employee satisfaction: While many customer service managers and teams focus on the satisfaction of the customer, the satisfaction of their reps is just as important. The satisfaction of customer service reps clearly influences—and drives—better performance and customer satisfaction.

Provide effective training

The best customer service managers realize how important training is to high-performing teams. While some managers focus simply on providing training to new reps, it’s a best practice to provide ongoing training to new and seasoned reps. A company’s product or service may constantly change, making it a challenge to keep reps up-to-date with accurate information. Continuous training equips reps with critical knowledge and skills; helps them become familiar with the company’s values; and cultivates relationships with their teammates.

In an effort to provide effective training, the best call center managers prioritize collaborative thinking and knowledge sharing within their team. An established process or system makes it easier to capture and share valuable information, best practices, and helpful tips across team members. Consistent knowledge sharing and training reinforces behaviors and enables reps to get the information they need—when they need it—so everyone can do better work.

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