Doing the basics in your contact center – uncommonly well!

By Brad Baumunk, President and COO, Robert C. Davis and Associates

One of my favorite quotes is by John D. Rockefeller – “The secret to success is to do the common things uncommonly well.”

The outline below of Robert C. Davis and Associates’ leadership continuous improvement process (CIP) and floor management strategy isn’t anything fancy, and most contact centers are already doing some or all of the tactics.

Those who do them “uncommonly well” are certainly providing a higher-level customer experience than those who aren’t. 

Let RCDA help you exceed your customer experience, sales and retention goals by doing these things “uncommonly well” .

Leadership Continuous Improvement Plan (CIP) and Floor Management Strategy

  • The key is to create sustainable change by engaging leadership at all levels to create a feedback and development loop that focuses on identifying and coaching to behaviors. Proper coaching is key to developing and retaining the right employees.
  • RCDA provides a CIP playbook for daily, weekly and monthly planning and execution of coaching tactics that improve CX, drive first-call resolution (FCR) and other KPIs.
  • A customized floor management strategy is the first component of the CIP. The primary purpose is to drive leadership accountability using a strategic daily schedule for each supervisor. The schedule is designed to provide adequate floor coverage by supervisors and support performance development, CX, goal achievement and the daily needs of the business. The strategy balances operations on the production floor to ensure that supervisors spend at least 50% of their time focusing on activities that drive agents’ continuous performance improvement. The strategy specifies the daily schedule for all supervisors and facilitates daily plans for completing critical activities.

All CIP activities are designed to:

  • Improve communications and CX.
  • Improve manager, supervisor and agent development. 
  • Create a sense of belonging.
  • Improve performance and reduce attrition.

Each CIP activity is designed to enhance the other activities, with the floor management strategy as the blueprint.

Week In the Life Of (WILO)

The leader’s ability to plan and execute daily tasks is crucial to driving team performance. Using a standard schedule that accounts for the leader’s time – including coaching, administrative tasks, meetings and self-development – provides many benefits. It helps the leader prioritize daily tasks, promotes time effectiveness and increases leader transparency and accountability toward the team. Using a standard schedule provides the leader with a road map to organize their day and accomplish the most important task: coaching to performance and people management.  

Monthly Performance Review

The monthly performance review is a regularly scheduled meeting to review the agent’s past month’s KPI performance and progress against goals. Here, the supervisor and agent agree on goals for the upcoming month and an action plan on how to accomplish the goals. Throughout the month, the supervisor inspects target goals during quick laps and side-by-side coaching. The monthly performance review meeting is also the time to check in and mentor the agent on career development goals.

Side-by-Side Coaching

Regularly scheduled side-by-side coaching sessions are the cornerstone for performance management. During a side-by-side coaching session, the leader observes a call or case work, identifies strengths and opportunities, and works with the agent to develop an action plan. The leader encourages accountability by having agents elaborate on what they will do differently to improve the identified area of development. The leader and agent work together in subsequent coaching sessions toward behavioral proficiency.

Daily Team Meetings (Huddles)

Sometimes called “huddles,” daily team meetings are designed so that supervisors can focus the team, build self-confidence and excitement among agents, and conduct training on specific tasks or processes. Daily team meetings incorporate the skill-transfer process, and follow a carefully timed agenda: 1) Opening inspiration and agenda review, 2) Agent success stories, 3) Performance issues, 4) Skill transfer review, 5) Goal reporting and setting, 6) Summary and action items recap, 7) Closing inspiration.

Stay Interviews

When is the best time to find out what your company can do to keep employees from leaving? It isn’t during the exit interview. By then, it’s too late to affect change. Welcome the stay interview, during which employees discuss what they like and don’t like about their current position. Stay interviews can help reduce employee turnover rates. They help companies understand why employees stay and what might cause them to leave. In an effective stay interview, standard structured questions are asked in a casual and conversational manner.

Capabilities and Results

Additionally, you can get a birds’ eye view of our capabilities in general here: https://robertcdavis.net/about-rcda/capabilities/, and the results we’ve achieved here: https://robertcdavis.net/results/

Let’s have a conversation to learn how RCDA can help you exceed your goals. Contact me today to learn more.

brad@robertcdavis.net 512-695-2511