Contact center coaching and development: Plan it, schedule it, do it!

By Brad Baumunk, President and COO, Robert C. Davis and Associates In the contact center, we expect our most important resources to follow a schedule, and we measure their schedule adherence. Start at 8am, go to break from 10-10:15am, go to lunch from 12-12:45pm, attend training from 2-3 pm, go to break from 3-3:15pm, and go home at 4:45pm. And when you are scheduled to handle customer...

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But we had training on that!

By Brad Baumunk, President and COO, Robert C. Davis and Associates I was sitting in on a company calibration between the client and the contact center BPO. The call we listened to was not good at all – three auto fails, and no real demonstration of how to use the call flow. When the call ended, there was an awkward silence in the room. Finally the ops manager for the BPO spoke up...

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If not now, when? Why it’s time to bring contact center coaching into the comfort zone

By Brad Baumunk, President and COO, Robert C. Davis and Associates When it comes to coaching team members, we’ve seen contact center leaders reprioritize it and push it off until tomorrow, especially if coaching is not in their comfort zone. At our consultancy Robert C. Davis and Associates (http://robertcdavis.net), we’ve observed that it’s not because they find coaching...

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Inspect what you expect in your contact center – or it won’t be done “uncommonly well”

By Brad Baumunk, President and COO, Robert C. Davis and Associates In your contact center, wouldn’t it be great if you could transfer a skill to someone and never have to follow up, to just expect it is being done with excellence? Well, we all know that is not possible, and we have all heard the saying, “Inspect what you expect.” When Robert C. Davis and Associates...

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Contact center performance: You talk about it, but what are you doing about it?

By Brad Baumunk, President and COO, Robert C. Davis and Associates In the contact center, we have plenty of statistics on agent, team and site performance. We know who is performing well, which teams are our low performing teams, and so forth. In too many instances, leaders and teams have meetings to talk about performance, and then nothing material happens. Performance management is...

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