Tag Archives: Peter Lyle DeHaan’s Vital Signs

Tap Outsource Call Centers to Lighten the Load

Consider Outsourcing to Better Manage Call Traffic and Increase Availability

Author Peter Lyle DeHaan

By Peter Lyle DeHaan, Ph.D.

As your healthcare call center grapples to deal with more calls than perhaps ever before, you seek ways to maintain the service level you provide to callers. Ideas include using automation, increasing employee schedules, and hiring more staff.

A fourth option is to outsource calls to another call center—an outsource call center—that specializes in taking calls for other healthcare organizations. Before you dismiss this as a bad idea, consider four common types of outsourcing scenarios.

Outsource Certain Call Types

Analyze the types of calls you answer and the appropriateness of your existing staff to take them. As an example, assume you handle triage calls, appointment schedules, call transfers, and medical answering service. Note the number of calls and the amount of time you spend in each category. Now document how many agents can take each of these call types and the number of hours they work each week. See how well your staffing aligns with your call types.

Next identify the biggest gaps. By way of example, let’s assume you discover triage nurses taking routine messages for doctors. This is a huge mismatch. What if you send routine calls to your outsourcing partner, thereby freeing your nurses to do what they do best and what’s most important?

Of course, the opposite scenario is too many triage calls and not enough nurses. You can outsource those too, but it might be to a different outsourcing partner, one that specializes in telephone nurse triage.

Outsource Overflow

Another scenario that’s ideal for outsourcing is at unexpected times when call traffic exceeds the schedule you carefully devised to meet the projected call volume. Instead of having calls pileup in queue, reroute them to your outsourcing call center partner.

Outsource Specific Times

Third, look for daily or weekly patterns to see how well staffing matches up with traffic. You may discover—or confirm—that your third shift staff doesn’t have enough work to keep comfortably busy. Outsource those third shift calls to your outsource partner. Then move your third shift employees to second.

Of course, depending on the type of work your operation handles, you could have the opposite scenario where not much happens during regular business hours, with all the action happening evenings and weekends. Then outsource first shift weekdays and reallocate those personnel to evenings.

Outsource Specific Days

Assume you have difficulty scheduling enough agents to handle your Sunday traffic. You can save yourself the hassle by sending those calls to your outsourcing call center partner and shut down your call center on Sundays. Then you can reschedule your few Sunday employees to other days of the week.

Conclusion

Many call center managers summarily dismiss outsourcing, either because they see it as a loss of control or because they perceive a lack of quality. Yet today’s leading healthcare call center outsourcers provide a high quality of service, often matching or even exceeding their client companies. Just vet them with care and make your decision based on outcomes, not price.

When you consider the benefits of being able to reallocate your staff to where they’re most needed and to better serve your patients and callers, outsourcing is a viable option that warrants careful consideration.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of AnswerStat. He’s a passionate wordsmith whose goal is to change the world one word at a time.

Stand Out: Define Your Distinguishing Difference



Discover What Makes Your Call Center Unique 

Author Peter Lyle DeHaan

By Peter Lyle DeHaan, Ph.D.

What does your healthcare contact center stand for? How do you stand out in an industry with many options? Understanding who you are is the first step to determining your distinctive characteristics. But why does this matter? 

This is important because when you have a unique quality then your stakeholders have something to rally around. They have a reason to be proud. Short of that you offer nothing to draw them in and keep them close. They have nothing to celebrate. 

Though this most obviously applies to outsource call centers, it’s also applicable to in-house operations too. Here are some categories to consider.

Not all approaches to enhancing the relationship with your staff, however, require a financial investment. This includes letting employees know how much you appreciate them Click To Tweet

Service 

The first place most call centers look at to distinguish themselves is their service level. They often focus on quality service. Though there are many ways to define this, some look at customer satisfaction (CSAT). Most every call center claims to offer quality service. However, saying it and doing it are two different things. To trumpet service quality with integrity requires that a third-party confirm it. Self-pronounced claims of quality service mean nothing.

Aside from quality, other service level considerations might be answering calls quickly (average speed to answer: ASA) or handling requests on one contact (first call resolution: FCR). Other ways to stand out include a low error rate or around-the-clock accessibility.

Staff 

A second area to consider is how you relate to your staff. Though few employees—if any—will say they’re overpaid or over appreciated, look at how you regard your staff. Employees who receive proper compensation and know how much they’re appreciated tend to work harder and produce better outcomes. The side effect of this is improved service to callers, as well as a healthier financial position.

In call centers, where margins are thin, leaders often struggle with their compensation packages. They know that a 5 percent increase in payroll can move a profitable (or cash-positive) operation into an unprofitable (or cash-negative) one. Yet others successfully apply the adage of “pay more and expect more.”

Not all approaches to enhancing the relationship with your staff, however, require a financial investment. Also consider intangible ways to stand out. This includes letting employees know how much you appreciate them, connecting with them on a personal level, and even taking a simple step of giving them a sincere “thank you” for their work.

Finances

A third area to consider is the financial aspect. Is your operation fiscally strong? A call center that produces consistent positive cash flow has long-term viability. This means they generate profits for their owners or are a profit center for their organization. They stand out. Having financial stability can permeate an entire operation with positivity.

Next, do you provide your staff with the best tools possible? Is their work environment something they’re proud to enter every day? Though these may not seem as relevant of a consideration to use to define your call center, they can be. Employees in a top-notch work environment will speak highly of their jobs and their employer to their families and friends. This can ripple through the local area, elevating the call center in the process.

Conclusion

Though it’s good to address all these areas and strive to make them as good as you can, it’s impossible to make everything a priority. Attempting to do so will cause all areas to suffer. 

Without neglecting any of these considerations, however, strive to elevate one above all others. Let this become the distinctive characteristic that your call center is known for and celebrated. This will help you stand out among all others and have a lasting impact for all stakeholders: your callers, your employees, and your organization.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of AnswerStat. He’s a passionate wordsmith whose goal is to change the world one word at a time.

Key Tips to Successfully Work from Home



Discover How to Effectively Work in a Home Office, Whether Long-Term or Short-Term

By Peter Lyle DeHaan, Ph.D.

Author Peter Lyle DeHaan

I recently celebrated twenty years of working from home. For the first year I divided my time between my home office and a traditional office. I followed that with a couple more years that included travel. But for the last sixteen years I’ve worked exclusively from home. It’s an ideal arrangement, and I wouldn’t have it any other way. In fact, I doubt I could ever return to a job that required me to go into an office to work each day.

Here are some of the key considerations to make a work-at-home scenario a success.

Workspace

A key element to effectively work from home is to have a dedicated workspace you can call your own. For me, an unused bedroom became my office. When I’m in my home office, I work. When I leave, I stop.

But not everyone has a spare room they can take over. If that’s the case, can you carve out a corner in another room? Can you make a room multifunctional, where it works as an office during office hours and serves as family space the rest of the time? Regardless, the goal is training yourself so that when you go to your office—whatever it may look like—you’re conditioned to work and not do anything else.

Distraction Free

Having a workspace without distractions is ideal, but it’s not always feasible. In that case, the goal is to reduce distractions is much as possible. Remove everything from your home office that you don’t need for work. This includes televisions, radios, and books. Delete games from your computer, as well as other programs that don’t facilitate work.

Many home workers buy a white noise machine, turn on a fan, or listen to instrumental music so they can tune out household activities that may occur as they’re trying to work. If you have an office door, close it. Post office hours in your work area. Then enforce them.

Expectations

Establish expectations with family and friends. When I began working at home, I told our young children that until 5 p.m. they were not to interrupt me for any reason unless they were sick or bleeding. That did the trick. Other family members were a bit harder to train, but the point is to insist that your family and friends respect your time in your home office as sacred and not assume you’re available for nonwork activities. This also means not answering your home phone or taking personal calls while you’re working.

Routine

Just as when you work in an office location and have a series of steps you do before work and after work, do the same for your home office. Though it’s quite feasible to do so, don’t work in your pajamas. It conditions you to not take work seriously or put forth your best effort.

Also, don’t eat meals or snacks in your office. Eat breakfast before you arrive, enjoy supper afterward, and leave your office for lunch. Doing so promotes focus, priority, and professionalism.

Tools

An effective office requires tools. First up is a fast and stable internet connection. I can’t think of a job you can do from home for long without internet access. Get the best that you can afford, and don’t let online access hinder your success when you work from home.

A slow or buggy computer is another detriment. Every second of delay or frustration at your computer provides time you’re not being productive. The seconds add up to minutes and minutes add up to hours. Again, get the best computer you can afford. Install all the same programs on your home computer as you have at the office. Don’t skimp.

Also look for tools that you may not use in your workplace office, such as Skype or Zoom so that you can connect with your coworkers as needed.

Schedule

If you’re work-at-home situation is direct contact center work, then your scheduler will tell you when to work. Easy-peasy.

For everyone else, establish your own schedule, just as you would in a workplace setting. You start at a specific time, end at a specific time, and take time out for lunch and breaks. The rest of the time you should be in your office working.

The converse of this is outside of your work schedule you should not be in your office working. This takes us to the final consideration.

Balance

We often talk about work-life balance. Though always a critical consideration, balance looms as an even bigger concern when you work and live in the same place. This means segregating your work from the rest of your life, even though both happen at the same location. Some people prefer the word compartmentalize: to place work in one mental compartment and your home life in another.

When done right, working from home can increase productivity, decrease stress, and improve your enjoyment of your work. Click To Tweet

Action Steps

If you suddenly find yourself working at home, put these tips into practice as soon as possible. Then you will experience a successful, enjoyable, and effective situation. 

If you’re planning to one day work at home, put these steps into place before you start. It will make all the difference.

When done right, working at home can increase productivity, decrease stress, and improve your enjoyment of your work. Though you might now be working at home as a temporary solution to a problem outside your control, you might find the results so beneficial that you want to turn working at home into a permanent scenario.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of AnswerStat. He’s a passionate wordsmith whose goal is to change the world one word at a time.

What Kind of Healthcare Coverage Do You Provide to Your Staff?



Take Steps to Meet the Healthcare Needs of Your Healthcare Call Center Staff

By Peter Lyle DeHaan, Ph.D.

Author Peter Lyle DeHaan

I enjoy going to the zoo with family. We go several times each year. A special bonus are those opportunities to interact with the zookeepers and learn more about the animals under their care. During a recent visit we had the privilege of an extended discussion with one of the caretakers after she tended to the zoo’s three lions.

She shared insider information about their feeding, their training, and their healthcare. After covering the extensive medical care these three amazing creatures receive—the testing, monitoring, medication, and access to specialists—she grew momentarily somber. “They receive much better healthcare than I do.” We sadly nodded that we understood. Then she perked up and resumed telling us about these animals that she so clearly loves.

I wonder if a similar thing happens in our healthcare call centers. Do employees hang up from a phone call and shake their heads in dismay, muttering “That caller receives far better healthcare than I do.”? I hope not, but I fear it’s true far more often than it’s not.

It may be understandable for this to happen occasionally, but it’s inexcusable if it happens often. This needs to change. Take steps to better meet the healthcare needs of healthcare call center staff.

A key aspect of enabling call-center staff to best meet the healthcare needs of callers is to start by making sure you best meet the healthcare needs of your staff. Click To Tweet

To expect workers in healthcare call centers to serve patients and callers with excellence, they must first have a good perspective for them to work from. This includes providing healthcare workers with adequate healthcare coverage and services.

Falling short of doing so handicaps them from performing their jobs with distinction and serving callers with appropriate empathy. It would be like making restaurant staff work on an empty stomach but expecting it to not impact their patrons’ experience.

Call centers invest money on ongoing agent training, coaching, and quality assurance programs. Make sure to also invest in call center staff’s healthcare. This will help ensure that they better connect with the people they talk to on the phone, without negativity and resentment showing through.

A key aspect of enabling call-center staff to best meet the healthcare needs of callers is to start by making sure you best meet the healthcare needs of your staff. If you find yourself needing to make changes, you may not be able to fix everything all at one time. But you can move in that direction. Start today.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of AnswerStat. He’s a passionate wordsmith whose goal is to change the world one word at a time.

Be Sure to Thank Your Staff



Let Your Call Center Employees Know You Appreciate Their Work

By Peter Lyle DeHaan, Ph.D.

Author Peter Lyle DeHaan

We just celebrated Thanksgiving in the United States, which is a time where we typically reflect on what we’re thankful for—when we’re not scarfing down a holiday feast. 

Do you let your staff know you appreciate them? I’m sure you’ll say yes, but what will they say? I’m not being critical, but I am seeking to prompt some deep consideration into how you thank your staff. 

I suspect you’re already making a list:

  • You provide employment, a paycheck, and a decent compensation package
  • You send a Thanksgiving card, note, or even a small bonus
  • You give them a frozen turkey or gift card
  • You serve a Thanksgiving meal for those who work on Thanksgiving
  • You pay a bonus for those who work over the holiday weekend

These things are great, but your staff has grown to expect them. These efforts at indicating gratitude, while appreciated, don’t convey that you’re truly thankful for your staff and the work they do throughout the year. If they are to realize that you appreciate them, you need to find a better way to say thank you.

I once had a boss who personally gave me my paycheck every week. Though a man of few words, he would hand me my check, look me in the eye, and say “thank you.” He did this for all twenty to thirty people in his department, without fail, every pay period. 

That was thirty years ago, but I still remember it as if it just happened. Though he was a hard man to figure out and often frustrating to work for, I had no doubt that he appreciated my efforts. His periodic, heartfelt thank you kept me motivated, even though his management style sometimes grated on my soul.

Personally thanking them every pay period will make an impression that lasts. Click To Tweet

If your efforts to thank your staff fail to communicate your appreciation, it’s time for a different approach. Why not try handing each employee their paycheck, looking them in the eye, and saying “thank you.” And if your operation is too big or your staff schedule is too varied for you to do this, do it for your direct reports and encourage them to do it for theirs.

Though thanking your staff on Thanksgiving is a great start, personally thanking them every pay period will make an impression that lasts.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of AnswerStat. He’s a passionate wordsmith whose goal is to change the world one word at a time.

Today’s Employees Want to Make a Difference



Give Staff Opportunities to Make an Impact through Their Work

By Peter Lyle DeHaan, Ph.D.

Author Peter Lyle DeHaan

We’ve been considering five strategies to retain call center staff. The first four are through agent compensation, agent benefits, learning situations, and growth potential. Now we’ll address the fifth one. It’s showing staff how they can make a difference in their work and through their work. Today’s employees, especially Millennials and even more so Gen-Z, want employment where they can make a difference by having a positive influence through their jobs and their work.

Through Each Call

Starting at training, and reinforced on a regular basis, help employees see how each call they take makes a difference. This difference can positively impact both the caller and the person, department, or recipient of the transaction or information. This way they’ll have dozens or even hundreds of opportunities each day to make the world a little bit better. Over the course of a year that’s thousands or tens of thousands of small but meaningful positive interactions to help impact their world in a positive way.

Employees want a job that does more than provide income. They want work that helps them make a difference in their community and their world. Click To Tweet

In the Work Environment

Beyond each call, provide opportunities for employees to help make their workplace better. This can include serving on an ad hoc committee, assigning them additional tasks that add value, and taking on special assignments to improve their work environment and better serve callers. Even more beneficial is when they can work together as a team when making a difference.

Offer Volunteer Opportunities

Some progressive companies include paid time for employees to volunteer at their favorite nonprofit. When doing so, they perceive their employer as supporting the causes that they support. They value their work more because of this.

Though it may not be feasible for a medical call center to offer this benefit to every entry-level employee, this paid volunteer time could be a perk for senior operators and those who advance in the company.

And even if you’re reluctant to provide paid time for staff to do this, you can still support their favorite nonprofit in other ways. This could be as simple as offering them free voicemail service to help facilitate their favorite organizations’ communication.

Provide Matching Donations

Other forward-thinking businesses will match employee donations, usually dollar for dollar, to nonprofit organizations. Usually they place a cap on total matching funds, but this may be an unneeded precaution.

But if you’re just starting this program, having a donation cap may be an easy way to test its effectiveness and limit financial risk. You can always remove or increase the cap later. Some companies have a list of acceptable recipients for matching donations, but this could irritate employees and cause them to resent the company’s generosity and not appreciate it.

The key is to join your employees in supporting what they support. And when you do, they’ll be more supportive of you.

Summary

Today’s employees want a job that does more than provide income. They want work that helps them make a difference in their community and their world. Give them these opportunities, and they’ll give you their dedication.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of AnswerStat. He’s a passionate wordsmith whose goal is to change the world one word at a time.

Retain Staff by Establishing Their Growth Potential



Increase Employee Tenure by Showing Them Their Future with Your Organization

By Peter Lyle DeHaan, Ph.D.

Author Peter Lyle DeHaan-employee growth potential

In considering the five tips to better retain call center staff, we’ve looked at agent compensation, agent benefits, and learning situations. Now we’ll address providing staff with employee growth potential opportunities. 

With your employees learning enhanced work skills, don’t leave them frustrated by not providing the opportunity for them to apply what they learned. Though this could relate to personal growth, it’s best to focus on job-related growth potential within your organization—and not force them to seek their own growth solutions someplace else.

As you do this, you’ll show them their potential for job enhancement. This applies for both their existing position, as well as advancement opportunities. By sharing with them that they have a future at your organization and how they can get there, they’re more likely to stick around. Not only will you have retained a valued employee, but you will have prepared them to become a more essential member of your team.

Don’t be the manager that causes your best employees to leave. This will hurt your operation and could end up benefiting your competitor. Click To Tweet

Here are some ways you can provide employee growth potential for your staff. 

Add Responsibilities 

Each time your staff learns a new skill or acquires enhance capabilities, look for ways to incorporate these into their current position. Often you can accomplish this by adding responsibilities to their existing job description. As they’re afforded opportunities that their peers don’t have, they’ll see themselves as more important and more integral to your call center.

This will increase their self-esteem, improve their work attitude, and enhance their job satisfaction. All these will combine to increase their tenure with your company.

Expand Position Scope

As they prove themselves capable by handling more responsibilities, they may be ready to take on an increased scope to their job. Look for ways they can be a call center agent and something else. This may be agent and shift leader, agent and backup supervisor, or agent and trainer. 

Another option is for them to serve on an ad hoc committee or workgroup to consider new software, implement a new procedure, or overhaul the training manual. Though these are short-term assignments, success in these areas prepares the employee to take on more.

Promote to a New Position

Those who have proven themselves by taking on more responsibilities and increased the scope of their job, stand to receive prime consideration for advancement opportunities in your organization. Note that this could be within the call center or to another position within the company.

Don’t be selfish and try to keep your most talented employees in your call center. Each time they advanced to other company departments, you’ll realize the benefit of having a call center ally who understands what you do and can advocate for you.

Adjust Compensation

Sometimes asking an employee to take on added responsibilities or an expanded scope falls within their current pay rate. However, don’t be stingy. Carefully assess when it’s warranted to offer a pay raise, added perk, or compensation incentive. Failing to do so will result in them being overqualified and underpaid. Then they become a prime candidate to leave your organization and go somewhere else. Don’t make that mistake.

Develop a Career Path

We’ve already addressed the idea of developing an employee career path when we talked about learning opportunities, but career path is also appropriate when discussing employee growth potential. When doing so, it’s critical to provide a realistic timeframe for a prospective career path. This is because you don’t know when an existing position will become open or a new one will emerge. If you don’t include timing variability when developing a career path, your most qualified employees will grow impatient and leave if they don’t see things happening as quickly as they think they should.

Employee Growth Potential Summary

When talented staff sees the employee growth potential for their career within your organization, they are more likely to stick around so they can realize the possibilities. Most people don’t want to go through the hassle and invest the time to find a new job—unless you force them into it. 

Don’t be the manager that causes your best employees to leave. This will hurt your operation and could end up benefiting your competitor.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of AnswerStat. He’s a passionate wordsmith whose goal is to change the world one word at a time.

Offer Learning Opportunities to Better Retain Staff



Everyone Wins When You Provide Strategic Training for Your Staff

By Peter Lyle DeHaan, Ph.D.

Author Peter Lyle DeHaan

We’ve looked at five tips to better retain call center staff. The first two addressed agent compensation and agent benefits. Now we’re going to look at learning opportunities.

Today’s entry-level workforce values jobs that allow them to grow mentally. Educational opportunities provided at work, or through work, help to better connect employees with the job they do, increase their job satisfaction, and lengthen their tenure.

Not only are learning opportunities a wise retention tactic, it’s also a smart recruitment tool. Many workers so value learning opportunities that they’ll take a lesser-paying job if it provides the chance to grow, versus a higher paying position that doesn’t.

Here are some learning opportunities that you can offer to your staff.

In-House Training

Delivering internally produced training to your staff is a cost-effective way to provide the learning opportunities they crave. This can be unstructured teaching offered as needed or more organized educational offerings. The best thing about developing in-house instruction is that you can tailor it to the specific needs of your call center.

Possibilities include one-on-one training, classroom scenarios, and management coaching. You don’t need to provide all these options or offer them to all employees, but the smart move is to offer some in-house training to those employees you want to keep or groom for promotion.

Local Seminars

More general business training is available in the form of local seminars. These are usually half-day or full-day events. And since they’re local, there’s little expense beyond the registration cost. Not only do these provide important skills your staff can apply to their work, it’s also a way to increase their job satisfaction and enhance their self-esteem.

Industry Events

Don’t forget industry conferences and conventions. These include both those that are healthcare related and those that are call center related. If they cover both, that’s a bonus. These opportunities, of course, are more expensive. Registration for conferences and conventions carry a higher fee then local seminars, plus there’s also travel costs involved, which can add up. Therefore, reserve attendance at industry events for employees in management or on a management track.

Formal Education

Next on our list is post-highschool education, usually through college courses. Though this can be towards degree fulfillment, a better solution is to pick specific classes that will directly benefit your call center. Be sure to look for opportunities to audit the class. Although this won’t result in any credentials for employees, it could reduce or eliminate the cost for the class.

For these last three options, formal seminars, industry events, and formal education, you may want to ask participants to report what they learned to their colleagues. This has three benefits. One is that it reinforces what they learned. The second is that it allows others in your organization to also benefit from it. Third it enhances the employees’ self-esteem.

Develop a Career Path

To further enhance the value of these learning opportunities, integrate them with a career path for employees who you feel have the potential to advance in the organization. This includes both those who you see in various future supervisory roles, as well as managerial positions and support staff functions. When employees see the potential that awaits them from these learning opportunities, they will stay with your organization longer and provide increased value while they’re there.

The Benefits of Providing Learning Opportunities for your Staff

Not only will these learning opportunities extend staff retention, they’ll also increase job satisfaction and improve performance. However, most importantly, as you train employees to do more, they become a more valued resource for your healthcare call center.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of AnswerStat. He’s a passionate wordsmith whose goal is to change the world one word at a time.

Provide Meaningful Agent Benefits to Improve Agent Retention



Spend More on Retaining Staff and Less on Hiring and Training Their Replacements

By Peter Lyle DeHaan, Ph.D.

Author Peter Lyle DeHaan

We’ve looked at five tips to better retain call center staff. Agent compensation is first on most people’s list. However, it might not be the most important item, merely the one most cited. Pay rate alone isn’t enough to keep most call center agents happy and employed. Other items factor into this equation. A related issue is benefits. Today’s workers expect more than decent pay. They expect benefits too. This includes part-timers. Yes, your part-timers deserve benefits. If you want to keep them, you better provide what they want.

Paid Vacation

Your agents work hard for you and your callers. They deserve a vacation. This gives them a break from the routine of work, provides something for them to look forward to, and helps them recharge. A paid vacation is the top benefit employees seek. Be sure to provide it to them, both full and part-timers.

(As with all benefits for part-time agents, make it proportional to the average amount of time they work. For example, if they work twenty-hours a week, their vacation pay should be based on a twenty-hour workweek.)

Paid Time Off

Next up is paid time off. This includes sick days and personal days. Ideally, we want healthy employees who don’t get sick and who schedule their appointments on their days off. But this isn’t always feasible. Failing to provide paid time off could result in an agent coming into work sick or not attending to some important personal issue, which could have negative consequences later.

Retirement

Though not every employee thinks about retirement, some do. And for those who do, it’s of critical importance. They want to take control of what their retirement looks like, and that means planning for it now, regardless of how far away it is. Be sure to offer them the option to set money aside now for their retirement.

An employee with the opportunity to learn more, will provide more value to your organization and be more loyal. Click To Tweet

Continuing Education

Next up is the ability to pursue ongoing education. As with retirement, this isn’t a benefit that most people seek or will use, but for those who want it, it could make the difference between them quitting or staying. Tailor your program so that it provides value to participants and to your organization too. Also include a reasonable precaution to avoid abuse, but be fair. An employee with the opportunity to learn more, will provide more value to your organization and be more loyal.

Healthcare Coverage

The last significant benefit is healthcare coverage. Healthcare coverage is a growing concern for people in the United States. The cost rises and the coverage shrinks. Yet being in the healthcare industry, we’re in the unique position to help our agents with decent healthcare coverage, or at least we should be.

Conclusion

When it comes to retaining call center staff, don’t skimp on benefits. Offer them paid vacation and time off, retirement and continuing education options, and healthcare coverage. This will increase their loyalty to your organization and decrease the likelihood of them leaving your call center for another company that does provide these benefits. Just as with compensation, the cost of providing benefits concerns most managers. The key is to offer what you can without jeopardizing your organization. But if you think you can’t afford to offer benefits, the reality is that you can’t afford not to.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of AnswerStat. He’s a passionate wordsmith whose goal is to change the world one word at a time.

Take a Fresh Look at Agent Compensation



Don’t Brush Aside the Importance of Providing Appropriate Call Center Agent Pay

 By Peter Lyle DeHaan, Ph.D.

Author Peter Lyle DeHaan

In my article “Ideas to Better Retain Call Center Staff,” we looked at five tips to improve call center staff retention rates. I first considered compensation, a topic of great concern for managers and which carries a critical consideration for call center agents. Because of its complexities, it’s too easy for managers to shrug and say, “We’re doing the best we can. We can’t afford to pay anything more.” In fact, I’ve shared this sentiment with call center staff a time or two myself.Make incremental steps to what you pay, what you expect, and what you get in return from your staff. Click To Tweet

Survey Your Local Market

Several years ago, I consulted for a county medical bureau’s answering service. As I met with the call center agents, each one had the same complaint: “People working fast food make more than we do.” After two days of repeatedly hearing this grievance, I did some research. I walked into the eight closest fast food restaurants and asked what their starting wage was. Each one paid less, often considerably less, than the answering service.

Agent Compensation

Armed with this information, I set about correcting the agents’ unchallenged misconceptions about their pay. My research approach was a quick and easy one, and you may want to do a more thorough analysis, but the point is to survey your local job market to know where you stand. Then you can make informed decisions about what your agents should make.

Establish Your Compensation Paradigms

Another answering service I consulted for paid their agents comparable to the local fast food restaurants, which hovered near minimum-wage. I told the owner, “When you pay fast food rates, you get fast food mentality.” This isn’t to imply criticism against fast food workers, because some of them do their jobs with excellence. It is, however, my intent to point out that taking an order for a hamburger isn’t on a par with handling a phone call at 3 a.m. from a hysterical first-time mom concerned about her screaming baby’s high temperature.

Decide what you want your call center agents to make in comparison to other area jobs. Remove the concern of what you can afford from this equation, and focus on what you should aim for instead.

Make Expectations Match Compensation

At this point, I doubt you’ve decided you’re paying too much. Though you could have concluded you’re paying your agents an appropriate hourly rate, you more likely determined that ideally you want to pay them more.

But don’t make the mistake of increasing your starting hourly pay, without making a matching adjustment to increasing your screening processes, employee expectations, and desired outcomes. Pay more and expect more.

Conclusion

Making a significant change to agent compensation is one of the most terrifying decisions to make when running a call center. Trying to make huge adjustments too quickly could produce devastating consequences. Instead determine where you want to get to, plan how to get there, and implement it with care. Over time, make incremental steps to what you pay, what you expect, and what you get in return from your staff.

As you do, you will improve agent retention and increase quality, along with enhancing your employees’ attitude and workplace environment.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of AnswerStat. He’s a passionate wordsmith whose goal is to change the world one word at a time.