Question

Problem-Solving Case: Training Call Center Employees

The employees in a call center need to be able to speak to customers politely, but their skill set is more complicated than etiquette. They also need to handle a range of questions and problems about particular products. Whenever their company adds a new line of products or services, the employees have to be prepared to answer a new set of questions. Thus, training is an ongoing con- cern in call centers. The traditional approach is to present new material in a classroom setting and supplement this learning with other training components. For efficiency and flexibility, call center train- ing often uses Web-based components. The most common form of these is called asynchronous Web-based training, a set of modules that each agent completes independently at his or her own computer by viewing the course content and then answering questions at his or her own pace. No live instructor is needed. Sometimes, the modules include a simulation in which the trainee handles calls from actors posing as customers with ques- tions or problems related to the course content. Some organizations can afford to customize their training programs to make them more engag- ing than reading text and answering multiple- choice questions. One such call center hired a training company called Resource Bridge to develop online training with the flavor of a video game. Modules for teaching courtesy and profes- sionalism show animated videos of three agents taking a phone call. One agent has a stiff manner, another speaks in pleasant, conversational tones, and the third is extremely casual, addressing the caller as “hon.” When trainees choose the style they think is most appropriate, the training video shows the customer’s reaction, rather than just indicating whether the choice is correct. For example, the customer responds to being called “hon” by becoming annoyed at the familiarity. Trainees quickly realize that the approach is ineffective. When supervisors monitor agents’ calls, they can use the recordings to identify training oppor- tunities. If the supervisor observes that an employee is having difficulty handling a particu- lar type of problem or customer, the supervisor can send the employee a Web-based training module that addresses the situation. Envision Click2Coach is a software tool that lets the super- visor select video demonstrations of how to handle a type of problem. The supervisor can record a voice-over explanation of how the employee could have handled a problem more effectively. These and other training programs allow supervisors to select graphics, documents, and audio clips (including recordings of the calls the employee handled) for insertion into the training modules. This capability lets the supervisor efficiently coach individual employees while both remain at their desks. Electronic coaching is easy and flexible, so supervisors need to be reminded of the importance of face-to-face communication with employees. Personal communication to offer encouragement is essential as a way to reinforce their use of the desired skills. New employees or employees who have just learned a new set of skills may begin working in a “nesting area.” They are seated together in an area of the call center where one or two supervisors are close at hand to provide assistance and answer questions. Also, experienced agents may be assigned to help employees in the nesting area. Plac- ing them in this coaching role may make employees feel more at ease (it can be more comfortable to seek help from a peer rather than from a supervisor). At the same time, coaching others can reinforce the more experienced employees’ knowledge and develops them to become supervisors in the future. Another popular way to train agents is to assign them to a veteran employee who serves as a mentor. For example, if a supervisor at Georgia Power’s call center determines that new agents have a weakness in a particular skill, the supervi- sor assigns those agents to experienced employees who excel in that skill. The agents and their mentors sit near one another so that the mentors are readily available to help. However, Paula Sacks, a Georgia Power supervisor, notes that mentors must be selected carefully. The mentors must be more than skillful at their jobs; they also must be good communicators who are willing to use part of their time for coaching.

Questions –

1. Imagine that you are a supervisor in a call center, where you oversee 20 employees who handle questions and problems from people who buy your client’s products—furniture that must be assembled using basic hand tools. Your client is preparing the launch of new products: rugs and other accessories. Now your agents must be prepared for a new set of issues, such as questions related to fabrics and colors. Which of the methods described in this case will you use to prepare the agents for these changes? Why?



2. Prepare a training plan for your agents. Will you train them all at once or in groups? Which method will you use first? Will you start the training before or during the product launch?



3. What, if anything, will you need to learn to prepare yourself for these changes? How will you develop your own skills?

Answer 1

Answer 1:

I am a supervisor in a call center, where I oversee 20 employees who handle questions and problems from people who buy our client’s products—furniture that must be assembled using basic hand tools. Our client is preparing the launch of new products: rugs and other accessories. Now our agents must be prepared for a new set of issues, such as questions related to fabrics and colors.

We want to use the following three training methods, in order to prepare the agents for these changes are as below

• Traditional Class room training session for all the 20 employees/agents: This training module will help all the employees/agents to have the basic awareness and functionality of the subject, so that they can understand it properly and will be able to reply back to customers. The classroom training will ne most suitable because it is a new subject and calls for detail training on the subject so that the employees can get the proper understanding and will be comfortable in dealing with customers.
• Web based training : This web based session will help for refreshments and revisions for the employees post completion of classroom training.
• Mentoring by Supervisor: The supervisor will mentor and coach the team, as and when needed, for the critical issues or complex questions, so that the team have needed back up support by experts.

Answer 2 :

Training plan for our agents is as below. We would like to train them all at once as we have small quantity of 20 people. Thus it will be good to have same session for 20 people. They all will be on one page and at the similar level.

The method we will use first is the Traditional Class room training.

We will start the training before the product launch because this provide the sufficient time for the employees to get developed for the new products and prepare themselves.

S	Training Subject	Monday	Date	Trainee Qty	Trainer	Training Launch
1	New Products Launch: Rugs and other accessories	Monday	14th May -18	20 Employees /agents	Product Manager from Client	First Launch

Answer 3:

Yes, I will need to learn to prepare myself for these changes, because these are going to affect me as well, because my team will approach to me for complex and critical questions. Since I am the person , who is heading the team who will be supooritng the new product launch, I should have good knowledge on the product and should be able to handle all key issues of the product.

I will develop my own skills by attending the traditional class room training and web based training with asking some questions or queries to expert. The internet reading will also help me to a large extent.