Focus on Agent Rewards and Recognition - ICMI

1 From the pages ofCall Center Management Review ICMI Inc. Reproduction in whole or inpart, without written permission of thepublisher, is illegal and punishable byfines of up to $50,000 per on Agent Rewards and RecognitionA Look at What Works in Agent Rewards and Recognition ..1by Greg LevinUse Incentive Programs to Link Desired Behaviors with Rewards ..4by Leslie Hansen HarpsComprehensive Motivation Scheme Soaring at Middle Eastern Call Greg LevinThe Benefits of Online Incentive Programs ..9by Chris HeideTHE LIGHTER SIDE:The Do s and Don ts of Agent Rewards and Greg LevinInnovative Ideas for Customer Service Greg LevinAbout the Authors ..14 Recommended Incoming Calls Management Institute (ICMI)..15 CCMR eviewARTICLE BUNDLEAB00034 EXPERIENCE. OBJECTIVITY. RESULTS. Office Box 6177130 Holiday Court, Suite 108 Annapolis, Maryland 21401 CCMR eview ARTICLE BUNDLEF ocus on Agent Rewards and RecognitionNo single tactic can assure that acall center will achieve low levelsofburnout and turnover.

2 However,the absenceof onetactic a strategicrewards and Recognition program can assure that a call center will notachieve those high retention and perform-ance rates rely on a number of factorsand practices , focused recruit-ing/hiring, a competitive salary, effec-tive training, opportunities foradvancement call center expertsagree that those efforts will be wastedif agents don t feel that they are val-ued and appreciated on a regularbasis. The money spent on recruitment,the time to interview, and trainingtime can cost upward of $10,000 bythe time you re done, says Kim Veyof Right on Queue, a consulting firmbased in Innsifil in Ontario, Canada. You can t afford to waste that invest-ment by not paying close attention to[employee Recognition and motiva-tion] in your call center..Rewardand Recognition are the key elementsrequired to achieve a good retentionrate. Such sentiments are echoed bySusan Heathfield, an independentmanagement consultant specializingin human resource-related issues andopportunities.

3 Prioritize recognitionfor people, and you can ensure a pos-itive, productive and innovative orga-nizational climate. People who feelappreciated are more positive aboutthemselves and their ability to and are potentially yourbest employees. Heathfield adds that, while mostmanagers believe that employeerecognition and incentives are impor-tant, many don t put that belief intopractice, or do so poorly. In my experience, Recognition isscarce because of a combination offactors, she explains. Time is anoften-stated reason and, admittedly, Recognition does take time. Anotherreason is that [some managers] don tknow how to provide it effectively, sothey have bad experiences when theydo. She says that many assume onesize fits all when they provide recog-nition and Rewards , or use a scatterapproach where they put a lot outthere and hope that some efforts willstick and create the results they want. The Key IngredientsOf course, not all call centers havefailed in the Recognition arena.

4 Manyhave implemented strategic, well-rounded programs programs thatresult in happier and, importantly,high-performing agents whose com-mitment and effort help strengthenvaluable customer relationships. These programs, while varying sig-nificantly in the fine details, sharecertain common attributes that havecontributed to their success. Here s alook at the key ingredients that topcall centers have mixed into theiragent Rewards / Recognition efforts:The program features a healthyblend of both individual and call centershave found that rewarding the fewandthe many is the best way toimprove staff morale and retentioncenterwide. These centers have imple-mented not only top achiever awards that recognize strong per-formances by individual agents, butalso team-based awards that help tofoster camaraderie and commonobjectives among large groups ofagents. For instance, at BostonCoach an executive sedan service agents earn points (which can laterbe converted to cash) not only forthings like individual attendance andadherence to schedule, but also forimprovements in the number of serv-ice failures for the center as a whole.

5 The more blending of individualand team awards, the better, accord-ing to Leslie Hansen Harps, a busi-ness writer and author of MotivatingCustomer Service Employees. All-indi-vidual programs which single outone or a handful of winners canresult in excessive competition amongagents that can be harmful in a teamsetting, says Harps. On the otherhand, all-team programs whereeveryone s contribution is recog-nized may demotivate high perform-ers who may feel their individualaccomplishments are not appreciated. Rewards and Recognition arebased on strategic productivity andquality call cen-ters avoid the numbers trap whenimplementing and maintaining arewards/ Recognition program. Whilestraight productivity metrics such astalk time, calls per hour, and numberof sales made often play a part inthese center s programs, they are notthe be-all and end-all in determiningwho (or what team) receives recogni-tion. Top centers have effectivelyworked strategic quality metrics intothe Rewards and Recognition mix aswell, thus ensuring that agents focuson providing both efficient and effec-tive service.

6 For example, IndependentBlue Cross (IBC) in Philadelphia notonly considers productivity metricssuch as staff time and after-call workwhen rewarding agents, it also placesa heavy emphasis on such areas asaccuracy, professionalism, attendance1 Call Center Management Review 2005 by ICMI, Look at What Works in Agent Rewards and Recognitionby Greg LevinThe ingredients for a strategic, well-rounded Recognition program and happier, high-performing ARTICLE BUNDLEF ocus on Agent Rewards and Recognitionand punctuality. Disregard quality metrics in yourrecognition program, and your centeris doomed, says Harps. If you arecommitted to delivering top-notchservice, your incentive programs mustinclude a balance of quality andquantity components. Over-emphasiz-ing the numbers , number ofcalls handled per shift can negativelyaffect quality and service. In addition to giving quality theattention it deserves, some call cen-ters are starting to do away withthose productivity metrics over whichagents have little or no control.

7 IBC,for example has removed the aver-age talk time statistic from its rewardand Recognition program. Companieslike Boston Coach and many othershave done the same with their num-ber of calls handled per shift program features a mixtureof monetary and non-monetaryrewards. Just give me money maybe what John, Paul, George andRingo were shouting, but it appearsthat agents are singing a slightly dif-ferent tune. Numerous studies including one by the AmericanManagement Association haverevealed that, while call center staffcertainly appreciate cash Rewards ,they may be more motivated by non-monetary ones. Many centers haveheeded such study findings as wellas their own agents suggestions andimplemented Rewards /recognitionprograms that feature both financialgifts as well as things like paid daysoff, gift certificates, merchandise,achievement awards and luncheons. According to American ExpressIncentive Services ( ), When companies try to motivateemployees with an extra paycheck,the award dollars typically go towardthe necessities: laundry detergent,diapers, car payments.

8 But leave participants with tan-gible reminders or fond memories oftheir hard work. AEIS cites a three-to-one return on investment in non-cash Rewards compared to cashrewards. Agents themselves actively partic-ipate in the maintenance of the course, the best way toknow what will best motivate agentson the job and earn their gratitude issimply to ask them. The vast majorityof call centers with effectiverewards/ Recognition programs inplace regularly seek feedback fromtheir staff to cull new ideas and toensure that agents are satisfied withhow the program is being run. This istypically done via surveys and/or dis-cussions during team , some call centers have start-ed giving staff more control creatingagent-led incentives task forces/com-mittees that empower members withsubstantial planning and decision-making authority. At MountainAmerica Credit Union in Salt LakeCity, Utah, for example, a MoraleTeam develops and implementsevents and activities intended toinject fun into the atmosphere whilekeeping fellow agents focused on cus-tomer service goals.

9 AmeriCredit Corp. has a similaragent-led team in place to help recog-nize staff contributions and to boostmorale and performance. The SpecialActivities Committee meets monthlyto plan events and contests, most ofwhich feature food and gift certifi-cates as prizes. In addition, the centerhas a Team Recognition program inplace, where each team is allotted $50per month and is given the power todecide which team member or mem-bers deserve to be rewarded. The program values centers today featurevery eclectic employee bases, withagents ranging in age from 18 to over70. Differences in race, cultural andeducational background, religion andgeneral interests are also commonamong Agent colleagues. The mostsuccessful call centers have learnedthe importance of factoring suchemployee diversity into their rewardsand Recognition programs. We have people who have workedhere for 20 years, and their incentive2 Call Center Management Review 2005 by ICMI, a SampleThere is no limit to the ways in which call centers can recognize valued is a list of just some of the many Rewards / Recognition ideas that have beenused by successful call centers worldwide: Agents contributions cited in company newsletter or on the intranet Public praise at team or centerwide meetings Lunch/dinner for top performers Agent (s) sent to a conference, seminar or workshop of their choice Agent (s) represent the call center at an interdepartmental meeting Agent (s) given the opportunity to work on special off-phone projects Gift certificates to local stores A performance points system that enables agents to redeem points for cash,prizes or paid time off Plaques or framed certificates of achievement Tickets to movies, concerts, sporting events, etc.

10 All-expense-paid weekend away at a local resort A day at a spa Agent Appreciation Week celebrations An annual awards dinner Increased opportunities for empowerment and self-management Names/photos of consistently high performing agents placed on the call center s Wall of Fame Handwritten thank you notesCCMR eview ARTICLE BUNDLEF ocus on Agent Rewards and Recognitionneeds are different from [those of] anagent who is 24 years old. You haveto consider the differences and needsof individuals, says Charlotte Baptie,field market service manager forGordon Food Service in Ontario,Canada. To ensure that no agents feelalienated by the center s Rewards / Recognition practices, Baptie strives tokeep the programs varied and fresh implementing a wide range of smallmonthly awards, prizes and recogni-tion efforts rather than focusing on acouple of big JP Morgan Chase and Services, Agent diversityisn t only taken into considerationwhen planning incentives, it is thevery basis of the company s mostimportant employee recognitioneffort.