Post on 05-Dec-2014
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DRAFT V.1 Developing Your Supervisors into Experienced Leaders
Presented by: Macklin Martin Executive Director - ICMI Consulting
1
Supervision is Dead
I love this presentation I feel refreshed and energized
The Supervisor as Leader
Leading
The management function of influencing people to act or not act in a certain way.
“A manager focuses just on getting a task done, a leader focuses on getting it done in a way that gives employees a feeling of accomplishment and willingness to follow the leader again.”
Paul B. Malone III
IInspiring
Supervisor Role Dynamics
How do your supervisors add value?
• Employee Development • Performance Management • Customer Retention • Employee Retention • Minimize Risks –Ensure Compliance • Real- time Management
Love and success
Responsibilities vs. Workload
So what are they actually doing?
Supervisor Time Allocation % Hours Per Week
Call Monitoring 3% 1.2
Coaching 5% 2
Real-time Management 13% 4.8
Handling Escalated Calls 2% 0.8
Employee Counseling 2% 0.8
Administrative tasks 50% 18
Meetings 25% 10
100% 40
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Most Supervisor Job Responsibilities
Analysis of 100 Recent Job Descriptions
Focus on what’s controllable
Figure 6
Prioritize High Value Activities
Supervisory Function Strategic Value Experience Impact Other Resources
Call Monitoring High High Maybe
Coaching High High No
Real-time Management Medium High No
Handling Escalated Calls Low Medium Medium
Employee Counseling High High No
Adminstrative tasks Medium/Low Low Yes
Meetings Medium/Low Low Maybe
Reporting Medium Medium Yes
The cost of Supervision
5.2% 55.4%
0.4% 8.3%
0.6% 4.1%
0.3%
0.3% 1.5%
2.4%
0.3%
4.4%
Labor Cost Breakdown
PT CSR Salary
FT CSR Salary
Trainee CSR Salary
Supervisor Salary
Analyst Salary
QA Salary
Trainer Salary
HR Salary
IT Salary
Manager Salary
Executive Salary
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
PT CSR Salary
FT CSR Salary
Trainee CSR Salary
Supervisor Salary
Analyst Salary
QA Salary
Trainer Salary
HR Salary
IT Salary
Manager Salary
Executive Salary
Labor Cost by Role
2010 Supervisor Compensation and Benefits
The Supervisor ROI
Calculating the return on the typical supervisors work activities.
Love and success
Where are the Greatest Returns?
Coaching Impacts
• Team A has significant variability in handle time, specifically 5 out of 10 agents have handle-times that are 40% or more higher than the center average, while the same agents quality scores also reflect similar improvement opportunities
• Through monitoring and observing behaviors and applied coaching techniques the supervisor of team A has coached 3 out of 5 struggling agents to improve efficiencies and call control.
• Team A’s overall productivity has now increased by 15% due to effective supervision
ROI Calculation
• Cost of Coaching • Coaching Sessions related to
performance challenge: 15 • Average Cost per Session: $50 • Total coaching cost = $750 • Benefits Realized • 15% increase in productivity
across 10 FTE’s = 1.5 FTE • 1 FTE = $44,100 • Total Net Benefit = $64,500 • Coaching ROI = 8720%
Employee Engagement Impacts • The FMN contact center has an
average annual attrition of 48%. • Supervisors are heavily burdened with
administrative tasks and spend very little time with their teams. Each supervisor has a team of 20 agents.
• The overall level of employee engagement has been identified as low.
• The FMN contact center manager has determined that the annual cost of turnover equates to $50k per percentage point.
• By decreasing the supervisor/csr ratio to 15:1, and introducing supervisor led recognition program the CC manager hopes to decrease attrition by 10% annually.
CC Manager’s ROI Calculation
• Cost of Attrition • $50,000 per percentage point • Benefits Realized • 10% decrease in attrition =
$500,000 annually savings. • Cost of 2 additional supervisors =
$142,000 • Total Net Benefit = $358,000 • ROI = 252%
Where are the Greatest Returns? Cont’d
Enabling the Leader
The right tools make all the difference!
Love and success
Developmental Tools & Empowerment
Train and Coach • Contact Center Operations
• Coaching & Performance Mgt • Leadership & Motivation • Self Evaluation
Collaborate and Share
• Emotional intelligence
• Leading Practices
• Coaching Successes • Co - Coaching
• Refer a Coach • Voice of the Customer
Love and success
Foster A Culture of Recognition!
Supervisors Must Know the Root Causes for Performance
Performance Analytics
Distribution of Agent Average Non-Phone Contact Handle Time (6/26/06-7/21/06)
0.60
20.60
40.60
60.60
80.60
100.60
120.60
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Representative
Min
ute
s p
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no
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ho
ne c
on
tact
Data
Mean
Upper Control Limit
Lower Control Limit
Upper Warning Limit
Lower Warning Limit
Love and success
6 Steps to Improved CE Leaders
• Prioritize Time – Focus on What Matters! – Coaching – Recognition – Ongoing Development – Align workload with Job Description
• Hire Leaders not SME’s – Assess EI in the hiring process
• Train Leaders in Coaching
Steps to Improved Leadership cont’d
• Measure What Matters! – Coaching Effectiveness = Net Performance
Improvement – Supervisor/CSR Engagement
• Empower Leaders with Carrots • Enable the PM Process With Intelligence
and Analysis – Hi Tech: Root cause analysis, Emotion – Low Tech – Performance trend analysis