There’s More to It Than Money: Motivating Call Center Employees

Chuck MooreCall Center DirectorSoutheast Division

Motivation Refined“The first fundamental transformation of

thinking required of American management is to develop new basic attitudes toward the intrinsic dignity and value of people, of their ‘intrinsic motivation’ to perform to their maximum capabilities”

--Steven Covey, Principle-Centered Leadership

The premise of this presentation is that “intrinsic motivation” in the form of self-actualization is the highest form of motivation. Supervisors are the key figures in developing “intrinsic motivation” and they do this best by engaging employees.

Session Outline The Telerecruitment Call Center

Telerecruitment or Telemarketing? Nuts and Bolts of Call Centers

Essential Functions and Tools Call Center Motivation

Enhancing the Most Valuable Asset

The Telerecruitment Call CenterTelerecruitment is not Telemarketing

Telemarketing involves solicitation for goods or services involving a tangible return

Telerecruitment involves soliciting volunteers for a service for which there is no tangible return

This is a subtle, but essential, distinction which involves the willingness of the customer to listen to the call

The Telerecruitment Call Center

The Telemarketing Sales Rule (16 CFR 310.1) The Telemarketing Sales Rule implements the

Telemarketing Fraud and Abuse Prevention Act with rules related to telemarketing practices. The act defines the National Do Not Call Registry. In addition it places restrictions on calling times, use of automated devices, and caller identification blocking.

The Telerecruitment Call Center

The blood center telerecruitment is exempt from some “Do Not Call” rules because of the business relationship with the donor and our non-profit status.

The Telerecruitment Call CenterCold Calling

Cold calling involves contacting individuals with which the blood center does not have an established business relationship

While cold calling is technically exempt from “Do Not Call” regulations when practiced by non-profit organizations, it could confuse the issue with the public

The Nuts and Bolts of a Call Center

The Tools We UseIn the past: printed lists and telephone

At present: the internet

The Nuts and Bolts of a Call Center

Telephones Voice-Over Internet Protocol (VoIP)

Telephony Platform Web-based Call Accounting Software

Predictive dialer and “contact management system”

The Nuts and Bolts of a Call Center

Call Accounting Software Software which facilitates supervision of

individual callers using a variety of reports All calls should be recorded

The Nuts and Bolts of a Call Center

Donor Database An effective donor database is one which is

constantly maintained and modified to update donor information: addresses, telephone numbers, eligibility status, etc.

The Nuts and Bolts of a Call Center

Database Management System An automated system which provides lists of

eligible donors This system also provides statistical reports on

call center performance and individual performance

Call Center Personnel

As with any business organization, those persons employed by the Call Center are the most valuable assets. They must be maintained and motivated to produce at an efficient level.

Call Center Personnel

“Next to physical survival, the greatest need of a human being is psychological survival—to be understood, to be affirmed, to be validated, to be appreciated.”

--Stephen Covey, The Seven Habits of Highly Effective People

Call Center Personnel

Managers Supervisors Leads and Mentors Agents

General Call Center Table of Organization

Call Center Personnel

Exploring Motivation - Research

George Elton Mayo’s experiments on human behavior in the workplace in the 1920’s found that “the need for recognition, security, and a sense of belonging is more important in determining workers’ morale and productivity than the physical conditions under which he [or she] works.”

(www.accel-team.com)

Call Center Personnel

In 1959, Frederick Herzberg proposed there were two factors involved with employees’ satisfaction: hygiene theory and motivation. Hygiene theory involves the physical

environment of the workplace. Motivation involves the mental environment of

the work place.

Call Center Personnel

Herzberg’s Hygiene Factors Company policies and administration Supervision Working conditions and interpersonal

relations Salary, status, and security

These factors do not lead to higher levels of motivation, but without them there is dissatisfaction.

Call Center Personnel

Herzberg’s Motivating Factors Achievement Recognition for achievement Growth and advancement Interest in the job

These factors result from what Herzberg described as internal generators in employees.

Call Center Personnel

Both these approaches must be used simultaneously:

Treat people as best you can so they have the minimum of dissatisfaction.

Supervise people so they get recognition for achievement, interest, and responsibility and they grow and advance in their work.

Call Center Personnel

In 1943, Abraham Maslow proposed a theory which outlined a hierarchy of goals, or needs: Physiological – food and shelter Safety – stability and consistency in a

chaotic world Love – a sense of belonging Esteem – self-esteem and recognition Self actualization – the need to maximize

one’s potential

Call Center Personnel

The key to understanding Maslow’s theory is that the needs higher on the hierarchy are more easily satisfied as the lower ones are satisfied.

“It’s hard to worry much about who likes you when you’re hungry.”

--Chuck Moore, Amateur Psychologist

Call Center Personnel

The first four needs are described as D-needs (deficiency needs): physiological, safety, belonging, and esteem.

The last need is described as a B-need (being need): self-actualization.

Deficiency needs (D-needs) motivate people to satisfy physiological needs such as hunger, sex, love, whereas being needs (B-needs) propel a person beyond self-actualization and drive them to fulfill their inherent ultimate potential.

Call Center Personnel

The Motivation Lifecycle•There are actual time indicators that can help you anticipate pivotal opportunities for intervention with new agents

•It is possible to prepare for pivotal intervention opportunities, which are common to most people involved in new experiences, including new agents in your call center.

(www.call-center.net)

(www.call-center.net)

Call Center Personnel

Attractive, Clean, and Secure Workplace (Physiological and Security Needs)

Monetary Compensation: Salary and Incentive Pay (Physiological and Security Needs)

Committee Participation (Belonging) Safety Committee Activities Committee

Fun and Games, Events Regular Meetings (Need to Know and Understand)

All Staff Supervisors Focus Groups Performance Reviews

Service Awards (Esteem)

Call Center Motivational Tactics

Call Center Personnel

Promotion to a higher position. Connection with the company’s mission:

in our case saving lives is the ultimate motivation for many of us.

Positive Relationships with Supervisors Engagement Building Trust

Call Center Motivational Tactics Involving Self-actualization

Call Center PersonnelTrust in Management is Key to Engagement Recall that self-actualization tops Maslow’s hierarchy of

needs Engagement depends upon a good level of trust Engagement is self-actualizing by involving creativity,

fulfillment, inner talents

Understanding how employer actions can affect employee satisfaction and ultimately lead to poor morale, lost productivity and turnover can help to ensure that organizations are working with their managers and supervisors to support a positive work environment for all.

Richards, Leigh; Organizational Behavior and Trust”, eHow.com, Demand Media, March 2011

Call Center Personnel

Characteristics of Trustworthiness Transparency Integrity Consistency

Call Center Personnel

Building Trusting Supervisor/Employee Relations

Open Communication Walking the Talk Opportunities for Feedback

Call Center Personnel

Open Communication (Transparency) Share all the news, good and bad Use a variety of methods

Large Groups Small Groups One-on-one

Call Center Personnel

Walking the Talk (Intergrity) Never over commit yourself Always follow up on your commitments Take ownership of Issues

Call Center Personnel

Opportunity for Feedback (Consistency) Suggestion programs, boxes Open door policies Communicate, communicate, communicate

There’s More to It Than Money: Motivating Call Center EmployeesWhatever approach a Call Center may take

to telerecruitment, and whatever tools are available, the ultimate success of the center lies with the personnel involved. Close, trusting relations between employees and their supervisors can link personnel to the pinnacle of Maslow’s pyramid—self-actualization: or, as Steven Covey terms it, “intrinsic motivation.”