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  1. Customer Service Morale = Creating a Culture of Engagement

  2. Session Objectives • Understand what employee engagement is and the relationship between culture, commitment, and performance. • Understand what culture is and its importance in organizations. • Learn how to build employee engagement by motivating your workforce.

  3. Work in/with an organization where ALL EMPLOYEES say, “I LOVE MY JOB!” How Many of You Would Like to… ? ? ?

  4. Reality Check What percentage of your employees… Love their job? _____% It is OK, do just enough to get by? ____% Don’t really care much the job? ____%

  5. The Reality Current Commitment/Engagement Levels Love my job, Engaged 29 % Do just enough to get by & get paid: 54% ENGAGEMENT PERFORMANCE Actively Disengaged: 17% Source: Gallup Management Journal Gallup Organization Study

  6. Commitment and Morale Defined • Commitment:loyalty-devotion or dedication, e.g. to a cause, person, or relationship. • Morale: a: the mental and emotional condition (as of enthusiasm, confidence, or loyalty) of an individual or group with regard to the function or tasks at hand b: a sense of common purpose with respect to a group.

  7. Engagement Defined • “Engaged employees are defined as those who are “mentally and emotionally invested in their work and in contributing to their employer’s success.” • “In a nutshell, engaged employees brings all of themselves to work.”(JoAnna Brandi, president of JoAnna Brandi and Co.) *Excerpt from “Learning’s role in employee engagement” ASTD Research Study sponsored by Dale Carnegie training ** Excerpt from ICMI’s Call Center Management Review , March 2006 Excerpt for “Learning’s role in employee engagement” AN ASTD Research Study, A Dale Carnegie training

  8. Employee Engagement The Business Impact of Employee Engagement: The Corporate Leadership Council has completed a study of the engagement level of 50,000 employees around the world. And found that… Those employees who are most committed (engaged) perform 20% better and are 87% less likely to leave the organization. Source: Corporate Leadership Council

  9. Organizational Culture Defined • Organizational DNA • Culture = Sum of values, virtues, political environment and behavioral norms • In short, is it the “Way We Do Things Around Here” What management pays attention to and rewards is the strongest indicator of an organization’s culture

  10. What words would you use to describe your organization and/or team? How are decisions made? How are promotions determined? What is focused on more? What gets rewarded? What does the physical environment look like? How is feedback given? What Is Your Culture?Think About….

  11. Importance of Culture Direct link between culture and High Performance the level of employee engagement Employee Engagement Culture

  12. Levels of Commitment = ENGAGEMENT Internalization Internal Identification Contractual External

  13. $$$ Commitment Levels PERFORMANCE Internal Commitment External Commitment ENGAGEMENT

  14. Motivation “You can’t motivate other people. You can only influence what they’re motivated to do.”“People don’t change that much.Don’t waste time trying to put in what was left out.Try to draw out what was left in.That is hard enough.” Source: First Break All the Rules

  15. “Motivation is a fire from within. If someone else tries to light that fire under you, chances are it will burn very briefly.” Dr. Stephen Covey “Motivation is a function of growth from getting intrinsic rewards out of interesting and challenging work.” “Motivation is based on growth needs. It is an internal engine.” Frederick Herzberg - Retrospective Commentary on 1968 HBR article “How Do You Motivate Employees” Motivation is…….

  16. Motivation Ladder • The work itself • Responsibility • Social interactions • Achievement • Recognition • Growth • Advancement Sustained Motivation (Internal Commitment) Meeting Advanced Needs Short-term Motivation (External Commitment) • Money • Prizes • Awards • Celebrations MOTIVATION Price of Admission: Covering Basic Needs • Competitive pay/benefits • Job fit • Working conditions • Relationship with supervisor

  17. What Is a High Performing, Motivated Workforce? • Greater than 1/3 employees consistently exceed expectations • Average worker performs higher than industry • Strong emotional commitment • Collective performance of major segments…forms core of competitive advantage • Leaders believe front line people are key to success and engage employees emotionally and rationally Source: Peak Performance, Jon Katzenbach

  18. “Things that matter to Employees that most Companies aren’t doing well!” • Feeling appreciated for the work they do. • Not working in a stressful environment (i.e. call handling time pressure). • Being valued and respected within the center and organization. • Career opportunities for advancement within the center and organization. • The Center effectively utilizes employee’s knowledge and skills. Source: SQM Group Study for Manpower

  19. A Motivation Problem? As many as 34% of employees who quit a job cited a lack or limited appreciation of their contributions as the reason. Robert Half International

  20. Gallop Dozen (Q12) Survey • Know what is expected of me at work • Have everything to do my work • Opportunity to do what I do best every day • Recognition or praise in last seven days • Someone cares about me as a person • Development is encouraged • My opinions count • Mission/purpose makes me feel my job is important • Co-workers committed to doing quality work • Best friend at work • Talked about my progress in last six months • Opportunities to learn and grown this year source: adapted from First Break All The Rules

  21. A Motivation Problem? The most powerful motivation is __________________________________ from a manager for a job well done. Dr. Gerald Graham, Wichita State University personalized, instant recognition

  22. Call Center Psychology 101 Achievement and Recognition ____________________ are consistently cited as the #1 and #2 primary employee motivators. Original source: Frederick Herzberg, The Motivation to Work, 1959

  23. Call Center Psychology 101 Achievement We aren’t motivated by the threat of failure; we’re motivated by the promise of achievement.

  24. Call Center Psychology 101 Achievement ...has done something for the first time or has done it better than ever before. The perception that occurs in a agent’s mind that he or she...

  25. Call Center Psychology 101 Recognition The easiest, most satisfying & effective way to offer ongoing recognition to employees is through one-on-one feedback.

  26. Call Center Psychology 101 Recognition When someone achieves something and ... ...someone else recognizes that accomplishment in some way

  27. What Happens in the Center… • No news is good news, we’ll let you know if something is wrong • Negative reinforcement is common • Attempts at positive reinforcement are disconnected and remote (financial incentives, contests, reports) • Constant redirection & correction

  28. No response No response It doesn’t matter if I do it or not… I think that’s how I was supposed to do it? Wow! I did it! What Happens in the Center…

  29. Call Center Psychology 101 I’m motivated because I just achieved something. I’d be more motivated if you would recognize my achievement, which would motivate me to go out and achieve more!

  30. Call Center Psychology 101 I’m motivated because I just achieved something. I’d be more motivated if you would recognize my achievement, which would motivate me to go out and achieve more! I’ve got to get out my productivity reports, revise the schedule because of all the people who are out, field calls from irate customers, explain to my boss why we didn’t achieve our service level…I’m too busy to coach!

  31. The Big Question If we know all this, why don’t we praise more?

  32. The Big Question • We don’t have enough time • We’re unaware of the power of verbal praise • We have an unrealistic sense of what achievement means If we know all this, why don’t we praise more?

  33. The Big Question 3. We have a unrealistic sense of what achievement means… Don’t punish people for their shortcomings, thank them for what they achieve. Source: Ferdinand Fournies, Coaching for Improved Work Performance

  34. Opportunities to Praise Agents do what they are supposed to be doing __% of the time…. 95%

  35. Opportunities to Praise Agents do what they are supposed to be doing 95% of the time…. …yet we spend 95% of our time correcting the 5% of things they are doing wrong.

  36. Opportunities to Praise What do we miss? • Moves closer toward a goal • Achieves part of an expectation • Meets an expectation • Exceeds an expectation • Exhibits a positive behavior which is not required

  37. Opportunities to Praise Don’t Correct LESS Correction Praise Common Approach

  38. Opportunities to Praise Don’t Correct LESS Correction Correction Praise Praise Praise MORE Positive Approach Common Approach

  39. Praise Should Be . . . • Specific • Sincere • Individual • Proportionate • Frequent & ongoing • Encouraging

  40. Praise Should Be. . .Specific • Eliminate generic, blanket praise (e.g., “nice work”) • Use descriptive language, quotes, examples • Describe exactly what was positive - the behavior, the result

  41. Praise Should Be. . . Sincere • Communicate your concern, excitement, interest, investment • Express confidence the agent can/will succeed • Convey through word choice, tone of voice, body language

  42. Praise Should Be. . . Individual • A view of the “big picture” • Continuity between coaching sessions • Refer to individual challenges, struggles, talents, strengths

  43. Praise Should Be…Proportionate • Behavior being praised • Extent to which a goal was achieved • Importance of the goal

  44. Praise Should Be. . . Frequent & Ongoing • Praise customer communications, adherence, productivity, special projects, peer interaction • Analyze the praise to correction ratio - consider the 4:1 ratio • Cultivate the habit

  45. Praise Should Be. . . Encouraging • Clarify exactly what you’d like to see happen in the future • Provide recognition to inspire reoccurrence • Stress that the behavior is valued, applauded

  46. Practical Application • Practice, Encourage throughout the Center • Manager to Reports • Peer to Peer • Across the Call Center • Coach to Agent • Make it part of your weekly To-Do list • Track the type & amount of praise being delivered • Measure the Results • Celebrate!

  47. Contact Us International Customer Management Institute (ICMI) 102 South Tejon Street, Suite 102 Colorado Springs, CO 80903 USA 800-672-6177 719-268-0184 fax