employee engagement and motivation in call centres

1WCCF v1July 2005 © Sanderson & Neale Ltd 2006


WELSH CONTACT CENTRE FORUM

Employee Engagement

and

Motivation Study

July 2006

Confidential

Professional solutions by practical people


STUDY BACKGROUND

EXECUTIVE SUMMARY

RESULTS DRILL-DOWN

AGENDA


Customer defection studies show that 70% of the reasons customers leave can be traced to employee turnover factors.

Employee replacement costs (recruitment, training, mentoring, monitoring, etc.) are approximately 150% of departed person’s annual salary.

Intangible cost - information resides with knowledge workers.

Only 24% of employees considering themselves truly loyal, are committed to their organisation.

33% of employees were high risk, not committed and not planning to stay.

39% were classified as “trapped”, planning to stay but not committed to their organisation.

STUDY BACKGROUND: TRENDS AND FACTS


A most recent study by ISR* revealed:

Employee Motivation and Job Satisfaction Affect Your Bottom Line

While operating income generated by businesses with highly engaged employees grew by nearly 20 per cent, firms with

less committed employees saw operating incomes fall by a third.

Call Centre Employees More Negative on Most TopicsOne possible indicator of unhappiness with their workplaces

is that call centre workers have shorter average job tenuresthan employees in other parts of the organization. Is this a

sign of overall dissatisfaction and low motivation among members

of this group?

Source: ISR Research (www.isrinsight.com)

STUDY BACKGROUND: TRENDS AND FACTS


BACKGROUND: SANDERSON & NEALE AND THE WCCF

Sanderson & Neale

Helping organisations in business performance improvement and transformational change by providing highly experienced interim managers and a range of consulting methodologies and business tools.

Incorporates PRISM Consulting (UK), leading specialist in stakeholder relationship management.

Member of WCCF since 2005

The Welsh Contact Centre Forum

Providing guidance and support to a wide membership of organisations in the contact centre sector

Committed to long-term strategies in all aspects of employment, for mutually beneficial relationships with employees, employers and their customers.

Regularly conducts industry research for improvement through insight. Assisted in the study preparation. Participating contact centres:

- Centrica - Communications Direct- Logica CMG- NHS Direct- The AA- The WWHA


STUDY BACKGROUND

EXECUTIVE SUMMARY

RESULTS DRILL-DOWN

AGENDA


Importance of factors to employees

0.001.002.003.004.005.006.007.008.009.00

Salary and benefits

Morale/culture

Career opportunities

Reward and recognition

Contribution to creating customervalue

Performance appraisal

Management effectiveness

Training availability

Internal communication

Decision-making processes

Innovation and problem-solving

Time management effectiveness

FACTORS REGARDED AS IMPORTANT BY RESPONDENTS


Problem areas and complaints

0.00

10.00

20.00

30.00

40.00

50.00Internal communication

Morale/culture

Career opportunities

Salary and benefits

Management effectiveness

Reward and recognition

Training availability

Performance appraisal

Decision-making processes

Innovation and problem-solving

Contribution to creating customervalue

Time management effectiveness

ISSUES RESPONDENTS WERE UNHAPPY WITH


Rate your Company's overall performance as Employer

0.00 5.00 10.00 15.00 20.00 25.00 30.00 35.00 40.00

Poor

Fair

Good

Very good

Excellent

% of respondents

RESPONDENTS OVERALL RATE OF THEIR EMPLOYER’S PERFORMANCE


Likelihood to remain with the Company for 2 years or more

0.00 5.00 10.00 15.00 20.00 25.00 30.00 35.00 40.00

Not at all likely

Not very likely

Somewhat likely

Very likely

Extremely likely

% of respondents

WILL RESPONDENTS STILL BE WITH SAME EMPLOYER IN 2 YEARS?


Likelihood to recommend Company to friends

0.00 5.00 10.00 15.00 20.00 25.00 30.00 35.00

Not at all likely

Not very likely

Somewhat likely

Very likely

Extremely likely

%of respondents

WOULD RESPONDENTS RECOMMEND THEIR EMPLOYER TO OTHERS?


Looking outside the Company for new job

71%

29%

RESPONDENTS ACTIVELY SEEKING ALTERNATIVE EMPLOYMENT

£ £ £


STUDY BACKGROUND

EXECUTIVE SUMMARY

RESULTS DRILL-DOWN

AGENDA


THE ASSESSMENT FRAMEWORK - ‘ACTION WINDOWS’

No Action Required

Positive Leverage

Taken for Granted

(Communication Candidate)

Requires Action

I M

P O

R T

A N

C E

low

hig

h

low highP E R F O R M A N C E


EMPLOYEE ENGAGEMENT AND MOTIVATION STUDY: WCCF

ACTION WINDOW : ALL CATEGORIES

12

3

4

567

Requires Action

No Action

P ositive Leverage

Taken for Granted /Communication Candidate

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Hig

h Im

port

an

ce

High Performance

High Performance (Agreement) ratings versus High Importance

1. CUSTOMER & TEAM FOCUS2. BUSINESS ALIGNMENT3. SUPERVISOR EFFECTIVENESS4. SENIOR MANAGEMENT EFFECTIVENESS5. CAREER & GROWTH6. MORALE & CULTURE7. COHESION

Action WindowALL CATEGORIES

7 KEY CATEGORIES THAT DETERMINE ENGAGEMENT AND MOTIVATION



ACTION WINDOW : (1) CUSTOMER & TEAM FOCUS

1

2

3

4

567

8

Requires Action

No Action

P ositive Leverage


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Hig

h Im

port

an

ce

High Performance


1. My work group has a clear plan of action for helping The Company increase customer loyalty2. Producing excellent results for customers is achieved at The Company3. The Company provides regular feedback on how we are delivering customer value4. My group works effectively as a team5. Staff/teams are effective regarding innovation and problem-solving6. Cross-functional teamwork is encouraged and supported7. Management listens to my ideas on creating value for other groups in the company8. The functions I perform contribute to The Company's deliver of customer value

Action WindowCustomer & Team Focus attributes

THE COMPANY’S CUSTOMER AND TEAM FOCUS



ACTION WINDOW : (2) BUSINESS ALIGNMENT

1

2

34

5

6

Requires Action

No Action

P ositive Leverage


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Hig

h Im

port

an

ce

High Performance


1. The Company has a clear business vision2. I have a clear understanding of The Company's mission, goals, and objectives3. I am kept informed about The Company's long-term business plans4. I feel real ownership in making The Company successful5. I am able to use my skills to the fullest to have a positive impact on The Company's success6. I am able to use my skills to the fullest to have a positive effect on the group's success

Action WindowBusiness Alignment attributes

EMPLOYEES VIEW OF BUSINESS ALIGNMENT



ACTION WINDOW : (3) SUPERVISOR EFFECTIVENESS

1

2

3

4

5

6

7

8

9

Requires Action

No Action

P ositive Leverage


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Hig

h Im

port

an

ce

High Performance


1. My supervisor sets clear performance goals with me2. My supervisor gives me ongoing feedback that helps me improve my performance3. My supervisor keeps me well-informed about issues affecting my job and our group4. My supervisor creates an environment where I can contribute5. My supervisor stresses teamwork to accomplish goals6. Management is effective at hiring and orienting new staff7. My supervisor delegates appropriately8. My supervisor acts upon my ideas and concerns9. My supervisor effectively resolves conflicts with other groups

Action WindowSupervisor Effectiveness attributes

CAPABILITIES AND PERFORMANCE OF THEIR SUPERVISORS



ACTION WINDOW : (4) SENIOR MANAGEMENT EFFECTIVENESS

1

2

3

4

5

Requires Action

No Action

P ositive Leverage


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Hig

h Im

port

an

ce

High Performance


1. Senior managers solicit my input for making the company for effective2. Senior manager are personally visible3. Senior managers effectively communicate the corporate vision4. Senior managers follow through on strategic initiatives once they are announced5. Senior managers operate consistent with The Company values

Action WindowSenior Management Effectiveness attributes

HOW THEY SEE SENIOR MANAGEMENT



ACTION WINDOW : (5) CAREER & GROWTH

1 2

3 4

5 6

7

8

9

Requires Action

No Action

P ositive Leverage


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Hig

h Im

port

an

ce

High Performance


1. My work is interesting and challenging2. I have, or can get, enough information to do my job well3. My job makes good use of my skills and abilities4. My department recognizes employee achievements5. My supervisor ensures I get regular training in order to grow and develop6. Period appraisals help me improve performance7. I am able to work with a sufficient amount of personal autonomy8. The Company compensates me at a level competitive with the marketplace9. I have a clearly defined career path at The Company

Action WindowCareer & Growth attributes

EMPLOYEES VIEW OF CAREER AND GROWTH PROSPECTS



ACTION WINDOW : (6) MORALE & CULTURE

1

23

45 67

8

9

10

1112

1314

15

Requires Action

No Action

P ositive Leverage


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Hig

h Im

port

an

ce

High Performance


1. The Company is focused on building a positive work environment for employees2. The Company is concerned about the balance between my work and personal life3. I am kept well-informed about what's going on at The Company4. I feel encouraged to come up with new and better ways of doing things5. The Company provides me channels of communication for expressing my ideas and concerns6. The Company's corporate culture is comfortable for me7. The Company processes and systems support staff productivity and effectiveness8. Meetings I attend make good use of my time9. Appropriate time is provided to complete projects10. Decisions are made in a crisp, effective manner11. Standards are administered in a fair and consistent manner12. Employees who produce outstanding results are rewarded for it13. Profit-sharing/bonuses are administered in a fair and consistent manner14. Given the choice, I am likely to remain employed at The Company at least one more year15. Given the choice, I am likely to remain employed at The Company at least three more years

Action WindowMorale & Culture attributes

COMPANY CULTURE AND MORALE VIEW



ACTION WINDOW : (7) COHESION

1

2

3

4

56

7

8

9

Requires Action

No Action

P ositive Leverage


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Hig

h Im

port

an

ce

High Performance


1. I have the tools and resources I need to provide value to others in the company2. I'm confident in senior leaders' ability to steer The Company in the right strategic direction3. Employees are enthusiastic about working for The Company4. Communication/coordination between groups and departments at The Company is effective5. I feel a sense of connection with other employees of The Company6. I have a clear understanding of The Company's values7. The organization is able to operate with a minimum of turf wars and political in-fighting8. The Company's core values are effectively expressed and acted on9. I feel supported in resolving cross-functional conflicts

Action WindowCohesion attributes

COHESION – DOES IT ALL WORK WELL TOGETHER?


NEXT STEPS

Look closer at your individual organisation, find your specific challenges

Address the issues in a comprehensive, long-term oriented manner

Engage all stakeholders in the process

Enjoy lasting relationships with motivated and committed employees, satisfied and loyal customers (and happy shareholders)

Thank you!