Much speculation swirls around the future of CX. Trends such as the growing demand for digital support options, automated experiences, and proactive customer service garner much attention. However, little discussion surrounds how this changing dynamic will impact the role of contact centre agents.
As CX programmes evolve and cater for modern customers who, according to McKinsey & Company: "Believe they can get whatever they want, whenever they want, within minutes," this must become a significant consideration.
Why? Because if CX initiatives simplify customer journeys and provide immediate answers to transactional queries, what is left for agents? Emotive, complex issues that take their toll on wellbeing.
So, as companies advance customer experiences, agent experiences must move with them. Otherwise, human customer support falls short of customer expectations, agent satisfaction suffers, and The Great Resignation becomes more than just a temporary issue.
Building on this point, Maxine Allard, Senior Account Executive at Odigo, says:
Following the pandemic, many people are re-evaluating their roles, and the resulting skills shortages should mean that agents become a more valued part of the business. Increasing agent appreciation is critical, but this must translate into better day-to-day experiences.
So, as contact centres reimagine the agent role, they must also address company culture and equip teams with the support they need to positively transform the working lives of agents. Here is how.
Challenge Company Culture
Start from the top of the business ladder, recommends Allard. "Corporate culture needs to recognise that agents are part of the outward-facing public persona of the organisation," she says. As such, it is critical to support them to deliver experiences that align with brand messaging. Otherwise, a paradox emerges that frustrates customers that interact with the contact centre.
For example, perhaps company branding cites empathy and customer service as core values. Customers then expect friendly, empathy-fuelled conversations. Delivering such service experiences call-after-call is challenging, especially with few transactional contacts for agents to use as a breather. Therefore, it is critical that corporate understands this and supports contact centres in fostering a culture that nurtures and rewards agents appropriately.
Providing opportunities for growth and advancement is central to creating such a culture. Allard also suggests:
Ensuring you have a culture that places people at its heart, with effective communication, transparency, a good work/life balance and focuses on employee wellbeing will help attract and retain the best people.
Additionally, Allard underlines the significance of giving agents the right tools to do the job. Integrating channels with a central CRM, unifying the agent desktop, and ensuring easy support lines to subject matter experts (SMEs) are all incredibly helpful initiatives. Yet, this is just scratching the surface of how contact centres can support agents in the future contact centre.
Give Agents the Tools to Become Authority Figures
In an environment where calls are becoming increasingly complex, giving agents a greater sense of authority is crucial. Not only will this raise their confidence in handling calls, but it will also increase customer trust in their suggested solutions.
However, many agents currently feel like just another cog in the company machine. Offering direct input to their schedules is often the first step in turning the tide and building the desired sense of authority.
Workforce management (WFM) software is essential for doing so efficiently. As Allard says: "Agents can trade shifts, accept or decline overtime and request holidays, and get instant, rules-based responses." These systems also allow the team to view schedules through an app, set preferences, and even bid for particular shifts.