What does ignoring empowerment mean for the call centre, and its customers? The unfortunate truth is that we have a wealth of examples of a lack of customer service empowerment to reference from major brands, every single week.
Empowered employees are committed, loyal and conscientious. They are eager to share ideas and serve as strong ambassadors for the company brand. But what does does empowerment mean for agents in the call centre?
It’s a story we tend to hear time and time again, big telecoms firms are letting down their customers with the level of service they provide. Why are EE and Vodafone struggling to deliver the very basics to their customers, and how can they take measures to really improve customer service?
As a fast-growing startup on a mission to make call centres home to happy staff and great customer service, our work is closely linked to the businesses and people of the region we call home - The North.
Most call centres are massively multi-generational workplaces, with millennials being the latest addition to the army of customer service professionals in the UK today. Last week, we published a blog…
Millennials make hard-working and loyal employees, but they’re some of the most difficult people to manage and retain. What does this mean for the call centre when motivating millennial agents?
We may feel like we understand what a genuinely frustrated customer looks like, but have you heard of anyone actually smashing a call centre to pieces with a hammer?
Great customer experience doesn’t come from being able to choose between social, email or phone as a mode of communication - it comes from a personal and human interaction with the brand. What can brands do to ensure interactions over digital channels are of the same quality as traditional ones?
Long-serving agents know the call centre inside out. They have tenure, affinity with their colleagues, and deep understanding of the brand values. So what does a call centre really lose when it comes to high agent turnover?
It’s an exciting time for EvaluAgent as we continue to grow, develop and succeed - and as we are continue to be recognised by others for the value we bring to the call centre industry.
Call centre metrics have the potential to reveal information about how customers are behaving, how employees are performing, and which elements of a business might need the most attention. But why haven't we unlocked their full potential?
Call centre engagement creates agents that are happy at work, motivated to be as productive as possible, and are empowered to deliver a great customer. So what exactly can team leaders be doing to engage their agents?
Effectively engaging staff means you need to be able to identify just how disengaged they are in the first place - start with figuring out exactly what disengagement looks like. We’ve defined five different levels to call centre engagement and what to look out for.
Employee resistance to change creates a tricky challenge for change managers and call centre leaders. Whether the resistance comes in the form of a dip in performance, higher rates of attrition, or even sudden and damaging disengagement. So, what can call centre leaders do to limit resistance and negativity when making necessary and transformative changes to the organisation?
Disengagement is a real problem for the call centre industry, unfortunately one which shows no signs of suddenly disappearing overnight. Ever-growing expectations from today’s customers coupled with …
Do you have a new business strategy in place? Perhaps you feel like there’s a disconnect between the vision management has for the company and how agents feel? Here are a few things you can do to guarantee you have an effective call centre communication plan and agents are aligned with your mission
Employee disengagement is a serious problem - a problem that costs the UK economy up to £340bn every year, according to a recent study. Check out our infographic on how to spot the signs of agent disengagement.
Call centres are going through a considerably challenging period. Agent attrition is on the rise, a 2011 study cites the employee churn in the industry that year at 26%, and since has been reaching levels of up to 30%. So how do you get a motivated call centre when facing challenges like this?