first_imgRelated posts:No related photos. Previous Article Next Article LettersOn 11 Sep 2001 in Personnel Today Comments are closed. This week’s lettersLetter of the weekGive call centre staff an incentive I agree with your article “Call centre brain drain due to lack oftraining”, (News, 21 August 2001) that opportunities, training and careerpaths are important retention matters. However, I feel there are some importantfactors that are often overlooked – namely the job design and the managementapproach. If the roles were designed correctly, there would be no need for motivationor retention programmes. There will always be a need for training, but this issecondary to a rewarding job. Designing job roles that are rewarding in themselves calls for some newthinking. However, the contact centre manager runs into a number ofdifficulties here. The software tools for staffing don’t easily accommodate roles other thananswering phones. So how do you work out productivity and justify better roles,even if intuitively you know productivity and effectiveness would increase? As long as we see front-line staff as nothing more than telephone answeringmachines and management continues to use production-based staffing models toextract every second out of each agent, the industry will continue toexperience heavy attrition and a continued brain drain. Even training hassuccumbed to the trap, “Can’t free people up for training, productivitywill drop”. One answer is to consider the contact centre as the front end of the wholeorganisation, then design the agent’s role in such a way as to make themresponsible for the service or product delivery end-to-end, even if it goesoutside the contact centre. Even more radically, why not remove measures and targets of call answeringand average handling time from the agent and replace these with measuresrelated to what matters to the customer and make the agents responsible forimproving them. I suggest the real candidates for training are the people in charge of thecontact centre manager and IT companies who present productivity tools as theanswer to the managers’ problems. Only when the industry changes its primary focus on productivity measures infavour of real customer service supplied by staff working in well-designed,rewarding roles, can the industry rid itself of the brain drain. Stephen Parry Strategy and organisational development manager, ICL helpdesk Firms try to make e-learning work I noted the comments of Phil Chalk of KMP Internet (News, 24 July) about themoney wasted by UK businesses because staff are not trained in usinge-learning. Companies are taking steps to introduce training that maximises softwareapplication and use of e-learning. Two years, ago my company comprised a man, a boy and a dog. Today, we have110 people around the world, because we created a tool which shows people howto use new software and helps them retain this knowledge. UK businesses seem to be waking up to the fact that the world’s bestsoftware is of little benefit unless people know how to use it. Brian Carroll UK director X.HLP Failure to grasp e-HR capabilities The term e-HR is being used and abused. It now seems to cover anything fromthe use of sophisticated Web-based HR systems with global access and automatedadministration down to simply having the term “human resources” on acompany intranet. For the more forward-thinking HR professionals, systems enable employees andline managers to maintain basic personal data, review personal developmentplans, learn online, investigate and express interest in internal vacancies,confirm leave arrangements and a range of other administrative activities.These facilities are available from anywhere in the world with the appropriatesecurity access in place. The results of taking this true e-HR approach include much-improvedmotivation levels, swifter processing and a big reduction in administrationcosts. Michael Richards Chief executive, Snowdrop Systems Need knowledge on knowledge Can you help? I am currently undertaking a Masters degree in strategic HR.For my thesis, I am investigating the implications of knowledge management forthe HR function and strategy. I am seeking to conduct research within companies undertaking knowledgemanagement initiatives. I am particularly interested in knowledge-acquisitionand sharing initiatives. All contributions will be kept confidential. Vanessa Giannos [email protected] last_img

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