Superior coaching is a key differentiator for contact centers. Content, delivery and follow up are all important to a great coaching program. Technology and training that facilitate the coaching function make sure that the participants have the information and approaches they need to make a true difference in agent performance.

  

Coaching

5. Strongly Agree

4. Agree

3. Neither

2. Disagree

1. Strongly Disagree

Net Score
top 2 –

low 2

The coaching process here is formalized and well structured.

25.2%

44.0%

18.7%

8.6%

3.5%

57.1%

I receive feedback on my performance on a regular basis.

26.7%

45.7%

16.2%

8.7%

2.7%

61.0%

The coaching I receive helps me improve the service I provide.

32.4%

48.6%

10.2%

6.6%

2.1%

72.3%

I look forward to my coaching sessions.

33.6%

46.2%

14.1%

4.4%

1.8%

73.6%

If I disagree with an evaluation on my performance, there is an effective appeal process.

27.9%

36.4%

25.9%

6.9%

2.9%

54.5%

I receive feedback on both the positive aspects of my performance as well as areas that need work.

21.2%

37.7%

29.1%

8.2%

3.8%

46.9%

I feel that the individual(s) that evaluate my service-performance are credible and respected.

33.6%

49.5%

9.0%

5.6%

2.3%

75.2%

Category Averages:

28.7%

44.0%

17.6%

7.0%

2.7%

62.9% 


Lowest on the rankings was “I receive feedback on both the positive aspects of my performance as well as areas that need work”. The highest rating was given to the last question in the series (“the individuals that evaluate my service-performance are credible and respected”), followed closely on the positive side by questions 3 and 4, which also tie to the coaches themselves.

The structure and regularity of coaching was scored somewhat lower (questions 1 and 2), though still solidly in positive territory overall. Perceptions on the appeals process resulted in a Net Score of 54.5% and garnered the second highest “neither” of the category and the survey.

 

Interpretation

Coaches themselves are generally seen in a positive light, as indicated by questions 3, 4 and 7, all of which had a Net Score of over 70%.

Coaching processes draw somewhat lower marks, as shown in the remaining questions.

The results that emerge from coaching are a mixed bag. While question 3 (“The coaching I receive helps me improve the service I provide”) garnered a 72% Net Score, question 6 (“I receive feedback on both the positive aspects of my performance as well as areas as that need work”) scored very low.

We suggest two possible contributors to the low performance on question 6. First, we note that the 29.1% “Neither” ranking was the highest of the survey, and may be due, in part, to the fact that new agents may not feel they have had enough experience to opine on this issue. At the other end of the tenure spectrum are long-employed agents, whose coaching sessions may have become routine and for whom little new is offered in the way of feedback, either positive or negative.

 It is up to supervisors to use coaching time wisely, and to have the skills and insights to provide meaningful feedback, challenge experienced workers with appropriate stretch goals, and offer the training needed to attain them.

 

Coaching

Impact:

·      Average Talk Time, After Call Work

·      First Call Resolution

·      Coaching Processes

 

My Agent Voices blog posts are the result of research on over 5,000 agent surveys conducted in North America. - - Bruce Belfiore

Topics: Agent Voices, Agent Coaching, Average Talk Time, After Call Work Time, First Call Resolution, Coaching for Success