The Challenge:

Challenges and Opportunities to Developing Sustainable and Quality Team Leader Pipelines in the WC Contact Centre

Sector

The Challenge:

We are today faced with an ever changing economic, technological and social

environment

The Consequence

This dynamism leads to either an opportunity or alternatively a problem

What needs to be done?

Employees need to adapt and learn continuously

A casing point is in the digital economy and the changes it is bringing

Employees differ in their willingness to adapt to

change

This has a major impact as regards the contact centre

environment

The Problem

Organisational change is most often managed from a technical viewpoint with little effort to understand how the human element influences the

change from a success or failure perspective

Furthermore…..

Does our organisation have a:

(i) Learning goal orientation OR

(ii) Performance (task) goal orientation

More specifically…..

What position do contact centres tend to take?

(i) Learning goal orientation OR

(ii) Performance (task) goal orientation

Considering this

How should we create an effective team leadership pipeline?

We need to:

(1)

Adopt a learning orientated approach within our environment

(2)

We need to appoint the right profile of people who have a low resistance to

change

(3)

We need to start with passage one (Drotter)

Get the “managing oneself” (doing the work) right first and then manage the shift of “managing others” (getting the

work done through others)

It is all about the correct allocation of time

Then…

Prepare these team leaders for passage two. (Drotter)

• Divesting of individual tasks• Getting them to understand the management

of managers

Which is…

Assigning managerial and leadership work to them

Managing progress as managers and finally coaching them

They also need to think beyond their function and concern themselves with

strategic issues that support the business

What leadership skills do we need to instil within the contact centre environment for team leaders?

Leadership Development Model

CSF 1CSF 1

CSF 2CSF 2

CSF 3CSF 3

Balancing through integration:

Productivity

Motivation

Customer Service

PROFITABILITY AN

D

ROI

Process design

Product knowledge

Training

Technology

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Leadership

Behaviour alignment

Focus Areas within Leadership Programme

Productivity

Staff Motivatio

n

Customer Service Quality

Programme Structure

19

Revenue/Volume

Growth

Profitability

Leadership Development Within Contact Centre Environment

20

Revenue/Volume

Growth

Profitability

Customer Loyalty

• Retention• Repeat business• Referral

Leadership Development Within Contact Centre Environment

21

Revenue/Volume

Growth

Profitability

Customer Loyalty

• Retention• Repeat business• Referral

Customer Satisfaction/

Experience

Service designed and delivered to meet targeted customer’s needs

Leadership Development Within Contact Centre Environment

22

Revenue/Volume

Growth

Profitability

Customer Loyalty

• Retention• Repeat business• Referral

Customer Satisfaction/

Experience

Service designed and delivered to meet targeted customer’s needs

Service concept results for customers

External Service Value

Leadership Development Within Contact Centre Environment

23

Revenue/Volume

Growth

Profitability

Customer Loyalty

• Retention• Repeat business• Referral

Customer Satisfaction/

Experience

Service designed and delivered to meet targeted customer’s needs

Service concept results for customers

External Service Value

Employee Retention

Employee Productivity

EmployeeSatisfaction

Internal Service Quality

• Workplace Design•Job Design•Employee Selection and Development •Employee Rewards and Recognition•Tools for Servicing Customers

Leadership Development Within Contact Centre Environment

ANY QUESTIONS?

Thank you