Then they clearly and consistently communicate the sales, quality, and production goals they want to achieve. The result is a passionate learning partnership that maximizes the performance of the call center and its people alike. The organization offers employees every chance to move forward with a growing company by providing learning opportunities, removing obstacles to cross-training for new functional areas, and communicating the value of skill pathing. Employees reciprocate by taking charge of their own career and skill development-not to mention delivering better service, uncovering more sales opportunities, and referring and closing those opportunities at a higher rate. Best of all, as people gain experience and hone their abilities, they step into powerful roles in the organization rather than take their services to the competition.
Managers benefit tremendously from skill pathing as well.
Most companies coach career development once a year -maybe every six months if you're lucky. But the rate of change in business has taken us far beyond the days when incremental thinking could get the job done. In light of mounting challenges and financial urgency, call centers must now be managed in a revolutionary way. Developing a passion for sales, recalibrating how call centers measure success, helping reps build competencies and skills, aligning technology to support the sales effort, and creating a skill-path learning partnership are all essential steps in delivering the customer promise and financial potential of call centers. But unless a call center is committed to moving boldly forward, even the best strategy will fail.