For the unregulated energy retailer, a focus on maximizing value from the customer relationship often is central to the corporate strategy. The training, technology integration, and process improvements required for such a conversion depend on significant investments in time, money, and resources. As call centers evolve, the heaviest burden may fall on CSRs, who face new duties, new tools, and rising volumes. Transformation in that kind of business is very difficult when you start thinking about new technologies and new processes. Putting the right personnel in place starts with recruiting, says Stillings, and that process must focus on attitude and personality, rather than just testing the candidate's keyboarding skills.
Training is the next step.
That training, Stillings says, should include an emphasis on connecting the employee's performance with the success of the business. All too often, call center people are not recognized by utility management enough as being the very front line of the company. CSRs also may need special skills to identify a customer's needs or preferences, says Stillings. It's almost being a little bit of a sleuth sometimes to investigate where the customer's needs are, and then to have both the knowledge and the skills at matching the consumer needs with the products and services. Adopting a marketing-oriented culture can be among the utility's greatest challenges in making this transition.