The voice of the agent

Ed Creasey at Calabrio offers his perspective on the workplace realities in customer service

 

Gone are the days when contact centres and customer service departments were little more than people factories, populated by stressed-out agents who switched endlessly from one call to the next. In these legacy settings, burnout rates were high, job tenure was short, and staff turnover was rapid.

 

Fast forward to today, and modern customer service environments - including both large-scale contact centres and smaller organisations with dedicated customer support teams - have transformed into places where people really want to work.

 

Recent years have seen new tools and technologies, new training approaches, and flexible hybrid work options enhance the workplace experience of frontline agents. As a result, agents feel more valued, supported, and empowered to deliver exceptional service to customers.

 

Indeed, the sector has progressed when it comes to elevating agent engagement and commitment. An impressive 70% of agents would recommend their role to a friend, 64% are proud to work in a contact centre, and 66% are satisfied with their job overall.

 

It also provides food for thought for organisations looking to further boost agent job satisfaction and optimise how their frontline teams deliver empathetic and personalised support to customers.

 

 

Security, teamwork and flexible working

Once regarded as a low-skill, high-turnover job with limited career prospects, today’s customer service professionals now view their roles as a positive career choice that delivers on multiple fronts.

 

When asked about their primary motivations for starting a career in the industry, financial stability and a steady income were the top reasons identified by the majority of agents. This finding indicates how the precarious nature of today’s gig economy holds limited appeal for workers seeking consistent employment. But that’s not all.

 

Collaborative work settings, remote working opportunities, job security, and skills development were also key motivational factors for agents looking to build positive workplace relationships, achieve self-determination, and engage in work that delivers a sense of fulfilment. So much so that 47% of agents see themselves pursuing a long-term career within the industry.

 

So, while the prospect of secure employment may be what first motivates people to enter the sector, being part of a great team and finding future fulfilment also resonates strongly with prospective employees.

 

 

Keeping agents engaged and motivated

The industry has come a long way when it comes to investing in technologies that balance workloads and give agents greater autonomy over how they manage their schedules.

 

For example, 77% of agents report being able to take breaks after challenging interactions. Something that is important for preventing burnout. Similarly, for those who have embraced self-scheduling capabilities, it is proving a hit, with 54% of agents saying they can influence their work schedules.

 

This flexibility allows agents to move their breaks, add extra time, or take time off from various calls or tasks, which makes it easier for them to balance their work and personal responsibilities.

 

Meanwhile, a significant 73% of agents were positive about their work schedules, saying that these were fair or very fair. Over the next couple of years, we expect self-scheduling to be increasingly common as businesses seek to reap the benefits of putting agents in the driving seat.

 

Overall, 67% of agents felt their organisation prioritises their wellbeing and cares about their work-life balance. This perception, combined with a sense of control over how and when they undertake their work, motivates agents to stay in post and perform to the best of their abilities.

 

 

Am I seen, heard, and supported?

Regular check-ins with managers are viewed as a must-have by customer service employees who want to know their concerns are heard, and their efforts are recognised and supported.

 

Indications are that the industry is, by large, responding well to this very human need for meaningful engagement. Almost half (49%) of agents have one-to-one meetings with their manager every month, with 28% saying this happens on a weekly or daily basis. Three-quarters (75%) of agents also regularly receive coaching and training, which they say is invaluable for ongoing skills development and improving the quality of their work.

 

However, the rise of remote and hybrid working means that feeling part of the wider team is proving problematic for some. Over a third (38%) of agents say they never have planned social activities and find it difficult to connect socially with colleagues.

 

While this challenge isn’t unique to the contact centre industry, it’s clearly a missed opportunity. Social activities and connections are foundational for creating happier, more cohesive, and more resilient teams. Organisations need to engage in virtual team-building activities that will enable them to build highly supportive workplace communities where no one feels isolated or left behind.

 

 

Recognise my pain points and pressures

Today’s demanding customers expect faster, seamless service across all channels – phone, chat, email and social media, which means customer service employees are under pressure to respond at speed and turn every interaction into a positive and memorable experience for customers.

 

The problem lies in having to switch between multiple applications and systems to find all the information needed. Something that complicates rather than simplifies their job. Interestingly, over half (56%) of agents say they don’t find AI helpful in their daily tasks.

 

Clearly, customer-centric organisations and departments need to get smarter about how they rationalise and consolidate their technology assets. This will allow them to reduce the number of tabs agents need to navigate and streamline workflows while using AI where it makes the most sense – automating routine tasks and anticipating customer needs.

 

In summary, agents aren’t calling for generative AI chatbots on their desktops. What they do want, however, is responsive and streamlined systems that deliver all the information they need in real time. This will allow them to focus fully on the task at hand - resolving customer issues.

 

 

What’s my career pathway?

Many organisations are striving to create positive work environments where employees can thrive and grow. That said, many appear to be struggling to signpost customer service teams on how their role could evolve and where their next career opportunities lie.

 

While 47% of agents say they see themselves working in the industry for the long term, 39% were unsure about their future intentions. This uncertainty is perhaps unsurprising, given that 62% of agents say they do not have a career progression plan. More worrying still, 43% are unaware of the career pathways available to them.

 

This omission represents a gap that needs to be closed. By simply showcasing the professional development and career opportunities available - from team leadership to specialist roles in quality assurance, training, or analytics - organisations will reap significant rewards in building long-term loyalty and talent retention.

 

 

The outlook is positive, but there’s more to do

The perception of customer experience work has evolved considerably in recent years. No longer viewed as a temporary role where the work is thankless and unrewarding, today’s agents view their decision to enter the sector as a positive and rewarding move.

 

What’s more, the agent role appeals to a truly age-diverse range of demographic categories. A recent survey featured Gen-Z (48%) and millennials (38%) respondents, complemented by Gen X (15%) and baby boomers (4%). This highlights the variety of perspectives, skills and experiences today’s customer care departments can draw upon.

 

Indications are that the work being undertaken by the sector to support agent wellbeing and job satisfaction is paying off. However, 46% of agents report having no influence or control over their work schedules. As a result, organisations are missing a trick when it comes to harnessing self-scheduling technologies that make it possible for agents to co-create fairer, more supportive work schedules.

 

Most importantly, the sector clearly needs to initiate progression conversations early on if it wants to retain agents who take pride in their work and the industry. By building careers, not just jobs, customer-centric organisations and departments can show agents that their progression and growth are important and will be supported.

 

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Ed Creasey is Vice President of Solution Engineering at Calabrio

 

Main image courtesy of iStockPhoto.com and scyther5