Measuring our Contact Center’s CSRs’ Satisfaction

Measuring our Contact Center’s CSRs’ Satisfaction

When it comes to gathering the opinions of customers and employees on any number of things like satisfaction with service or jobs, ideas for improvement and more, all too often we take the long way to get to the point. Rather than straight out ask the source, we form focus groups, make our own assumptions or guess based on numbers. Those tactics can be helpful, but they don’t always give you a clear or accurate answer.

Conducting an anonymous survey is the shortest and easiest way to get to the heart of whatever questions you have. A survey also has the power to validate what you believe or turn those beliefs upside down.

Here is what we know. We know that contact center customer service representatives (CSRs) perform better when they are satisfied with the call center environment. We know CSRs, like all humans, feel valued when their opinions are heard. We know it is important to listen to CSRs’ suggestions for improvement because they are valuable in helping our call center deliver stellar service for our clients. They are on the frontline, on the phone or Web with our clients’ customers all day.

To measure satisfaction levels, listen to opinions and gain suggestions, we didn’t assume. We didn’t form outside focus groups. We didn’t look at the numbers and guess; although our numbers certainly would indicate all is well and functioning at the highest levels. We also know there is always room for improvement, even at the top of your game.

We conducted a survey among our call center CSRs, learned a few surprises and validated a few hunches

 First, we ensured we received honest answers by conducting an anonymous CSR survey, keeping all responses confidential. This also helped increase the participation rate. We asked the hard questions that our executive team and managers needed the answers to in order to make real improvements. By asking the hard questions, we hoped to gain insight into other issues that were not on our radar. It also allowed our call center CSRs to think globally for us, which is important since executives can get lost in tunnel vision too.

Next, came the evaluation stage. We had an objective process in place and took each answer for its face value. Some of the questions included a form in which responding CSRs could explain their answers. Even if the multiple-choice answer validated our hunches, we took the time to read why in case the reason was different than what we thought. We looked for anomalies in longer responses and made decisions on whether those answers required further action or was a personal gripe.

Finally, we paid attention to the things we learned. One is that Centrinex is one of, if not the highest paying contact centers in the Midwest. Beyond pay rate and employee benefits, we learned the motivating reason our CSRs stay at Centrinex is job satisfaction. According to survey results, our call center’s CSRs enjoy working for our clients and feel good about the work they do for our clients’ customers.

Of all the survey and questions, CSR satisfaction is at the heart of any outsource call center. No matter how big a call center grows. Regardless of its client list. Beyond the numbers. High CSR job satisfaction is a key indicator of evaluating a contact center’s performance. Because when the CSRs are happy, your customers are happy. And that’s good for everyone and the bottom line.