Knowledge Resources Contact Centre conference 2015-Nicola Columbine

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>>>>>> REPUTATION AND CRISIS MANAGENT IN THE AGE OF

Nicola Columbine Organisational Communication and Stakeholder Engagement Strategist

CONTACT CENTRE CONFERENCE 2015

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WHY IS CHANGE MANAGEMENT SO CRITICAL FOR

ORGANISATIONS TODAY?

• Businesses will not execute on priorities for growth without engaging talent in right behaviours for the future

• Evolving businesses will require employees to be more agile, adaptable, resilient to constantly stay relevant

• Greater generational diversity with large influx of millennials

• Labour and workforce dynamics will dictate what employees expect of companies to engage, and are willing to provide employees at various levels of supply.

• 2013 - 68.5% of US workers not engaged at work compared to 70% 2012• 2014 engagement at its highest since 2000• 51%, were still "not engaged" and 17.5%

"actively disengaged” • Managers, executives and officers most

engaged; younger workers – millenials – least Ref: AonHewitt 2014 Trends in Global Employee Engagement;

www.gallup.com/poll/181289/majority-employees-not-engaged-despite-gains-2014.aspx; TowersWatson 2014-global-workforce-study-at-a-glance-towers-watson.

GLOBAL TRENDS AND STATISTICS



• Ironically across Africa, millennials substantially more engaged than both Generation X and Baby Boomers.

• Organisations to remain aware of differences and cause factors for differing engagement levels across workforce.

• Digital revolution has resulted in Boomer disengagement due to unmanaged change and ignorance, as prefer face to face interaction .

GLOBAL TRENDS AND STATISTICS



• Africa scores broadly correlate with Latin America• Attracting and retaining the critical skills needed for business performance

will be Africa’s biggest challenge in 2015

Ref: EmergenceGrowth 2015 Africa Employee Engagement survey

AFRICA TRENDS AND STATISTICS



• Top three most important total rewards elements for Africa:

• Organisations to remain attentive to fulfilling total Employee Value Proposition

• Career/vocational development still top priority• Organisations to ensure learning aligned to career development. • Resulting in talent pipeline and reduced recruitment cost


DRIVERS OF ENGAGEMENT IN AFRICA

Salary 68% Provident / Pension Fund and Medical Aid

65%

Performance Bonus 64%

Top 3 (refers to those practices that are working the best in respondent organisations)

Bottom 3 (refers to those practices that requires the most improvement in respondent organisations)

Relationship with colleagues Working with my manager Career / vocational development opportunities

Pay, benefits Recognition Career / Development Opportunities Work processes



• The emotional commitment the employee has to the organisation and its

goals.

• Employees who are engaged don’t just show up and perform tasks

• Genuinely care and are passionate about their work and contributing to the

purpose* of the company…and want to grow with it.

• Companies that can redefine a compelling employee value proposition to

balance economic, technological, demographic and social challenges will

win.

• Innovators, game changers, industry disruptors may win talent war in short

term through reputation as people want to work for these companies

• However, employers will retain talent by engaging people through behaviour

• Culture driven by strong reputation, performance orientation and leadership

excellence will surpass innovation factors Ref: AonHewitt 2014 Trends in Global Employee Engagement; http://www.forbes.com/sites/joshbersin/2014/04/10/its-time-to-rethink-the-

employee-engagement-issue

WHY EMPLOYEE ENGAGEMENT MATTERS



• Employee Engagement is a business imperative – contact centres must be

able to report Return on Investment in human capital.

• Reduce the cost of turnover - total costs can range from 60 to 200% of an

employee’s annual salary, according to various reports. • Turnover-related costs can represent more than 12% of pre-tax income and

up to 40% for companies in the 75th percentile• Performance. Customer satisfaction. Customer retention.

• Call centre employees need to develop positive psychological resources as

have an impact on positive work-related attitudes and behaviours

• Little work done in South Africa to explore role of personal state

characteristics and other personal coping resources in managing

organisational demands and facilitating employee performance in call

centresRef AonHewitt 2014 Trends in Global Employee Engagement: Psychological capital, work engagement and organisational commitment amongst

call centre employees in South Africa

WHY EMPLOYEE ENGAGEMENT– IN THE CALL CENTRE ?



• Contact centre managers to develop and implement personal development programmes that translate to improved customer satisfaction and exceptional customer service for brands

• Key success factor in engaging employees: relate tasks to improve effectiveness yet also build morale to maintain high levels of motivation

• Agents consistently deliver quality customer service experiences • Develop the flexibility and creativity• Develop the ability to create• Develop the ability to comprehend • Turn on-boarding into long-boarding • Measure what really matters• Provide dynamic and customized training and coaching• Defend against “death by desktop” • Unleash agents on the phones and off • Reward and recognize outstanding performance and effort

Ref 6 Ways to Fully Engage Your Call Center Agents http://blog.intradiem.com/6-ways-agent-engagement/

WHAT WILL DRIVE EMPLOYEE ENGAGEMENT?



• Changes to the makeup of the future workforce are inevitable. • Prospect of changing company’s management strategy to accommodate

new generation seems daunting. • Managers can lead boomers and millennial employees without missing a

beat. • Help them understand how Employee Engagement improvement can

achieve biggest business gains by being:

Results oriented Competent communicators Visionary and strategic Technically functional in terms of work area Employee coaches Enablers and proponents of participative management Interested in employees’ further development


WHAT WILL DRIVE EMPLOYEE ENGAGEMENT?



QUESTIONS ?

Knowledge Resources Contact Centre conference 2015-Nicola Columbine

Business

priority organisations

global employee engagement

africa salary

africa scores

global trends

critical skills

unmanaged change

differing engagement