Can you deliver a good-to-great customer experience without paying attention to the employee experience? If you forget theory and look at the practice in large organisations you might just see that the answer is a resounding “Yes!” There is so much talk about the customer experience and in the process a lot of extra work is put on to the shoulders of the employees. There is almost zero attention to the employee experience. Almost nobody that matters grapple seriously with improving the lives/experience of the employees who face the customers. Especially not the folks in call-centres.
I say that if you provide your call-centre agents with a shitty employee experience then the costs (of this shitty experience) are inevitably passed on to the customers. First the customer experiences a lack in the interaction with the call-centre agent: something just doesn’t feel right. Second, the customer is left with an inadequate outcome whether s/he is aware of this or not: the question isn’t really answered; the advice given is less than optimal; or the advice is plain wrong.
Let me say this again: fine sounding words like customer focus, respect, empathy, customer-centricity, customer delight are not enough. On their own they represent icing on a turd. I go further and assert this: if you recruit the right people and get the employee experience right then your customer facing agents will deliver good-to-great customer experiences without the need for the fine sounding words.
What happens when you have an environment in which the fine sounding words are in place and the call-centre agent experience is shitty? Allow me share some experience:
- The agent is aware that time it ticking and his performance is being monitored so he is keen to get on with the call and close it;
- The agent is so busy navigating / accessing / viewing / updating many applications (that do not talk to one another) including spreadsheets and Word documents that s/he is not in the state necessary to really listen to the customer, to empathise, to make the customer feel valued;
- The agent is dealing with a complex issue – which is what customers tend to ring in for increasingly – and he doesn’t know the answer. Under the pressure of the clock the agent finds the first plausible answer and gives this to the customer;
- The agent is speaking jargon whether he s/he knows it or not. The agent is speaking to a sixteen year old who does not get the jargon. This sixteen year old asks for clarification on some of the jargon. The agent explains this jargon with more jargon all the time his/her tone implies that the customer is stupid;
- This customer, this call, requires flexibility yet the agent is being monitored and managed on his/her ability to stick to the script. So that agent sacrifices the customer experience and his sense of what is appropriate in order do that which is clearly not appropriate – stick to the script. The customer pays the price in that s/he feels that s/he is talking with an idiot and dealing with an inhuman organisation.
Let me sum it up: If you provide your customer facing employees with a shitty employee experience then the best you can expect these folks to deliver is shitty-to-ordinary customer experience. And no amount of find sounding words will make any difference. These fine sounding words are as effective as putting cream on a turd and serving it in a restaurant. Nobody does this in the restaurant business, but this practice is common in large organisations.
Enough for today, I thank you for your listening. Until the next time….