Key Takeaways
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Modernizing outdated processes and upgrading technology are necessary first steps to eliminate timewasting inefficiencies and transform your call center from an underperformer.
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Targeted training and coaching help agents to develop their skills. This strategy enables them to provide best in class customer service and achieve well-defined performance targets.
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Setting clear, key KPIs and measuring consistently allows you to monitor performance and inform transitions with data at every step.
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Strong leadership, development of an open communication culture, and encouraging a positive work environment are key elements that build a foundation for effective change management.
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Piloting changes, soliciting regular feedback, and celebrating key milestones all keep your team engaged in the transition and contribute to sustaining improvements even after the transition is complete.
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Proactively addressing common hurdles and balancing speed with thorough planning minimizes disruptions and maximizes the benefits of your call center transformation.
Transforming an underperforming call center requires designing a process that walks through each step, from analysis to implementation. In this series, I’ll take you through each step with practical, clear details.
With us, you’ll take a look at your call center’s underbelly, select the proper tools, and train your team to thrive. You receive a comprehensive blueprint that’s effective for teams of any size and any industry.
Each element perfectly aligns with actual requirements—employee, process, and client success. Data and best practices can help identify your baseline and what needs improvement.
There are tricks to help you measure success, make small goals that are manageable, and deal with hurdles as they come. Our new detailed step-by-step guide goes deep on each.
You’ll know what to do, and most importantly, you’ll know why it matters.
Why Do Call Centers Underperform?
When a call center is behind the eight ball, daily issues tend to compound. Legacy processes and procedures usually drag our calls down. The net result is that we’re always playing catch up with what customers are looking for in their experiences.
If we don’t intervene to fill these gaps, we’ll continue to step on toes, waste time and drain morale. This is sure to result in frustrated customers too. These blind spots are why leaders get stuck on innovation, adapting to new technology, and creating focused priorities.
Outdated Processes Cause Bottlenecks
Progress frequently stalls when our process is antiquated. Legacy technologies such as paper logs or manual, slow call routing increase hold times for customers.
These sometimes dramatic slowdowns result in many more callers becoming frustrated and hanging up before they’re ever helped by anyone. Processes that need a fresh look include call flow steps, ways to track calls, and how we follow up on issues.
For instance, a common checklist will identify manual note-taking, long/absent transfers and no call-back option as issues to remediate. When we improve these, calls get resolved more quickly, and customers receive the information they’re looking for with little to no hold time.
Inadequate Agent Skills and Training
Agents need ongoing coaching. If training skips key skills, customers notice in rushed or confusing calls.
Most agents need to handle conflict, manage stress, and use new tools well. We focus on skills like clear talk, active listening, and solving problems fast.
Ongoing feedback and short skill checks help us spot where agents need more help.
Technology Gaps Limit Potential
The big problem is that our tools drive the focus on every single call. Whenever an implementation is outdated or lacking important functionality, we’re met with lost calls and information not provided.
In looking at what we’re using today versus what’s typical in the best call centers, a pretty big picture of the gap emerges. For instance, a simple landline phone does not compare to more sophisticated systems and software that offer call tracking or chat capabilities.
With new software, it’s become exponentially easier to route, track, and report on work being done.
Weak Leadership and Management
Managers at every level determine the energy and direction of the call center. Without these common goals, or at least knowledge of what is being measured and shared, agents are left to flounder.
Great leaders listen, maintain an open line of communication, and establish a clear direction. They require mastery of skills like team building, strategic planning, and managing challenging calls.
Most managers fail their first time out—nearly 50 percent experience major failures within 18 months—making training and development essential. Team leaders must champion change, create a roadmap of specific steps to take, and foster trust.
Unclear Performance Expectations
Without clear objectives, agents lack a target to strive towards. Tangible metrics such as calls handled per hour, or first-call resolution rates, are important.
We disseminate these across the team and have regular touchpoints, so it’s transparent where everyone is at. A straightforward KPI checklist—average response time, inbound call volume, customer satisfaction rating—slices through the confusion to keep teams focused and highlights areas for development.
Identify Performance Gaps Accurately
Identifying where a call center is missing the mark accurately begins with a close examination of the data. First, I like to begin by looking at our existing call center statistics. We measure how fast we respond to callers and average talk time. We track customer satisfaction scores after each chat.
These numbers, like CSAT (customer satisfaction) and AHT (average handle time), show where things work well and where they don’t. With tangible data at my fingertips, I can identify lagging response times or declines in consumer satisfaction. If you answer 80% of your calls in 20 seconds, it’s pretty good.
If wait time complaints continue to roll in, then I’d bring out the big guns and start digging. I make a list of the most important KPIs: CSAT, AHT, first call resolution, calls per agent per hour, and call abandonment rate. Together, they provide a comprehensive picture of how well we’re doing.
Second, I engage in a robust discussion with team leads and staff. These discussions allow them to validate whether the data matches with what they’re experiencing on the ground. If I notice Juliette continuing to make the same mistakes, I address specific things in person.
Set the tone with a blunt subject line, like, “Juliette, we have been over these exact mistakes several times and they haven’t improved.” This clears the way for candid input. I challenge each individual to realize how their unique work contributes to not just the team, but our customers at large.
Once I identify these performance gaps with concrete data and personal narratives, I come up with an action plan to address them. We’re not interested in hitting targets or being better than the next state. We’re committed to consistent, measurable, fact-based progress powered by collaboration.
Develop Your Transition Roadmap
A limited transition budget cannot save an inadequate transition roadmap. The first phase of their transition to the new call center is ongoing. Every time I start a new project, I want to set a clear vision. I set the tone by keeping all of us focused on the big picture.
I use milestones and deliverables to continue holding the process on track. Each step comes with its own check-ins, allowing you to identify incremental wins or identify bottlenecks quickly. Here are the key pieces I put in my transition roadmap:
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Clear vision statement
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Measurable milestones
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Team roles and tasks
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Resource checklist
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Timeline with deadlines
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Communication plan
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Budget outline
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Feedback channels
Set Clear Transition Objectives
I write down goals that are real and easy to measure. For example, cutting average call wait time by 30 seconds or boosting first-call resolution rate by 10%. I share these goals with all teams, from agents to top leaders, to make sure everyone knows where we’re headed.
My checklist usually covers goals like smoother handoffs, higher customer ratings, and better training scores. Tying objectives to the company’s main goals keeps everyone moving together.
Define Project Scope and Timeline
Here’s where I draw the line between the call center world that’s about to transform and the more traditional parts that will remain intact. I monitor each stage with Adobe’s Photoshop Express—simple Gantt charts, like one comparing scheduled dates to achieve milestones with current status.
For example, I want to have new phone systems in place by March and training implemented by April. Everyone understands their role and timeline, so nothing falls through the cracks.
Secure Resources and Budget Approval
I list what’s needed for effective call center management: support staff, faster laptops, or new call center software solutions. My budget plan itemizes everything by cost, such as $5,000 to update software, or $2,000 in training. Engaging decision-makers early and often ensures we can safeguard and secure what we need.
Create a Robust Communication Plan
I set up ways to keep everyone informed: emails, quick team meets, or a bulletin board. Exhibit board with rendering. Editorial calendars.
An editorial calendar helps to time updates to correlate with project milestones. Two-way feedback—like suggestion boxes or a chat group—keeps the plan real and lets people weigh in as changes roll out.
Execute the Call Center Transition
When I execute a call center transition, my goal is always seamless change with minimal impact. I roll out the plan step by step, making sure every team member knows what’s coming, what role they play, and how we’ll track progress together.
My transition management process works in four clear steps: Project Planning, Process Definition, Transition Planning, and Design Verification. This dynamic allows me to keep a world-class hand on internalizing operations and thus minimizing things like service drops or hours lost cancelling redundant calls.
I use checklists to keep critical tasks in line, like prepping training materials, setting up tech, and locking down updated process guides.
1. Optimize Core Call Center Processes
I look at every process, from call routing to follow-up, and tweak them so they run faster and leave callers happy. To do this, I develop training for my team that focuses on the basics like opening every call with an obvious introduction and practicing active listening.
Here’s what I cover:
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Update call scripts for clarity
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Standardize greetings and closings
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Shorten hold times with better routing
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Review call logs for trends
2. Revamp Agent Training and Coaching
From these reviews I identify skill gaps, and that’s where my training programs come in. Modules focus on hard and soft skills, from customer empathy, to tech skills, to critical problem-solving.
Training topics include:
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Handling tough calls
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Product knowledge
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Using the CRM
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Compliance basics
I measure the success of their training with short tests and live observation.
3. Implement Targeted Technology Upgrades
I identify technological gaps and partner with our IT department to implement improvements that make a difference. Here’s a simple table:
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Feature |
Current System |
Upgrade |
|---|---|---|
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Call Routing |
Manual |
Automated |
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Reporting |
Basic |
Real-time |
So I conduct hands-on sessions, such that agents can become familiarized with the new tools they’ll have at their disposal.
Integrate Technology for Lasting Enhancement
As an operations manager, I’m always seeking ways to enhance call center operations and elevate mediocre call centers. When searching for solutions, technology emerges as a key component in effective call center management. To begin, I take full stock of where we are today, which allows me to identify what works best and what needs improvement.
This assessment enables me to choose tools that truly meet our needs. Examples include hosted VoIP with 99.9% uptime, cloud-based platforms for scalability, and tools like Amazon Connect that link with our call center data to ensure smooth operations.
The most crucial aspect is achieving a seamless fit. I want our new tools to integrate well with our existing systems, which involves connecting our CRM with all channels and preparing our staff for the onboarding process.
Features I prioritize include real-time analytics, call monitoring, skill-based routing, chatbot support, and automatic feedback collection, among others.
Leverage CRM for Customer Insights
CRM is teaching me what our customers wish for. I collect information, identify trends, and adapt my approach accordingly. For example, having CRM helps me know which questions are the most frequently asked so I can proactively address them.
Here’s a table comparing CRM features and call center needs:
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CRM Function |
Supports Call Center By |
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Customer Profiles |
Instant caller info |
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Interaction History |
Quick context for each call |
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Analytics |
Find trends in customer needs |
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Integration |
Connects with phone and chat |
I have my team trained to use our CRM tools, so every single call comes with the background information needed to do it right.
Explore AI for Agent Assistance
AI has the potential to supercharge my agents during live calls. Real-time assistance, intelligent routing, and chatbots with advanced NLP capabilities reduce wait times and increase first-call resolutions.
Here’s an AI tool checklist:
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Chatbots
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Virtual assistants
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Real-time speech analytics
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Smart call routing
Educating agents on how to utilize these tools properly ensures they’re receiving the greatest value from AI.
Adopt Omnichannel Support Options
Best of all, omnichannel support allows me to interact with customers on their terms—whether by phone, chat, email, or social. My team becomes adept at addressing each one.
Channels I add:
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Voice calls
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Live chat
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Email
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SMS
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Social media
I keep an eye on customer feedback on each to continue to improve.
Utilize Analytics for Decision Making
Analytics 365 has been so crucial for me finding out what is working and what we need to adjust. Key metrics I track:
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First-call resolution
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Wait time
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Customer satisfaction
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Agent performance
I train my team to read this data so they can make decisions quickly. These steps are just a few of the ways I’m able to keep my call center’s edge.
Sustain Momentum Post-Transition
Sustaining momentum after a significant call center transition requires continued effort and focus. Without equally strong follow-through, the hard earned improvements will be undone. Whenever I implement new regular checks on performance, I do two things: I make the entire team conscious and on-task toward actual objectives.
Each month I do closed-loop retrospectives to see how we’re doing compared to our high-level goals. For example, I’m trying to improve call wait times, customer satisfaction and first-call resolution time. Here’s a short table I use during meetings:
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Metric |
Goal |
Actual |
Notes |
|---|---|---|---|
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Call wait time |
Under 30 sec |
28 sec |
On target |
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Customer satisfaction |
90%+ |
94% |
Up 35% in 3 mo. |
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First call resolution |
80%+ |
77% |
Needs work |
In these cases, I design specific ways for agents to provide feedback that makes them feel empowered and useful. After the initial month, I do regular check-in calls where agents are sharing what’s been successful. A week or so after training, I follow up with a short, anonymous survey.
I care about learning whether the team is confident in their use of our CRM. I write about their user-friendliness, what’s holding them up, whether they require more hand-holding. I keep a quick checklist for data sources: call logs, survey scores, agent feedback, and BPO partner reports.
My office staff receives training on interpreting this data and identifying trends. If I notice something is trending in a different direction, I adjust our strategy so we stay on track toward our objectives.
To maintain that momentum, I celebrate victories—large and minor. I employ monthly shout-outs, milestone lunches and team emails in order to highlight test success stories. Positive reinforcement ensures that each person involved understands that they are a part of the development, improvement, and progress.
Overcoming Common Transition Hurdles
If there’s some reason you’re trying to move away from an underperforming call center, here are some hurdles that might trip you up. You may witness staff resist, leaders lose interest, or teams fall into a pattern of just counting things.
By identifying these problems beforehand and taking strategic measures to address them, you can prevent losing traction. Having a specific checklist of things to look out for—staff morale, training needs, technology issues—keeps everyone accountable during this time of transition.
Consistent conversations with representatives and organizational leadership foster relational trust and allow for nipping minor issues in the bud before they escalate into major conflicts.
Manage Resistance to Change Effectively
Change is always difficult for your staff, so it’s important to make the process as transparent and communicative as possible. When you talk about new tools or ways of working, show how these changes will save time and make the job easier.
Daily meetings provide your team the opportunity to air any grievances or questions and be listened to.
Keeping Anxiety at Bay
Communication is key. First, allay fears, such as of unfamiliar technology or changing job functions. Great tactics for doing this are holding consistent all-hands check-ins, dedicating time for open Q&A, and communicating small wins as they occur.
Pay attention to the morale of your team so you can be proactive when someone could use some additional support.
Avoid Focusing Only On Metrics
Numbers matter, but so does feedback from agents and customers. A well-rounded review includes things like first-contact resolution rates, but checks if your agents feel supported and customers feel heard.
Add items like agent feedback, customer stories, and training reviews to your checklist. Teach your team how to balance the numbers with real service quality.
Ensure Leadership Commitment Endures
Leaders set the tone. Whether they attend daily huddles or field questions in the local media, suddenly everybody’s motivated to step up their game.
Leaders should be empowered to stay top of mind through weekly updates, specific team shout-outs, and feedback sessions. Once implemented, they can help ensure that everything stays on track by regularly checking progress, soliciting feedback, and demonstrating support for the plans.
Balance Speed with Thoroughness
When implementations are done in a rushed fashion, the process tends to skip important steps. Of course, good planning does mean doing the basics well.
This means making time to train appropriately, test out new tools, and make sure everyone is on the same page. Have the team maintain an ongoing master list of required work, and periodically solicit anonymous feedback from the team to check if the pipeline pace is what everyone expects.
The Real Cost of Sticking Status Quo
Getting a call center locked into status quo practices has tangible costs down the road. When the same inefficient workflows and outdated technology persist, these issues don’t go away. Instead, they expand. Lower staff morale, missed calls, and slow responses quickly begin to add up.
Customers experience the impacts almost immediately. Hold times increase, accurate information becomes harder to find, and first call resolution decreases. It’s when callers aren’t able to get what they’re looking for that they move on to the next carrier. For a restaurant, this translates to lost revenue and fewer regular customers.
One center handles about 1,300 calls each day. Each call is worth at least $25 in sales/support value on average. If you lose even 10% of those calls due to long wait times or poor call quality, it’s $1,250 down the drain each day.
Over the course of a year, that’s over $450,000 in lost federal funding. This doesn’t even factor in the cost of onboarding replacements, due to turnover being so high. It overlooks all the time wasted in fixing errors made from hasty training.
Reputation suffers, as well. With the touch of a button, news travels quickly across the internet when a service fails to meet people’s needs.
Here are the main risks when needed change is put off:
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Missed sales from slower response times
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Rising costs from high staff churn
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Poor brand image from bad reviews
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Lower staff productivity
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Reduced trust with longtime clients
Sharing these numbers and risks to community leaders, decision-makers, and advocates helps provide a clearer picture of what is truly at stake. Charts and data can only go so far, and real-life stories from the front lines bring to life for others why a change needs to happen yesterday.
It brings real cost data to the discussion so decision makers can make the right choices.
Conclusion
Moving from an outdated, underperforming call center to one that’s resourced for success is no small undertaking. Yet the benefits of making that transition are nothing short of extraordinary. Count your early victories to gain momentum. By investing in intuitive technology and staying transparent, you can position yourself to improve performance significantly. Not a lot of room for giant steps. Immediate wins paired with long-term improvements make a huge impact, from reduced wait times to more satisfied callers and agents alike. Every move you make creates a space where players challenge each other, learn from each other, and keep the game going. Want to improve your team’s performance while increasing morale and job efficacy? Get started, trade in the outdated practices, and see the changes appear in your profit.
Frequently Asked Questions
What causes call centers to underperform?
A call center can significantly underperform due to outdated technology, insufficient training, and poor call center management. Identifying the root cause is essential for improving call center operations.
How can I accurately spot performance gaps in my call center?
Conduct an in-depth analysis of recorded calls, call center performance metrics, and customer feedback data to enhance call center efficiency. Please note that we are currently unable to fully support browsers such as Safari, mobile Safari, or the Samsung Internet browser.
What is a transition roadmap for a call center?
A transition roadmap is your step-by-step plan for effective call center management, utilizing battle-tested tactics to enhance your call center’s performance. It outlines the vision, milestones, accountability, and tools required for a smooth transition.
How important is technology integration during a call center transition?
Technology enhances call center operations by increasing competitive advantage, creating efficiencies in processes, and raising the level of service for effective call center management.
What are common hurdles when transitioning a call center?
Wide-spread obstacles such as staff pushback, IT complications, lack of understanding, and poor messaging in call center operations are just a few. Deal with them as soon as possible for successful call center management and a smoother transition.
How can I keep momentum after the transition?
Schedule regular performance evaluations and call monitoring, provide continuous development opportunities, and recognize achievements along the way. Regular monitoring keeps everyone on their toes, ensuring call center efficiency and no drop in quality or enthusiasm.
What are the risks of not improving an underperforming call center?
Remaining with the status quo in call center operations is a recipe for revenue loss, unhappy customers, and increased staff attrition. Transitioning, if done right, ensures future growth and successful call center management.