Why solving impossible problems is possible whether you don’t settle for business as usual. For more than twenty years we have been hearing the same sad story about contact center workers: they are underpaid and underappreciated. They leave at an unbelievably high rate, no matter what managers and supervisors do to prevent turnover. The industry has shrugged its collective shoulders and decided that appallingly high turnover rates of 30 percent, 50 percent, even 100 percent and more are structurally built in to how you run your center. You may not like it, but it’s seen as something that’s fundamental and that you have to live with.

Rarely do senior contact center managers look at the resource burden tied up in structural turnover and ask themselves why it’s ok that 30 percent of the money devoted to training, recruiting, on-boarding and coaching is stuffed into the shredder every year.

It is pretty dear that yes, you can

live with the high endemic turnover. But should you? And what would you do with those resources whether you didn’t have to waste them? When you step outside the contact center and look at the problem from a C-level point of view, you should ask yourself how expanded the senior decision-makers are going to let the contact center get away with that.

How many society stop and ask themselves at the beginning of the budgetary cycle what they can do to dramatically stop turnover next year?

More often, managers start from the basic assumption that what you’ve been doing is what you will be doing, and that the best you can do is kick the problem down the road to the next manager four or five years from now.

My experience has been that there are, in fact, specific things that a contact center can do as part of…

Original post by dhiram