Reducing support center call abandoned rates with a cross-trained workforce

• Main Author: Chua, Margarita
• Format: text
• Language: English
• Published: Animo Repository 2018
• Subjects: Call centers; Support services (Management); Personnel management
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/5483
• Institution: De La Salle University

In this action research, the inside-researcher collaborated on addressing the issue of high call abandoned rates through cross-training for a support center of a software company. Call abandoned rate is considered as one of the key performance indicators in the support center industry - it is defined as the percentage of calls that are not answered before they connect to an agent or analyst. The issues of timeliness and responsiveness in particular are important to call or support centers and the call abandoned metric brings to light the challenge for support centers as it impacts perceptions on service quality. The team identified manifestations of the issue which included, call abandoned rates exceeding thresholds, attrition and movements in the workforce; increases in call volume and the prevention of immediate replacement hiring due to senior management directives. The use of Lewins Force Field Analysis framework aided the team in identifying driving and hindering forces in resolving the issue through the use of existing workforce via cross-training. Following Coghlan and Brannicks empirical action research phases, this action research was developed with the objective of lowering call abandoned rates by (1) increase staffing and workforce agility through cross-training analysts and (2) adjusting the call routing system to ensure that high-value clients are responded to by a dedicated senior specialist workforce. These interventions were successful in achieving the objectives and goals of the project. The inside researcher used data triangulation as a means to generate and obtain data from internal reporting tools, one-on-one sessions, formal and informal group discussions and meetings. This research was also guided by the use of Hopp and Von Oyen's Agile Workforce framework to analyze the direct and indirect mechanisms that can bring about the change we were aiming for in the research project. The activities and theories allowed the inside-researcher to gain a better appreciation of the capabilities of the workforce in this company. Cross-training and multi-skilling not only addressed operational efficiencies and utilization issues in the workplace but also allowed management to solve issues regarding potential employee displacement, allowing the researcher to reflect on the Lasallian social values. Two action research cycles were completed and it is recommended that in the next cycle a more tactical approach is also considered that includes the redesign of the call center business process. By evaluating the results of the research through the lens of Hopp and Van Oyen's framework it has validated findings that cross-training also becomes a tool for employee job enrichment and job satisfaction.