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呼叫中心
日志原文：
/
日志序：最近挺忙，好多东西要学，时间紧张，
erlang
的日志还没写完，下周
再写它了，不想动脑子了，呵呵，休息一会儿。先翻一篇文章，胡
说几句，这个
不用老动脑子还能练习，哈哈
Motivating Agents: Respect
and Rewards Make a Big Difference
激励坐席：尊重和奖励的显著效果
18 tips for getting the best
performance through higher morale.
通过提升士气来赢得更好的表现
——
18
个技巧
By Donna Fluss
and Deborah Navarra
01/01/2007, 5:00 H ET
Contact centers, whether engaged in
service, sales, collections, fraud or anything
else, are people-intensive
organizations that require best
practices and systems to improve their efficiency
and effectiveness. Systems are
essential enablers, but because agents
interact directly with your customers, their
performance is critical for your
succes
s.
呼叫中心，不论参与的是服务、销售、募捐、诈骗（诈骗型呼叫中心？呵呵）还是其
它什么活动，它自身都是一个劳动力密
集型的组织，它需要最好的实践经验理论和系统来
提升自身的效率。系统是基本的准入元素，
但是由于坐席是直接和客人交流的一线员
工，所以他们的表现对呼叫中心来说是至关重要的。
Motivated agents are highly
productive; among the best incentives for agents
are respect, recognition, variety and fair
compensation for their efforts.
受到鼓励的坐席能积极高效地工作；对坐席付出的努力，最好的回报和激励就是尊重，认可，或是
多样、公平的酬金。
Long-Term
Strategic Recommendations
长期策略建议
Here are a
few strategic recommendations to help motivate
your agents.
下面是一些激励坐席的长期策略性建议
1.
Align
contact center and enterprise
goals.
把企业目标贯彻统一到呼叫中心。
Agents really do want to see the big
picture and understand how they contribute to the
success of the enterprise and
its
bottom line. Establish attainable goals and
targets on key performance indicators (KPIs) that
measure agents.
Ensure that the KPIs
provide a balanced view of agent performance,
addressing productivity, effectiveness, quality,
revenue and customer satisfaction.
坐席很想看到整个企业或公司的战略全景，也很想知道他们如何能为企业的成功做出贡献，同
时也想知道企业对他们要求的底线是什么。建立可以完成的
KPI
指标来要求坐席，确保
KPI
指标对坐席的
绩效有一个全面的要求，例
如可以关系到生产效率，有效性，质量，收益和客户满意度等
等。
Clearly and consistently
communicate how these KPIs are measured and give
agents timely performance feedback.
Regularly offer agents support and
suggest techniques for improving their scores.
(Contact center performance
management
applications help a great deal in achieving this
goal.)
要经常地、明确地向坐席讲解这些
KPI
指标的考核方法，
给予坐席及时的绩效反馈。对于如何提高绩效成绩，
要给予坐席经常性的建议和支持。
（呼叫中心绩效管理系统在这方面能提供很大的
帮助）。（译者注：系统让人欢喜让人忧
……
有了系统就能节省人力了，大家到哪吃饭去呢？哈哈）
2.
Build a warm, welcoming and fair operating environ
ment.
建立一个热情、友善、公平的运营环境。
Contact center leaders set the tone for
the contact center. Leaders must create an
environment where agents feel they
are
valued, respected, treated fairly and that their
concerns are heard. One of the most respected
contact center
managers motivated
agents simply by learning each agent's name (even
though there were hundreds), walking
around the floor to
establishing a contact center
20-minute break time.
呼叫中心的领
导要为中心定下一个基调。什么样的基调：坐席感到他们的自身价值得以体现，感到受人尊重，感受到了公平的待
遇，同
时他们的意见也能得以倾听。
这才是领导们要创建的工作
环境。
一个倍受尊敬的呼叫中心经理，
她是如何激励坐席的呢。
记住他们的名
字！（尽管看似简单，但是她的呼叫中心有好几百人），他经常到各个部门
、各现场向每一班次的坐席致敬，向每一个她在走廊和电
梯间里路遇到的坐席问候和致谢
。她专门开设了坐席休息室并安装了电话和自动售货机，帮助坐席高效地利用他们
20<
/p>
分钟的休息时
间。（
译者注：真是不简单
的经理，能记住这么多人确实不容易，我也能记住一百多个名字，但是我记不住每个名字对得是谁，经常搞
混，郁闷
……
能主动向坐席打招呼的领导太难
得了，在中国哪有上级主动跟下级打招呼、致谢的，我要是领导，我也觉得别扭，不过要
是有领导主动跟我打招呼，我也很高兴呀，太受宠若惊了；不过也有见面从不和领导打招呼的，勇者无敌，哈哈，
赞一个）
2.
Involve
agents in the decision-making
process.
让坐席参与中心的决策过程。
Agents are more likely to accept
changes if they participate in developing the new
processes or systems. Involving
agents
early on will speed up adoption of the new process
and/or system and likely improve the overall
success of the
initiative.
如
果让坐席参与新流程或系统的开发，坐席也许会更加愿意接受新的变化。坐席越早地参与其中，项目就会越早地获
得成
功。
4. Empower
agents.
给坐席与权利
Wherever possible, allow agents to make
decisions, within set parameters. For
example, it is demoralizing for agents
(and distressing for the customer) if a call has
to be transferred to a
area just to
have a fee removed; train the initial agent group
to handle these calls. Agents will be happy to be
trained
to handle transactions that
they previously had to transfer, even if the
parameters of their authority are limited.
如
果可能的话，在设定尺度的范围内，允许坐席做出决定。例如，如果要把客人
的电话转到一个等待区域来减免费用，这会使坐席感到沮
丧（客人也有同感）。首先培训
坐席如何转接电话，在设定好的操作范围内，坐席会十分高兴使用技巧来处理这些电话，而不是像先前
一样十分被动地转接。（这段可能翻译得不是太准确，意思不太明白，囧
…
…
）
5. Coach
agents frequently and
consistently.
经常指导坐席
In general, agents welcome feedback,
particularly if
positive behavior is
emphasized as much as areas needing improvement.
Most people want to do a good job, but
sometimes are not sure of the best way
to handle challenging situations. Share best
practice calls with agents to
recognize
excellence and encourage the right procedures and
performance.
总的来说，坐席希望得到反馈，尤其是告送他
们什么地方要做得更好。大多数的人都想把工作做好，但有时候，尤其是比较棘手的情况之下，他们并
不确定什么是处理问题的最好的
方法。与坐席分享那些优秀的应答电话，让其解正确、出
色的处理方法，同时鼓励正确的做法和表现。
6.
Reward excellent
performers.
奖励优秀坐席
Contact center morale and agent
retention will improve if
outstanding
performance is recognized and shared with the
staff. Establish an incentive program that
performance.
如果坐席一些优秀的表现能够得到认可，同时能让其
它坐席分享、学习，这个呼叫中心的士气、在职率都会提高。要
建立一个奖励优秀员工的
激励政策。
7. Encourage agents to
excel by allowing top performers to participate in
a variety of contact center
initiatives
.
让优秀员工更加优秀。
Invite top
performing agents to take an active role in
departmental activities, such as
coaching new hires, delivering an up-
training session, becoming a subject matter expert
on a new initiative, or
cross-training
on a new function.
邀请优秀的坐席参与中心各部门的活动，例如培
训新员工，参加进阶培训，参与中心新举措，轮
岗培训等等，让坐席更加出色。
8. Establish an
领导坐<
/p>
席
“
肩并肩
”<
/p>
。
It means a great
deal to agents and communicates the importance of
their job when executives take the
time
to sit with them and listen to calls. (It's also a
great way for executives to see the impact of
their policies.)
建立
“
< br>经理问答
”
或者
“
肩并肩
”
这样类似的机制，来加强经理和坐席间的沟
通。当经理做下来与坐席交流或者听他们接电话的时候，坐席可也