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Change is in the air for the much-maligned call centre agent. Thanks to high staff churn rates and the encroachment of Indian-based call centres, there is a growing realisation by companies that agents are the front line troops in the battle to keep customers happy and for UK call centres to retain client business.

So what are call centres doing to train and retain good staff? As a starting point, employment statistics don't make encouraging reading. A recent report by IRS (Industrial Relations Services) and the CCA (Call Centre Association) pointed to an annual UK call centre agent turnover rate of less than 25 per cent in some areas, but a staggering 100 per cent turnover rate in others.

It seems in some cases, businesses still have some way to go. Thankfully though, many are introducing new products and systems that promise to revolutionise training and management techniques.

But first, what makes a good call centre agent? Research by telemarketing business Prolog Connect revealed that traditional recruitment methods such as aptitude tests are poor at indicating the type of person likely to make a 'good' agent, in that they focus on competence rather than skill.

In its research, Prolog took into consideration a number of factors during recruitment, including age, sex, marital status, career background and impact of skills training, and compared this with external research.

Results showed older agents have a higher aptitude for call centre activity, with the most talented agents being 70 per cent more likely to be married with children. Also, different age groups were found to be more suitable for different lines of work. For example, 36-45 year olds are three times as likely to have an aptitude for customer service than any other group.

So Prolog believes that improving productivity means taking agents as individuals and using their separate skills and abilities to apply appropriate training. "On average, older people have good basic skills but are slower at applying them to the call centre environment and technology," says Paul Miller, Prolog's business development manager, "so they may need additional training in that area."

Sunderland-based call centre 2Touch also uses agents' performance when handling calls to tailor training techniques, according to Andrew Bewley, 2Touch people development manager. "If we identify a dip in performance, quality of calling or compliance, that tells us how best to channel our training for each individual," he says.

And when an employee peaks in performance, the company applies motivational training methods by encouraging agents to break from their usual jobs.

So if an agent is selling, for example, they may be allowed to coach other agents instead. Bewley believes this boosts motivation, builds interpersonal skills and develops communication skills.

The perception in Garlands Call Centres is that ordinary training techniques can only take an agent so far. As result, the company has developed a voluntary, motivational training programme it calls Touch. The programme was launched after Garlands discovered the number of sick days taken by employees directly related to home issues, such as marriage break-ups or the need to care for elderly relatives.

The programme comprises three main strands: education, community and communication. In the first, employees complete placements in schools where they assist teachers on projects and act as reading mentors. Chey Garland, CEO of Garlands Call Centres, says this teaches agents empathy and appreciation of the value of coaching.

Staff also work with local community action groups and people who are victims of marriage break ups, domestic violence and drug abuse, for example.

Finally, agents act as DJs for Garlands' in-house radio station named Radio Ga Ga for which they interview a variety of people including victims of violence or abuse. This builds on listening and probing skills.

Technology empowers

As a result of Touch, Garlands now boasts an increase in productivity in its sales department by an average 17 per cent. "It builds on tolerance and empathy," says Garland, "and you can't deliver that kind of development in classrooms."

Staff incentives are a popular approach for encouraging staff satisfaction and productivity levels in call centres. Prolog, for example, offers staff NVQ training as an incentive, along with monthly competitions, gift vouchers, money and client products. The company also aligns its own targets with pay packets, so if Prolog does well, its agents do well too. 2Touch gives similar incentives and in addition, offers to cover 50 to 75 per cent of childcare costs at nurseries for employees with young children.

Technology can also help improve performance across a breadth of agent types. This is something call centre software manufacturer Noetica recognised when it developed a browser-based version of its Synthesis software. Synthesis.net offers webflow scripts that guide agents through every process of a call, helping them manage conversations by suggesting relevant questions, information prompts, and help pages.

Since workstations don't require installation of synthesis.net, employees can use the system wherever internet access is available. An automatic call distributor switch simply dispenses calls from a call centre amongst available agents at home or in local call centres. "This benefits employees who have various limitations, such as those that are disabled or mothers with young children who find it difficult working away from home," explains Danny Singer, Noetica's managing director.

Similarly call centre and fulfilment business Amicus will exhibit 'Remote Worker' at mail order show ECMOD this month, which also gives agents the flexibility of working from home (see panel, left). Geoff Thompson, managing director at Amicus, says the system offers the same functionality at home as it does at work.

Once levels of staff productivity are improved, keeping them that way is the key to success. US company Performix Technologies has developed Emvolve Performance Manager, software that lets agents and managers view an agent's objectives on screen and receive performance feedback. Such data includes the number of sales conversions and calls per hour achieved, levels of customer service and absenteeism.

Down with attrition

Rosemary Turley, VP of Performix Technologies, says one client reported a 23 per cent increase in agent productivity in three months.

"Attrition rates have also decreased - some by 15 per cent," adds Turley.

This is for a number of reasons, with one being better communication between agents and managers. "The system means managers can promote group motivation by e-mailing people and congratulating them if they've done a good job, and consider whether or not agents should be promoted."

And with this attitude, coupled with a willingness to invest in training, development, and management techniques, those call centre staff churn rates may just have peaked.

TOP TIPS ON TRAINING CALL CENTRE AGENTS

1 The ad hoc method: Training agents needn't be planned. Set occasional mental challenges, when you can - things like '50 things to do with a bucket'. It helps our brains think about things differently.

2 The team method: In any team of agents you will have a natural 'coach'. It may not be the team leader but you'll know who it is by the way they 'look after' any new person. Develop this ability by setting this person a training task within their team.

3 The self-study method: Ensure agents see training as an integral part of their work. Create a 'training-hour' for them all, say, once a week? Build a small collection of suitable books for them to use and quiz them about what they've learned.

4 The offsite method: Even the most dedicated agent will benefit from a periodic 'escape'. You must, however, link training to their personal appraisals and agree between you the best course for them as an individual.

5 The onsite method: Computer-based training - or e-learning - allows agents to train at a time and pace (and place) that suits them, and you. Again, make sure you allow them time to do this training - don't expect them to do it in their own time.

Tim Lane is MD of AbilityCounts

REMOTE WORKING: THE MANAGER AND AGENT

Call centre Amicus allows some of its agents to work from home, accessing calls using the company's own 'Remote Worker' software.

CAROLINE SMITH, remote call centre agent, Amicus

"Remote Worker saves me two hours a day and between £60 and £70 a month on petrol or public transport. There's more flexibility with time and as long as I've logged on for six and a half hours, I can take breaks when I want to.

I also have a little girl whom I take to my mum's house each day, but now I can spend more time with her.

"There are fewer distractions because sometimes at work you chat between calls or the fire alarm goes off. I can concentrate more on each call and on keeping my KPIs up to date. I go into work once a fortnight and Donna rings me every day, putting other agents on speaker-phone, so I never feel isolated."

DONNA BARCLAY, call centre manager, Amicus

"Remote Worker has allowed us to expand the business because we can bring in more agents without having to increase seating. We've also found there has been a significant decrease in sickness levels because even when people are feeling ill, they are more inclined to work since there's no need for them to travel. Ironically, it's made agents more disciplined because there has to be a very good reason for them not being able to log on from home.

"My role within the call centre has changed slightly too, because I have to offer more support to agents. I visit agents at home once a week, or they come to me, and we have a one-to-one to see how they're getting on and make sure they're not feeling isolated. Often, we'll phone an agent at home to cheer them on if they've made a particularly good sale, or simply to motivate them."