I have been given the task to develop a "roadmap" for the call center employees at my company. First, for the record, the company is not getting high marks as far as customer service is concerns. This stems from the call centers which are their first form of contact.

After observing these employess I have made some assumptions, observations and gather some facts (talked to employees) One, I feel these employees do not feel good about themselves so how can they feel good about giving good customer service. Second, there isn't any reward or recognition for their work. This is one of the things I want to establish. I believe this is why they do not feel good about themselves. Third and final they are not doing their jobs correctly. This is because there isn't really any establish tasks for them. They are given a "mentor" and learn by OJT.

My job is to put together a program for these employees,thus the "roadmap". I believe soft skills is first and technical second. The technical part has a tremendous amount of material they need to learn. I want to break this down in a timeline.

My question is does anyone have any courses or ideas to train these employees on feeling good about themselves? I know Wilson Learning has a course but I would like any other ideas if you have them.

Thanks

Ronnie

Ronnie,

You state you are making some assumptions (which can be very dangerous in our profession), and can lead to a lot of mis-directed work. Here is a list of questions I find helpful when trying to determine what's happening on the job (not sure where I got them from). Hope it helps, and let me know if you have questions.

Don

1. Task Interference
Are there distractions in the working environment?
Is there enough time?
Are there policy or procedural restrictions?
Is there overlap between the duties of various people?
Is there authority accompanying the responsibilities?
Are all tools, equipment, and materials available?
Are there interruptions caused by other duties?
2. Lack of Practice
Is the task performed frequently? How often?
Is the task always performed in its entirety?
3. Lack of Feedback
What kind of feedback is provided?
How is the feedback given?
How often is feedback given?
Who gives the feedback?
4. Performance Standards not Known
Can supervisors state performance standards for the job?
Can job incumbent state performance standards for the job?
Are precise standards available in writing for the job?
Do employees know precisely how their work will be evaluated?
5. Lack of Performance Measurement
Is job performance measured?
How is this measurement done?
6. Inaccurate Performance Measurement
Who measures incumbent’s job performance?
How were the measurements developed?
Is measurement objective or subjective?
Can you give examples of measurement indices (indicators)?
If different evaluators measured the same employee, would the results change?
How is job performance data collected?
7. Negative Consequences for Performance
What is the consequence of performing this task?
What affect would this have on the performance of other tasks?
Would performance have any affect on relationships with peers?
Is this task exhausting, unpleasant, or tedious?
Is this task difficult to perform correctly?
8. Lack of Positive Consequences
Are there positive consequences for performance?
Are these consequences meaningful for incumbents?
Do supervisors give feedback for desired performance?
Are there inner satisfactions for performing?
9. Positive Consequences for Non-Performance
What are the consequences of poor performance?
Are these consequences meaningful to incumbents?
What pleasure or satisfaction could an incumbent feel for poor performance?
What does the supervisor/manager do in the event of poor performance?
10. Negative Attitudes
Are there violations of normal rules (tardiness, absenteeism, etc.)?
Are there many grievances?
Union’s role?
Do employees tend to do only what is required and nothing more?
Is there a feeling among supervisors and managers that closer supervision is needed?
Do incumbents tend to complain and find fault?
Are there signs of satisfaction in incumbent’s performance (enthusiasm, initiative, etc.)?
11. Wrong Personnel
Are job incumbents capable of handling the job?
If they knew, would incumbents be willing to do the job?
Could they do it if their lives depended on it?
Could they learn to perform adequately?
12. Lack of Knowledge or Skill (Has training as a solution)
What training is provided for this job?
Could incumbents perform properly immediately after training?
Were they ever able to perform properly?
Can incumbents state how the job should be done?

RHETORICAL ---

Do you think it's possible to train someone to feel good about him/herself?

I agree with Always Learning. Granted, you can find many motivational programs out there, but I wouldn't consider that training. Using the term 'training' suggests that the problem is a lack of skill or knowledge, and for this reason you may be held to the fire to produce results. This isn't a training issue and training can't fix the problem.

Don

Thanks so much for the info. It will really help me.

The assumptions I have made are regarding the individuals I spoke to as to their feelings about themselves. I do not feel they are happy because their is no recognition in place.