Why Your Support Agents Hate Their Tech (And How Kustomer + Dialpad Can Change That)

Why Your Support Agents Hate Their Tech Twitter

Here’s the most obvious statement of 2020: working in support isn’t for the faint of heart. Fielding the same issues over and over again (“did you try restarting your computer?”), playing therapist to an especially irate customer, juggling phone calls, chat, emails…can you really blame agents for feeling a bit worn out?

Of course not. And that’s why agent retention is such a tough thing to manage with up to 40% of agents end up leaving every year.

Your agents don’t expect you to solve all their problems—well, okay, the reasonable ones don’t—but what they do expect is that you’ll start to track the challenges they’re facing and that where you can, like in the case of the tech they use, re-evaluate the value it brings vs what it might be costing you.

Why Your Agents Hate Their Tech

  1. It’s not helping them get better at handling those tough moments
  2. 30% of agents spend an hour or more with unhappy customers each day. But how would a manager know that? How could they identify the calls where agents need some support? Or if they can’t be everywhere at once (who can?), how do they empower their agents to have the right answers at the right time?

  3. It’s making them jump through hoops to find answers
  4. Sure, not even the most seasoned agent is going to have the right answer every time. The point is that the answer is where they need it, one click away, so they can deliver it to your customer without having to put them on hold, transfer them to someone else, or even worse…send them in the wrong direction.

  5. It’s adding more steps rather than taking them away
  6. Today your tech should be working together to streamline data entry, number of clicks, number of windows, etc. Because every click, every toggle of a new screen, every scroll…that adds up. That means more time searching and less time listening to what your customers have to say, understanding the real reason they’re calling, and being able to give a thoughtful response at the right time.

How Kustomer + Dialpad built a better agent experience

Your agents are on the frontlines of your business. And while they’re responsible for knowing your product or service inside and out (already a hard enough feat) they’re also the ones that your customers judge the most; the way they answer questions or how quickly they’re able to get on the same page—all of this adds up towards whether or not that customer is going to keep doing business with you.

And that’s where our latest partnership aims to help: with Kustomer + Dialpad, your omnichannel platform now includes an entire phone system, too.

With the Kustomer + Dialpad integration, agents can answer calls straight from inside Kustomer, with automatic caller ID detection that pulls up customer conversations and past histories.

 

 

Other supported features include:
  • Click to call from Kustomer to launch Dialpad Everywhere widget
  • Includes call controls (mute, hang up, transfer, record)
  • Includes live transcriptions
  • Includes agent recommendation cards for FAQs
  • Automatic logging of placed calls, voicemails, and recordings

 

The Dialpad app is available to connect from the Kustomer Marketplace.

Learn more about the Kustomer+Dialpad integration, supported functionality, and get your FAQs answered.

 

Kustomer + Michael Pace: Is Agent Empowerment Today All Wrong?

How do you empower your customer service agents to deliver a great experience and delight customers? How do you hand down your company’s vision and purpose, so that they can bring that to all of your stakeholders? Well, we thought we’d speak with Michael Pace to find out.

Michael is the Principal and founder of the consultancy The Pace of Service, which helps organizations to realize the full benefit of Customer Service, Social Business, Business Process Management, and People Leadership. There he’s worked with some amazing brands like Tory Burch, David Yurman, and Rue La La among many others. He’s also the President of the Northeast Contact Center Forum, which puts on quarterly events for contact center and customer experience professionals.

In this episode, we go deep into the world of agent empowerment, covering what empowerment means, how to build trust between manager and agents, how to build trust, and how to set guidelines for responsible freedom. Listen to the podcast to get all that great knowledge, and check out this related post from Michael’s blog below:

Leaders: You Are Doing Empowerment All Wrong

Every management book will tell you that you need to empower your associates. In many ways, it does make perfect sense; the more your associates can do the right thing for customers on their own, everyone wins.

  • Customers get their issue resolved or the product they want with limited hassle.
  • Your associates are more fulfilled and their overall engagement and morale increases.
  • And you, as the leader, get the opportunity cost of focusing on more strategic priorities
    But you are doing it wrong (maybe).

Somehow the word empowerment turned into something that you can give to another person, like a magical gift. Or I can bop you on your head, like a holy man, and now you are empowered (dusts hands off in a proud manner of achievement). Or you have been hypnotized by my mystical words of leadership.

Empowerment is like energy, I cannot physically give you mine; it already resides in your associates. If you believe you can actually pass it along, you may be essentially passing over nothing. However, if we believe empowerment is something that I (your manager) can help unlock within you (associate), we can take the appropriate steps to unleash it. So instead of talking about empowerment, I talk with my reports about how I can help them exercise their responsible freedom, and how they can help their reports exercise theirs.

I discovered the phrase in a book by Chip R. Bell & Ron Zemke called Managing Knock Your Socks Off Service. It’s a great book for the Customer Service Leader who looking for direction that spans both strategic and tactical, combined with real life stories. Exercising Responsible Freedom is simply knowing the right thing to do, understanding the risk, recognizing your proverbial guardrails, having solid rationale, and most importantly doing something. Sounds a lot like empowerment, but with some real power.

How do you do it?

  1. R-E-S-P-E-C-T: Have the respect for your associates to treat them like adults. Far too often, I encounter people leaders who act more like parents than business leaders. Your associates typically have mortgages, rents, insurance, bills, children, and a whole host of other responsibilities, they can handle more than you think. If they can’t, you probably need to reassess their future and the time you invest in them.
  2. Paint the Vision: You cannot expect people to know and do the right thing if they do not know what direction you are going. Describe to your associates what the realistic future looks like, and have conversations (two way) about what it means to them.
  3. Provide the Flexible Guardrails: Talk about what would be going too far, and talk about what is too safe. Use examples of what is in scope and what should remain out of scope. In regulated industries, providing this detailed information is critical for wary associates.
  4. Discuss Possible Outcomes: Have a discussion about if something did go wrong. Develop operating agreements that provide a safe zone for both you and the associate to review lessons learned. I find myself often saying to people, if you had a good rationale for actions, you will never been in trouble. But if I asked “why”, and their answer is “I don’t know” or “I just did it”, we will need to talk more. And don’t forget to talk about the incredible things that can happen if they take the appropriate leap.
  5. Let them know you TRUST them: Just overtly saying to associates, “I trust you to ….” is amazingly powerful confidence builder. It reaches them on both a professional and personal level. See prior post on Trust for more info.

It is evident that service and relationship building are key differentiators between similar businesses. Customer’s expectations are pacing with the speed of technology and process innovation. If you provide scripted and/or automated responses to customers, they will repay you with the equal amount of passion. If your social support team is tweeting right out of the traditional public relations handbook, you will most likely anger or disenfranchise your customers. Same goes for customer service representatives who must use the caller’s full name 3 times in a call.

We need to hire, develop and foster our associates (and our associates’ associates) to think critically, do what they believe is the right thing for the customer, and not feel they have done something wrong by erring on the side of the customer. When they exercise their responsible freedom, they engage customers on a human level, they build strong relationships, and they have the true opportunity to “WOW” a customer.

Deliver effortless, personalized customer service.

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