[INFOGRAPHIC] Accelerated Skill Development for Contact Center Supervisors

/[INFOGRAPHIC] Accelerated Skill Development for Contact Center Supervisors

[INFOGRAPHIC] Accelerated Skill Development for Contact Center Supervisors

Accelerating the skill development for contact center supervisors has for a long time been a want for senior leaders. And finally, now just might be the time for us to be able to realize the dream.

But as Jennifer Hofmann stated in the Report: The State of Learning and Development in 2017we’re experiencing a period of evolution in learning right now, thanks to the digital revolution. Our organizations, our learners, and our jobs have changed dramatically.

She says that confusingly, though, classrooms remain strikingly similar to those we learned in over 20 years ago. We know that traditional approaches like multi-day workshops don’t build skills efficiently. But our organizations change slowly, and prefer to operate in ways that worked in the past.

So, as the generational dynamics shift at work and we get even deeper into the knowledge economy, skill development faces a number of challenging cross-roads:

  • Is the organization poised to support the modern learner?
  • How does the organization improve learning functions to support both the learner and organizational needs?
  • What methods and modes of delivery are needed for effective modern learning experiences?

Many organizations (and learners) are global, mobile, and social. For most organizations, mobilization of employees and business represents a critical success factor. In an effort to support rapidly changing business needs, learning must adapt.

When we review the current state of business and the mindset of learners, it’s vital to realize that a single learning delivery methodology can’t possibly prepare supervisors to meet organizational needs. We need to move towards blended programs.

As we attempt to adapt to the rapid digitization of our workplaces, learning must evolve from traditional push-training to more modern pull-training. You need to be aware that you must make learning readily available to learners when and where they need it. This blended model marks a dramatic departure from the in-person and planned classroom training events of the past that pushed massive amounts of content to learners, whether they can put it to use or not.

When you review the current state of learning in contact centers and the mindset of learners, and the data on developing high-performance (Read: How to Build a Supervisor Dream Team in Your Contact Center) you’ll recognize that a single learning delivery methodology can’t possibly prepare supervisors to meet contact center needs. You need to move towards a blended program that provides a path to success.

INFOGRAPHIC – Accelerated Skill Development for Contact Center Supervisors

The infographic above provides insight into a blended learning journey framework that enables the skill development quality for supervisors to be improved. For organizations that have been able to leverage this approach they are seeing big returns. And the research shows (Source: DDI) when organizations develop their frontline leaders adhering to the success path and learning journey framework, development quality increases by more than 90% versus just 9%. This is how the needs of the organization and the learner get met.

Identify the current state of your contact center

Before designing and implementing a new blended approach to supervisor skill development, it’s important to realize how your organization feels about this new and modern approach.

Contact centers can be in one of four stages: denial, resistance, exploration, and commitment. Where does your contact center fall?

  • Denial: If your organization feels like blended learning is a passing fad, or your stakeholders believe blended learning won’t work as well as traditional training, your organization is in the denial stage. Combat denial by keeping learners and stakeholders informed, and providing proof to its value and difference in ROI.
  • Resistance: Learning leaders may resist the transition to blended learning, fearing that their existing skills will become outdated. Learners and managers may perceive that the change is unnecessary. As you lead the change process, remember that you can’t force acceptance. Rather, listen to vocalized concern, empathize, and provide ways that their value is needed but in new ways.
  • Exploration: When the conversation around blended learning becomes more universally positive, but full commitment hasn’t been reached, your organization is in the exploration phase. Take advantage of enthusiasm and build momentum towards the change by answering questions and comment about the learning process and potential outcomes.
  • Commitment: Not everyone will commit to blended learning at the same time, but eventually you’ll reach a point of “business as usual” for the learning team, learners and all stakeholders. Celebrate the day you hear “I can see where this fits” and “Can I use this approach for another project?”

Research shows the future of learning is blended, and we need to help contact centers, organizations, teams, and learners move in that direction. Use the data and recommendations provided here to begin making a strategic plan to modernize your contact center supervisor skills learning and development (and beyond).

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  • [INFOGRAPHIC] Accelerated Skill Development for Contact Center Supervisors – Click to Tweet
  • Our organizations, our learners, and our jobs have changed dramatically. – Click to Tweet
  • You need to move towards a blended path to contact center supervisor success – Click to Tweet
  • Contact centers can be in one of four stages: denial, resistance, exploration, and commitment. – Click to Tweet

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2018-09-04T10:56:04+00:00

About the Author:

Jim Rembach
Jim Rembach is the president of Call Center Coach, host of the Fast Leader Show and a former call center supervisor. He is a Call Center Leadership Council Member, CX Expert for the Customer Experience Professionals Association and a certified Emotional Intelligence (EQ) practitioner. He is a contact center auditor and employee retention specialist, and holds a US trademark for the “Servant Teamwork®” leadership and organizational transformation methodology and inventor of the Accelerated Skill Development method used by Call Center Coach. Jim has authored nine books regarding contact center quality, employee engagement, customer experience and leadership development.