1. Vague Vision and Values
   Experience confirms that if there is a failure in the performance of the rank and file, it almost always stems from a failure at the very top of the
   organization. Senior management must articulate a clear and compelling vision for the organization in order for it to succeed.
   
   It is not enough that your marketing materials say, “we are customer-focused” or “service is our business.” These values must be expressed in
   everything you do — from hiring practices to customer contact policies to your performance management system — they all must reflect the service-centric orientation.
   
   Employees want to believe in and contribute to making their company's vision a reality. People join and stay with companies where they feel that they are able to truly “serve” their customers and make a difference in the organization.
   
   
2. Mixed Message From Management
   For an organization to really be concerned about customers, it must first demonstrate concern for its employees. Too often, a company will institute a lofty, well thought-out policy of how customers are treated, only to treat its own contact center employees in a completely different manner.
   
   The unintended message is that we need to treat our customers well, but it doesn't really matter how we treat each other. Don't be surprised by personnel turnover or lack of results when there is disconnect between how service representatives are asked to behave and management's behavior towards them.
   
   We live what we learn. Hold your managers to a relationship standard that is as important as your bottom line — for how they treat their employees will ultimately be reflected in the way their employees treat customers.
   
   
3. Limited or Lackluster Training
   Employees want and expect opportunities for personal growth and development. Study after study ranks training near the top of benefits that employees value.
   
   Companies are experiencing first-hand that a willingness to invest in employees dramatically influences an employee's willingness to stay. Employees want to continually upgrade their skills and have come to expect that their employers will help them do so. In fact, research shows that employees are three times more likely to leave a company that does not provide job-related training.
   
   Inadequate or incomplete training, on the other hand, has many consequences. Agents may lack both the product knowledge to respond to customers accurately or efficiently and the interpersonal skills needed to build and strengthen customer relationships. Not only will the company lose valuable business that they may have spent years developing, they may also lose the energy and spirit of key associates who feel disenchanted and dissatisfied with the support they receive.
   
   
4. Hiring that Misfires
   Working in a customer contact center can be very stressful — it is not for everyone. The nature of the work is often repetitive and routine. Faced with hour after hour on the phone, dealing with the same issues over and over, and limited opportunities for advancement, no wonder agents burn out.
   
   The sad fact is that many companies still believe that employees can be considered as interchangeable parts. They rush through the hiring process to fill “empty seats” and don't stop to consider the consequences of hiring that misses the mark.
   
   It makes far more business sense to determine if a candidate fits the environment before you hire than have to deal with the consequences of a mismatch. A GartnerGroup study revealed that supervisors wished their companies did a better job of screening out candidates who in hindsight were not suited for the job. The impact of reps that dislike being on the phone, complain of boredom and resist a structured environment is clear to everyone around them — and it ultimately becomes clear on the bottom line.
   
   
5. Mismatched Measures and Rewards
   Recognition and reward are powerful motivators. So why don't they always work? One reason is that they are applied inconsistently — one supervisor's “excellent” is another's “OK.” Too often, the rewards are unrelated to the desired performance.
   
   Companies must identify what “great service” looks like and make sure everyone is using the same criteria when recognizing superior performance. Choose performance measurements that reflect your customer's goals and values.
   
   Focusing solely on quantity, rather than quality, can create a stressful environment for the employee and a negative experience for the customer.
   
   Equally important are rewards for those who go above and beyond the standard. If you want your customer service reps to go the extra mile, remember to reward them for really listening to the customer and being proactive with solutions. Base your reward and recognition system on standards that everyone understands and can choose to demonstrate.

Next Page: How to Avoid The Five Pitfalls