That might mean evaluating reps on their ability to use good judgment rather than follow a script, and soliciting their ideas to improve the organization.
Another key step is building a culture that values and rewards Controller behavior. Companies should also revamp their training practices, using new curricula and on-the-job coaching to help all types of reps learn to act more like Controllers. To expand their numbers, companies need a fresh approach to hiring-one that involves crafting job postings and screening applicants differently. But take-charge “Controllers,” who make up only 15% of all reps, actually do best at solving customers’ problems.
Supportive “Empathizers” constitute the largest group, and managers prefer them. Why are consumers increasingly dissatisfied with the quality of help they get from customer service departments? The authors’ surveys and interviews with contact center personnel worldwide suggest that companies don’t hire the right people as frontline reps, nor do they equip them to handle the increasingly complex challenges that come with the job.Įvery rep can be classified as one of seven types, say the authors.
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