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Efficient Call Center Hiring Model Creates Significant Financial Value
By Susan J. Campbell, TMCnet Contributing Editor
One of the key challenges within the call center environment is proper hiring practices to keep performance high and attrition low. In working with a provider like FurstPerson, the call center is better equipped to streamline its hiring processes and reduce the costs associated with each new hire. A major telecommunications provider set out to put this theory to the test, assessing the value of FurstPerson’s call center hiring offerings.
FurstPerson assessments can amount to nearly $11,129 per hire, and the financial value in call center hiring is a significant part of the process. To increase technical sophistication in software and empirical base models for a particular call center hiring process, there are a number of goals that need to be met.
An allowance for flexibility as it pertains to the hiring workflow of individual sites is a must. Like many businesses, call centers experience large volumes of interest from candidates. There must be a clear solution in place to manage this scenario, identifying the qualified candidates and weeding out those not worthy of any consideration.
To ensure assessments are appropriately given, key call metrics, prediction of early-stage attrition and discipline data all need to play a part. CC Audition is used to give a more realistic idea of what a contact center environment will be for the intended job candidate. Candidates that score higher in this area are shown to be 20 to 60 seconds faster per call, while keeping up with an exceptional call quality.
A recent study demonstrated that job candidates typically fit into three call center hiring profiles: CC AIMS, AutoScreen PLUS and CC Audition. Of the 30 focus groups and 200 subject matters, the study was able to show that FurstPerson could categorize candidates into four areas: Work Habits, Work Ability, Work Skills and Work Attitudes.
Based on these four areas, FurstPerson could better evaluate a potential candidate. Work Habits, Work Ability, Work Skills and Work Attitudes encompassed attention to details, learning abilities, multi-tasking, customer service and motivations—all of which have components to give each job facilitator the best idea for call center hiring.
To better test the assessment process, a validation study within the telecommunications provider relied on a pool of current employees. This pool included both high and low performing agents as well as those in the middle. FurstPerson put to test its assessment by scoring metrics on critical job performances for showcasing validity.
About a year later, FurstPerson was able to introduce the results of its impact in the call center hiring assessment. There was a 17 percent improvement in first-call resolution, a 10 percent increase in average handle time and a 24 percent increase in 0 to 180 day retention. However, the biggest improvement was the 52 percent disciplinary issue resolution.
The overall success of implementing an efficient call center hiring assessment partner like FurstPerson is a huge cost savings. The results of this assessment gave a net financial gain of $68.9 million to the telecommunications provider, a result well worth the initial investment.
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Susan J. Campbell is a contributing editor for TMCnet and has also written for eastbiz.com. To read more of Susan’s articles, please visit her columnist page.
Edited by Jamie Epstein
