Veja como você pode melhorar o feedback e o treinamento para agentes remotos de call center.

Step one: Be available. Leaders are those that show up every day and are able to hear concerns as they happen, especially when managing remotely. Step two: Set a time for feedback and stick to it as much as possible. This establishes consistency and trust that their time is worth your time. If an immediate coaching session needs to take place, let them know and be patient with the process. Step three: When giving feedback or coaching, never assume you know the answer before it is given. If you lead them to the answer, nothing will be learned and if there is another reason for a particular coaching session again, you will have just wasted valuable time on your own misconceptions. Step four: End on a positive outlook of improvement

Enhancing feedback and coaching for remote call center agents is vital for performance. Start by embracing technology; tools like Zoom and AI analytics can improve communication and insights. Schedule regular check-ins, such as weekly one-on-ones, to foster open dialogue about performance. Clearly outline expectations so agents know their goals. Provide constructive feedback focused on growth with specific examples. Tailor coaching to meet individual needs and encourage continuous learning through shared resources. Finally, create an open forum for questions and feedback, allowing agents to express their thoughts and reinforcing team unity and support.

Improving feedback and coaching for remote call center agents is essential for maintaining high performance and morale. Regular Check-ins: Schedule frequent one-on-one video calls to provide personalized feedback and support. This helps in building a connection and understanding the agent’s challenges and achievements1. Use of Technology: Implement instant messaging platforms like Slack for real-time communication and quick feedback. This keeps the team connected and allows for immediate support1. Data-Driven Feedback: Utilize quality assurance (QA) automation tools to evaluate 100% of agent calls. This provides comprehensive, unbiased data to inform feedback sessions2.

I led 18 Remote Call Center Agents at 63 years old I had to learn technology or get left behind. A morning meeting of 15 mins max. Celebrating every victory from the day before. Get all of them with cameras on. To get commitments on production. I did live call monitoring I would type "SAY THIS!" And it worked lol. I would schedule One-on-ones throughout the week and email the time and date. Not always about the Metrics, I want to know how THEY are. After lunch. Meeting educational. Coaching, I would listen to appointments and then email the agent a recording. Trust them. I didn't Micromanage. three questions for the team (1) what do I need to stop doing (2) what do I need to start doing (3) What do I need to keep doing leadership

They don't care how much you know Until they know how much you care. I think as a leader you have to earn the right to speak truth into one of your team's lives. It was no different when I led a physical call center I could tell by their nonverbal communication what kind of morning they were having. After a morning meeting, I was paying attention. I called one of my agents in my office. "What's going on? "Boss, My electric is getting shut off by 3:00 pm My wife is freaking out!" Me "How much is it? Agent 236.00. I reached into my pocket and handed him 300.00 With we can't have the wife freaking out Go pay it and let's get back and Rock and Roll!. It wasn't manipulation I cared. They listened when I showed them how to improve because of that

As a leader, you need to understand the WHY before moving forward. It's not always about money as the primary motivator. I need to understand why they face and handle more rejection in one day than most people face in a lifetime. Set achievable goals clear expectations and remove any uncertainty about what needs to be done. Have them track their progress. If I asked on Wednesday, "How are you doing on that goal?" and the answer was "I DON'T KNOW," I would say, "You are not going to achieve it if you don't know." I would end our conversation to let it sink in and call them back. Transparency my agents knew my compensation plan. It inspired them to consider leadership. They asked me are you on pace for your bonus, boss? Yep here are the #'s