Managing generation differences in contact centres

Calcom have published a paper that provides a framework for customer service leaders to analyse and manage the generation gap among call centre staff. They argue that leaders need to foster a culture of tolerance and understanding between generations in order to save operational costs and improve customer experience.

The paper rejects the traditional cost cutting methods — outsourcing and cutting staff — in favour of what is traditionally seen as a “soft” area; increasing employee engagement.

Download the paper (PDF, 412K)

Why understanding baby boomers, generation X and generation Y holds the key to smart 21st century customer service leadership suggests ways in which managers can tackle the problems generational differences can create. It rejects what it describes as the dictatorial, “Victorian” approach of silencing disquiet (which results in high staff attrition rates and appalling service). Instead, it suggests that older staff should attempt to understand younger colleagues' attitudes and language. For example, they could:

• become familiar with social media services such as Twitter and the opportunities they offer for disseminating information, gathering customer feedback and communicating spontaneously with customers
• become familiar with some of the terms younger colleagues use (regardless of how “juvenile” they may seem) by using websites such as Urban Dictionary

The paper admits that this effort largely flows one way. This is because the way in which customers want to do business with companies is more in line with generation Y's values. According to the paper, customers increasingly want to:

• know who the advisor they're speaking to is
• choose the method of contact
• like the person they're dealing with
• speak to someone who represents the organisation's brand

Incidentally, our own research would back up the importance of more personal, informal relationships between customers and organisations.

The paper concludes by suggesting ways in which leaders will need to adapt their thinking, behaviour and performance styles to empower staff improve customer experience. It warns:

… it is not a simple task to redefine a customer communication policy which has, for so long, been wrapped around procedures and policy… customers are setting the agenda and creating their own environments to discuss the corporations they choose to give their money to.