Reducing Agent Turnover with Talent Benchmarking

The contact center agency is notorious for its high rate of employee attrition. Whatever the reasons for the number of agents who don’t stay in their jobs very long, each instance of employee turnover adds additional costs to the company’s operating budget.

One contact center, tired of spending thousands of dollars on training and testing and interviews, only to have far too many employees drop out before they bring any value to the business, decided to try something new – they started hiring not just by the results of the traditional screening methods, but by trying to identify in candidates the preferred mindset of a successful contact center agent.

The technique, described as talent benchmarking, resulted in better agents, lower attrition and reduced contact center costs.

To find the mindset they were seeking, the contact center selected its top-performing agents based on performance metrics, manager reviews and customer feedback. These agents were then given surveys and interviewed to discover why they have thrived in the contact center environment.

When this process was completed, the company had ten “raw talent metrics” it hoped would serve as predictors of future success.

The results were encouraging: prior to talent benchmarking, the contact center hired an agent that turned out to be an asset 47% of the time. With benchmarking, that number improved to 59%, a 25% improvement. The method also cut down on the number of instances when agents were hired that were later found to be poor fits for the company or the position.

In an industry where marginal improvements add up to significant savings, talent benchmarking may be one way to reduce employee attrition at your contact center, while improving customer service.

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