1. Challenges and Opportunities to Developing Sustainable and Quality Team Leader Pipelines in the WC Contact Centre Sector

2. The Challenge: We are today faced with an ever changing economic, technological and social environment

3. The Consequence This dynamism leads to either an opportunity or alternatively a problem

4. What needs to be done? Employees need to adapt and learn continuously A casing point is in the digital economy and the changes it is bringing

5. Employees differ in their willingness to adapt to change

6. This has a major impact as regards the contact centre environment

7. The Problem Organisational change is most often managed from a technical viewpoint with little effort to understand how the human element influences the change from a success or failure perspective

8. Furthermore….. Does our organisation have a: (i)Learning goal orientation OR (i)Performance (task) goal orientation

9. More specifically….. What position do contact centres tend to take? (i)Learning goal orientation OR (i)Performance (task) goal orientation

10. Considering this How should we create an effective team leadership pipeline?

11. We need to: (1) Adopt a learning orientated approach within our environment

12. (2) We need to appoint the right profile of people who have a low resistance to change

13. (3) We need to start with passage one (Drotter) Get the “managing oneself” (doing the work) right first and then manage the shift of “managing others” (getting the work done through others) It is all about the correct allocation of time

14. Then… Prepare these team leaders for passage two. (Drotter) Divesting of individual tasks Getting them to understand the management of managers

15. Which is… Assigning managerial and leadership work to them Managing progress as managers and finally coaching them They also need to think beyond their function and concern themselves with strategic issues that support the business

16. What leadership skills do we need to instil within the contact centre environment for team leaders?

17. Leadership Development Model CSF 1 CSF 2 CSF 3 Balancingthroughintegration:ProductivityMotivationCustomer Service PROFITABILITY AND ROI ProcessdesignProductknowledgeTrainingTechnology Knowledge Management /MIS Benchmarking, MKT Research CONTACT CENTRE BUSINESS STRATEGY Leadership Behaviour alignment

18. Focus Areas within Leadership Programme Productivity Staff Motivation Customer Service Quality Programme Structure

19. 19 Revenue/ Volume Growth Profitability Leadership Development Within Contact Centre Environment

20. 20 Revenue/ Volume Growth Profitability Customer Loyalty Retention Repeat business Referral Leadership Development Within Contact Centre Environment

21. 21 Revenue/ Volume Growth Profitability Customer Loyalty Retention Repeat business Referral Customer Satisfaction/ Experience Service designed and delivered to meet targeted customer’s needs Leadership Development Within Contact Centre Environment

22. 22 Revenue/ Volume Growth Profitability Customer Loyalty Retention Repeat business Referral Customer Satisfaction/ Experience Service designed and delivered to meet targeted customer’s needs Service concept results for customers External Service Value Leadership Development Within Contact Centre Environment

23. 23 Revenue/ Volume Growth Profitability Customer Loyalty Retention Repeat business Referral Customer Satisfaction/ Experience Service designed and delivered to meet targeted customer’s needs Service concept results for customers External Service Value Employee Retention Employee Productivity Employee Satisfaction Internal Service Quality Workplace Design Job Design Employee Selection and Development Employee Rewards and Recognition Tools for Servicing Customers Leadership Development Within Contact Centre Environment

24. ANY QUESTIONS?

25. Thank you