After Doing All You Can on the Hiring Side, Turn Your Attention to Retention
By Peter Lyle DeHaan, Ph.D.
A college friend recently shared his experience working at his part-time job. Several of his coworkers had quit, and he planned to do so as well. His departure would move his employer from drastically short-staffed to critically understaffed. She begged him to stay and offered him a significant pay bump, moving him to nearly three times minimum wage for his unskilled, entry-level position.
He accepted. But he quickly regretted his decision.
Three weeks later he quit for good. “She was just too hard to work for,” he said, “and no amount of money would get me to stay.”
He found another job right away. Though his new one doesn’t pay as well, he likes his boss and feels appreciated. He now enjoys going to work. As a bonus, the hours don’t interfere with his school schedule or studying.
In a different era, his first boss’s management style would have worked. Yes, she would have churned through employees, but hiring a replacement wouldn’t have been an issue.
Times have changed. It seems every business today is in a hiring mode. They’ve upped their pay, improved their compensation plan, and lowered their expectations. But they still have trouble filling open slots, as well as keeping the employees they do have. And I hear rumblings—and have personally witnessed it—that some of the employees they do have fall short of expectations and are less than the caliber they once hired.
The common solutions to filling open positions in a tight labor market are to pay more, improve benefits, and be more accommodating. These are good solutions, but a better approach may be to re-examine your management style.
Quite succinctly, is your management style hurting your call center?
In thinking back to past jobs, I’ve had managers who were patient, and others who were demanding; some were kind, and others were tyrants; some were complimentary, and others were condemning. I liked some and feared others. And when it came to compensation, some were fair, and others were cheap.
For the good jobs with great bosses, I stayed with those companies for a long time, working until my situation or their need for me changed. For the other jobs with less-than-ideal bosses, I moved on as quickly as I could.
Each one of these was a learning opportunity, teaching me what to do and not to do when it came to supervising staff and leading people.
When I moved into management, I strived to be a fair boss and treat employees well—to be the kind of employer I wanted to work for.
Though I didn’t always succeed at meeting my goal, I know that most of the time I did. Some employees noticed this and even thanked me for it. And a few told me I was the best boss they ever had.
I’m not sure how my focus on being a desirable boss and worthy employer affected our turnover, but I do know I felt good about myself and the effort I put forth to make the operation a better place to work.
If your call center is short-staffed and you can’t find enough qualified employees, despite paying more and offering more, the long-term solution may be to focus on the retention side of the equation.
Look at your management style. Seek changes that will allow you to have a more positive impact on your staff and lead them in a more effective way.
Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of Connections Magazine and the author of Sticky Customer Service. He’s a passionate wordsmith whose goal is to change the world one word at a time.