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Build Supervisors



Areas we look at include:

Skill requirements. Is there a clearly-defined set of skill requirements? Are candidates “pre-screened” for attributes that are not covered in the development program?

Development program. Is there a well-defined, written list of projects and “to do’s” training program for agents interested in a career path ladder to supervisor? Does the training program include written and verbal communication projects? Does the agent learn about other departments and develop relationships outside of the call center? How much time is spent coaching peers and developing action plans for performance improvement? Are there opportunities to show their creativity? Do they visit other call centers? Does the development program build the desired skills?

Management involvement. Who is responsible for mentoring, developing and evaluating projects, and providing feedback to agents entered into the “build supervisors” program?

Individual development plans. Are individual development plans documented? Who keeps track of assignments and completions? Where and how is the documentation kept?

Past achievements. What is the track record of building supervisors from agents? When the transition to supervisor is unsuccessful, does the company lose the person?



Typical outcomes include:

Supervisors will have the skills necessary to succeed. “Homegrown” supervisors will be more than one degree away from high performance agents.

Interested agents are motivated to participate in the program and will demonstrate their readiness to succeed in the supervisor role.

Employee and job satisfaction improves when objectives to achieve a promotion are documented and based on successfully completing a set career development path.

Center management has an opportunity to hear new ideas about how to solve operational problems.