Today’s customers demand both speed and empathy during their interactions. For contact centers, the challenge lies in balancing these elements without compromising quality.
1. Train Agents for Empathy
Agents must understand customer emotions and respond appropriately. Personalized training programs can help them build these soft skills, turning everyday interactions into exceptional experiences.
2. Equip Agents with Tools
Efficiency tools, such as AI-assisted Knowledge Management systems, provide agents with instant access to the resources they need, allowing them to focus on meaningful conversations.
3. Measure and Improve
Track metrics like customer satisfaction and average handle time to find the balance between efficiency and empathy. Use insights to refine processes continually.
Empathy Meets Efficiency
Find out how Call Design’s contact center solutions can help you achieve this balance and deliver exceptional service.
A culture-driven team is intentionally built around shared cultural values and norms, which are considered essential for success. It’s about identifying the values that resonate with your team and using them as the compass to guide your hiring, onboarding, and development processes. Building a culture-driven team means going beyond individual expertise and focusing on collective growth and collaboration.
Hiring for the Team, Not Just the Individual:
To build a culture-driven team, it’s crucial to prioritize the team dynamic over individual roles. Instead of solely focusing on qualifications, seek candidates who are the best fit for the team’s cultural fabric. You may be tempted to think that your new hire will typically have few opportunities to work with other people, so you don’t need to worry about team dynamics. Their “just” a forecaster, or scheduler that will be in the corner just pushing a few buttons (an oversimplification of their role!). The reality is that each person, regardless of how vocal or connected they are, impacts the whole team. As you hire each role you need to be thinking about the values your team is centered around, finding those values in the interview process, and then supporting the values during the training and onboarding process. Remember, a strong team always outperforms a lone superstar.
Possible Team Values:
There are a ton of values you can center your team around, and which ones you should pick will be dependent upon your leadership style, company values, and even your geographical area. For this blog, we’ll focus on four values that Call Design sees as important to helping people be Happy, Engaged, Fulfilled, and Aligned at work.
Curiosity: Look for candidates who exhibit a genuine thirst for knowledge and a desire to continuously learn and grow. This soft skill can be developed in others, but it’s incredibly hard to impart it to people who lack it entirely. Find individuals that naturally ask questions and look to dig into things.
Embracing Chaos: Seek individuals who thrive in dynamic environments and see chaos as an opportunity for innovation and adaptation. Contact center and WFM teams are full of days where things are constantly changing. The key isn’t just how they respond in chaos, but how they feel in chaos. Is the constantly changing environment life-giving or life-taking for them? Plenty of people can put up with the chaos, but where are the people that enjoy the chaos?
Transparency: Value candidates who prioritize open and honest communication, even if it means challenging the status quo and leadership! Organizations that not only allow but encourage people to push boundaries and innovate position themselves to be successful long-term. Sure, curiosity is important to innovation, but even more important is an environment where people are open and honest to push on bad ideas and share their opinions, even if it’s the opposite of the boss.
Kindness: Prioritize kind team members. It’s simple to say but hard to do. We all know that kindness doesn’t make up for an inability to do a job. We’ve all worked with a Kind Karen who is super sweet but is constantly needing help. And we’ve also worked with a Mean Megan who gets work done but no one wants to work with her. Reminder, we’re trying to build a team and not just fill roles. Karen’s kindness is going to have a bigger positive impact on the team than Megan’s, even if you try to isolate Megan to minimize the negativity while still benefiting from her efforts.
Interviewing for Cultural Fit:
Here are some questions you can use to find the four team values we’ve already highlighted.
Curiosity: “What questions do you have for me?” Normally we ask this question at the end of an interview but when we start with this question we learn a few things immediately. Did the person do any research and come prepared with a list of questions? If they didn’t, how quickly are they able to switch into questioning mode and how insightful are their questions? We can learn a lot about someone’s curiosity within the first few minutes of an interview by starting with this question.
Chaos: “Is chaos life-giving or life-taking”. Most people have a great answer as to how they respond in chaos, but the key here is how they feel in chaos. You can teach someone the steps you want them working through during fire drills, but if your chaotic environment is going to suck the life out of them, well that’s the opposite of what we’re looking for. Hire for feeling and train for action.
Transparency: “Tell me about a time you told your boss they were wrong.” If they can come up with a dozen examples they may be more interested in pointing out flaws than coming up with solutions. If they’ve never told their boss they’re wrong then they may not feel comfortable sharing honest feedback. This question allows you to see how easily the person can push against authority and possibly provide helpful feedback, even for the boss.
Kindness: Observe how candidates speak about their former employers and colleagues, looking for indications of a cooperative and compassionate mindset. Again, this value is so simple but it’s incredibly impactful on your team. Don’t overlook how well the interviewee would or would not get along with the rest of your team.
Reinforcing Culture through Onboarding and Development:
Once team members join your organization, it’s crucial to nurture and reinforce the desired culture:
Curiosity: Don’t just encourage curiosity, communicate that it’s an expectation. Every team meeting, 1-1 interaction, or catch-up conversation ask them what questions they have for you. If they are consistently saying they have none then that should be a big red flag. Help them understand that you expect them to have questions and to come to you with them. More than any other time, onboarding is when they need to be bringing questions to the table.
Embracing Chaos: After they’ve been on your team for a while ask them how they feel their job description should change. What should be removed and what should be added? Help them see that they have a chance to shape the chaos and focus on what brings them joy. Plus, they’ll be engaged and find fulfillment in a role they help shape!
Transparency: Lead by example and share your challenges, creating an environment where honesty and open communication are rewarded. Help them see that you value honesty and openness over being right and perfect. They’ve likely made a career of constantly having the right answer and getting things correct. Show them that even their leader is still making mistakes and trying to learn things. Set a tone that promotes transparency and honesty.
Kindness: Encourage team members to connect on a personal level and build relationships with their colleagues. It’s easy to do meet-and-greet meetings and just learn about the person’s role in the organization. Push your team to really find out about the person. The more they can learn about the person’s personal and professional life the better they’ll be able to collaborate and work together.
Building a culture-driven team is an investment that pays off in multiple ways. It not only enhances productivity and collaboration but also creates an environment where employees can be happy, engaged, fulfilled, and aligned. At Call Design, we are passionate about helping contact centers and workforce management teams unlock their full potential. We believe in the power of culture-driven teams and the positive impact they can have on organizations. If you’re ready to take your team to the next level, let’s connect and explore how we can collaborate to elevate your workforce management strategy. Together, let’s build a culture-driven team that drives lasting success!
La temporalidad de festividades del Q4 ha llegado, ese momento del año cuando las demandas puestas sobre el equipo de Workforce Management (WFM) presentan más retos. Llegan uno tras otro: Acción de Gracias, Black Friday, Cyber Monday, Navidad, Hanukkah, Kwanzaa y Año Nuevo, cuando los centros de contacto deben equilibrar los extremos de lo que quieren los clientes y lo que quieren los agentes.
En nuestra lista de deseos para este blog: consideraciones de planificación específicas que pueden ayudar a su equipo de WFM a lograr ese equilibrio esencial y ganar la temporada navideña del Q4.
Su equipo de WFM (el regalo que sigue dando)
Hasta el peor Grinch de un contact center tiene que reconocer el papel fundamental del equipo de WFM durante las fiestas. Su experiencia y sus conocimientos en la resolución de problemas desempeñan un papel fundamental a la hora de determinar si las vacaciones de un contact center serán felices y brillantes o se convertirán en una Navidad azul.
No se trata sólo de satisfacer las demandas de los clientes, sino también de garantizar que sus agentes dispongan de la flexibilidad necesaria para pasar tiempo con sus familias. No se necesita la magia del Winter Warlock para que tanto los clientes como los agentes estén contentos: una planificación y una comunicación adecuadas pueden hacer que funcione.
Analicemos cuatro categorías clave que le guiarán a lo largo del proceso: Pronósticos, Planificación, Tecnología y Coordinación con otros Departamentos.
Pronósticos (No todas las festividades son iguales)
Los pronósticos son la base del éxito del cuarto trimestre. Revise los volúmenes de las fiestas anteriores, las mermas y cualquier cambio en el comportamiento de los clientes durante la temporada. En estos tiempos de cambio, compare los datos de varios años para crear un pronóstico más preciso. Recuerde que no todas las fiestas tienen el mismo impacto previsible.
El Día de Acción de Gracias es normalmente más fácil de predecir ya que es un jueves, al igual que se sabe en qué días caen el Black Friday y el Cyber Monday. Sin embargo, la fecha real de Acción de Gracias cambia, y si su sector tiene ventas a final de mes, puede que se encuentre en un entorno promocional de Cyber Monday + Fin de Mes. Navidad y Año Nuevo también son un reto para proyectar con los días flotantes y los días observados que van junto con ellos, impactando el volumen de diferentes maneras dependiendo del día de la semana en que caen, y cómo cambia de año en año. La clave está en considerar cómo los días festivos pueden ser los mismos año tras año, y cómo pueden cambiar en función de las nuevas promociones.
Programación (Una cucharada de azúcar ayuda a bajar la OT)
La comunicación efectiva es clave cuando se trata de programar durante las vacaciones. Comience por comunicar su plan de programación con antelación y hágalo repetidamente para asegurarse de que todo el mundo está de acuerdo. Si su centro de contacto está abierto en un día festivo y el volumen es menor, solicite voluntarios entre sus agentes para cubrir la base y luego asigne las horas restantes, que normalmente recaerán en los agentes de menor antigüedad, pero recuerde prever una reducción mayor para los agentes que no se ofrecieron voluntarios.
Si su centro cierra un día festivo, considere la posibilidad de trasladar a los empleados que normalmente tienen previsto trabajar ese día a uno de sus días libres entre semana. De este modo, podrá utilizar más horas de personal sin incurrir en horas extraordinarias.
Para tener en cuenta un mayor volumen después de las vacaciones, añada horas a los horarios de los días siguientes. Por ejemplo, si cierra el lunes, añada 2 horas a los horarios de los agentes el martes y 2 horas el miércoles antes o al final de los turnos. Sí, es como las horas extras obligatorias, pero incluir las horas extra en la programación de vacaciones y explicar la razón por la que es inevitable siempre es útil.
Insista a sus stakeholders en que el trabajo en equipo es vital para superar las festividades, y que una cantidad manejable de dolor por parte de todos los miembros del equipo ayudará a evitar que se acumule una cantidad insoportable de horas extras en unos pocos agentes desafortunados. Además, asegúrese de tener en cuenta cualquier restricción estatal o laboral/sindical a la hora de realizar cambios.
No es mala idea mantener un exceso de personal para hacer frente a picos de volumen inesperados. Esto le permite ofrecer Tiempo Libre Voluntario (Voluntary Time Off or VTO) como forma de gestionar la carga de trabajo sin tener que recurrir a las horas extraordinarias o hacer un esfuerzo de última hora para obligar a los agentes a trabajar más horas. Si aún no lo ha hecho este año, considere la posibilidad de realizar ofertas anuales de vacaciones en el futuro para ayudar a repartir equitativamente la carga de horas extra entre sus agentes. Rote anualmente las asignaciones de vacaciones para evitar que los empleados trabajen los mismos días festivos cada año.
Tecnología
La colaboración con sus equipos de telecomunicaciones y TI es crucial para garantizar que su centro tenga la capacidad de gestionar el volumen de contactos previsto en los días punta. Si su centro utiliza troncales SIP basadas en la nube que ofrecen la elasticidad necesaria para gestionar automáticamente los picos, es increíble, pero asegúrese de que su infraestructura puede gestionar el aumento del volumen de contactos. Un ejemplo real de uno de los miembros del equipo de diseño de llamadas fue un lunes después de Acción de Gracias en el que el centro de contacto se quedó sin licencias de Citrix y los agentes no pudieron iniciar sesión para atender llamadas de voz.
Prepárese para un volumen elevado incorporando mensajes en su IVR para notificar a los clientes los posibles tiempos de espera prolongados; esto también puede ayudar a desviar las llamadas a otros canales si están disponibles. La comunicación regular con su departamento de TI también puede ayudarle a estar al tanto de cualquier congelación de la tecnología de TI prevista para finales de año.
Además, asegúrese de aprovechar al máximo la funcionalidad de cara al agente y al supervisor que debe ofrecer su software de WFM: comunicar los últimos cambios de horario a los teléfonos móviles de los agentes les mantiene al tanto de cualquier cambio repentino que el equipo de WFM tenga que hacer, incluso si los agentes no están conectados. La capacidad de enviar ofertas automatizadas de VOT/VTO en cualquier momento es extremadamente útil, y la capacidad de procesar estas solicitudes automáticamente permite al equipo de WFM responder rápidamente, lo que es crucial durante un cambio repentino en el volumen de contactos.
La oferta de turnos flexibles (shift bidding) puede ayudar a que esas 2 horas extra añadidas a su horario pasen de ser obligatorios (que no sólo son desmoralizadores, sino que además podrían distribuirse de forma desigual accidental, haciendo que algunos agentes se sientan injustamente aprovechados) a experiencias más voluntarias que permitan a los agentes que quieran horas extra elegir solicitarlas cuando estén disponibles.
Por último, las capacidades de previsión What-If son una herramienta extremadamente valiosa para permitirle hacer planes de contingencia para: la posibilidad de cambios repentinos de volumen o AHT y los beneficios de desviar llamadas a canales digitales.
Coordinación (sharing is caring)
La comunicación eficaz con otros departamentos es vital. Manténgase en sintonía con su equipo de marketing y ayúdeles a comprender el impacto de las campañas de marketing que aumentan el volumen de ventas durante las temporadas de gran volumen. También debe coordinarse con Formación y Recursos Humanos para asegurarse de que completan cualquier formación necesaria para los empleados antes de las vacaciones.
Identifique y busque recursos formados disponibles que puedan estar de guardia para apoyar al centro de contacto en caso necesario. Los supervisores, formadores y empleados de back-office pueden servir de apoyo para diversos tipos de contactos con los clientes.
Los sectores de las aerolíneas y el comercio minorista han puesto de relieve la necesidad de planificarse a uno mismo y a sus socios antes de la temporada de vacaciones y rebajas, especialmente si hay socios de BPO implicados. Además de garantizar la exactitud de las previsiones, es necesario asegurar una dotación de personal adecuada, tanto interna como externamente. Los socios de BPO deben ser notificados lo antes posible sobre el personal que se requiere de ellos para que puedan llevar a cabo la contratación y la formación adecuadas para la demanda adicional.
¿Deprimido por el frío? Ponte en contacto con nosotros
La mayoría de los que trabajamos en Call Design sabemos perfectamente cómo se siente el equipo de WFM en esta época del año. Si este año ha recibido carbón en su calcetín de WFM, estamos aquí para ayudarle. Póngase en contacto con nosotros si necesita ayuda para enfrentarse a los retos de previsión y programación que surgen en el cuarto trimestre.
After a long road, you’re finally ready to implement. You did the research and selected the platforms you wanted to look at. You sat through too many demos and sales calls and finally selected your new Workforce Management (WFM) platform. The platform has been installed, you’ve set up the initial configuration, and you’ve gone through the training. Everything is ready to go, and then, like an amusement park ride at Disney World, the resistance begins to rise. You start getting pushback from the agents, their supervisors, or maybe even your own WFM team. What is this all about?!
Well, let’s start with why you might be getting some of this internal resistance.
Understanding the Resistance
Internal resistance to change isn’t unique to WFM or contact centers. From professional to personal, non-profits to Fortune 10 companies, the world is full of people who are scared or uneasy about change. Whether it’s because of loss of control, excess uncertainty, or past resentments we need to stop and consider the environment of our key stakeholders. Why might they be resistant to a WFM software change?
1. Agents: Balancing Work and Life
Agents often view changes in WFM software through the lens of their daily routines. This software, more than others, directly impacts their work/life balance. Issues like schedule selection and management, PTO requests, and overtime availability are vital to them. Study after study has shown work/life balance can have huge positive impacts on employee engagement. When WFM software is introduced to an environment agents are rightly going to be concerned that it may negatively impact their work/life balance and be resistant to this change.
2. Agent Supervisors: The Changing Roles
Agent supervisors are often the bridge connecting management’s directives and the agents on the frontline. When new WFM software is introduced, it can signify a shift in their roles, and this can lead to resistance.
Imagine you’re a supervisor accustomed to handling PTO approvals, schedule adjustments, or real-time monitoring. These responsibilities are integral to maintaining team performance. However, as the new WFM software takes its place, these tasks might transition to automation. For supervisors, this shift can be met with skepticism and apprehension. They may wonder if their importance is diminishing, as the software now handles functions they previously managed.
3. WFM Team: Embracing Automation
Similar to the supervisors, the WFM team may see the new software as a threat to their roles. Automated forecasting by just clicking a few buttons can feel threatening to a forecast analyst who has built a career on the accuracy of their Excel spreadsheets. Schedule optimization and what-if scenario building can also look like a threat to the WFM professional who has always heard “Your schedules are so creative!” Automation can appear to replace their expertise, potentially leading to downsizing, and this will consistently lead people to resist change.
4. Company Leadership: The Big Picture
For company leaders, software changes represent more than just a shift in tools; they can affect the entire organization. These leaders, responsible for steering the company toward its goals, often view such transitions with a critical eye. They may be concerned that these changes could disrupt daily operations and potentially divert attention from primary objectives. Anything that may negatively impact customers, employees, or the business is going to be met with resistance.
(Sure, we might have forced a dog picture into this blog off of the “adoption” header… but aren’t you enjoying this blog a bit more now that this picture is in here?)
Fostering Buy-In and Adoption
Now you better understand why the people around you may be resistant to change, but what do you do about it? Regardless of role, there are three keys to fostering buy-in and adoption that you need to keep in mind:
1) Know and Connect with Stakeholders
Before you can connect the software to what matters to them, you have to know what matters to them. Get to know your stakeholders and understand their priorities and challenges before you start implementing new software.
Once you know their priorities and challenges you can then connect the new WFM software to what’s important to them. Coming to them with WFM bells and whistles that aren’t grounded in what they care about will do nothing to reduce or eliminate their resistance. Get to know them, and then show them how the new software will help remove their challenges and reach their goals.
2) Don’t Stop Training
You’ll certainly adjust the training of the platform to the audience, but you at least need to introduce the product to all of your stakeholders. Company leaders need a walk-through, the agents need to understand how to submit requests, and the WFM team needs to understand how to administer the platform. We all know the value of training, and differing that training for the audience, but one training isn’t sufficient.
Of course, the contact center environment is often hard-pressed to find another 30-60 minutes for classroom training. However, there are a variety of ways that you can go after additional training.
WFM team members can get additional training through the user groups, WFM networking groups, or 3rd party consulting. This is especially critical as new features are released in the tool and new functionality is made available. They can also sign up for online webinars that they can either attend live or watch the recording afterward.
Agents and supervisors may need less access to consistent training, but the adoption of the platform will benefit from the WFM team making themselves available. This might look like Office Hours where WFM is available to field any questions they may have. It could also take a more structured approach where WFM shares best practices during a town hall or webinar.
The key to long-term adoption is consistent training. Helping people understand the value the platform provides, how it continually adds value to their environment, and how to best use it for their needs. You may not have another 30-60 minutes for in-classroom training, but you shouldn’t need it to still provide additional training.
3) Communicate Throughout the Process
One of the best ways to create buy-in from all your stakeholders is to keep them in the loop throughout the process. You should have already connected with them and you’re able to show how the platform benefits them. But if you’re not communicating with them about the changes that are coming, before they happen, then all of the benefits in the world won’t be able to overcome the resistance to sudden and unknown change.
Agents and Supervisors – You may want to wait until you’ve settled on which platform you’re going with, but letting them know a change is coming in a few months will help. This gives you a chance to explain to them why it’s happening and how the new platform can help them.
WFM Team – You’ll probably want to include them in the research and vetting process. Maybe the whole team doesn’t need to be involved, but you’ll get great buy-in from your team if they feel like their opinion is being heard when it comes to selecting the tool they’ll use every day.
Company Leaders – Varying what you share can be important for this group. You don’t want to overshare details with them that they aren’t going to find helpful. However, keeping them in the dark until rollout will also likely frustrate them. Pay attention to how involved they are with the contact center. If they are heavily involved then they’ll likely want updates throughout the selection, training, and implementation process. If they have little to do with the contact center, then just give them an overview as you select the tool and roll it out to the team.
Understanding the Benefits
You get the resistance to change, and you understand how to get buy-in, but maybe you aren’t sure about why people would care about WFM software. As a leader in WFM, we can easily miss the larger picture and just see the value of our environment. Ease of use, increased forecasting, better reporting, and visibility, all these features clearly benefit WFM, but they can benefit others in the organization as well.
As mentioned above, knowing how the software can benefit others is critical for adoption, and you still need to hear from them before you can sell them. But as you’re listening to their challenges and priorities having these benefits in mind may help you highlight the value of the software.
For Agents
Improved Work/Life Balance: WFM software can streamline scheduling, making it easier for agents to request time off, pick up extra shifts, and maintain a better work/life balance.
Empowerment and Autonomy: The ability to indicate their shift preferences and availability can give agents a sense of empowerment and greater control over their work schedules.
Fair Scheduling: With the help of the software, agents can ensure a fair distribution of shifts and opportunities, reducing any perceived scheduling biases.
For Agent Supervisors
More Time for Coaching: With automation handling administrative tasks, supervisors can focus more on coaching and providing support to agents to improve their performance.
Data-Driven Decisions: WFM software provides valuable data and insights that can highlight performance gaps for supervisors and enable more data-driven decisions.
Team Visibility:It can be challenging, especially in remote environments, for supervisors to see who is working and when their team might be able to meet for a team meeting. WFM software can provide them visibility, and could even go a step further in scheduling team meetings at optimal times.
For WFM Team
Enhanced Efficiency: Automation in forecasting and scheduling simplifies complex processes, increasing efficiency and accuracy in their roles.
Creative Scheduling: WFM software can help the team develop more creative scheduling solutions, enabling them to create schedules that meet business needs, while still providing exceptional customer service and employee schedule flexibility.
Real-Time Monitoring: The software provides real-time data, enabling the WFM team to make informed, timely decisions based on the latest customer and employee data. It isn’t just seeing what is happening in the moment, but also better predicting what will happen the rest of the day and making adjustments accordingly.
For Company Leadership
Optimized Staffing: WFM software ensures that staffing aligns with customer demand, reducing unnecessary labor costs and increasing operational efficiency.
Improved Customer Experience: Through efficient scheduling and staffing, the software helps maintain high service levels, leading to improved customer satisfaction.
Increased Employee Engagement: The software can also provide agents the schedule flexibility they’ve been asking for without having to sacrifice customer or business outcomes. This will increase employee engagement, helping the organization retain talent that they likely see as their strategic advantage in the marketplace.
Implementing new WFM software comes with its share of challenges. Agents, supervisors, the WFM team, and company leaders may resist the change, but it can be effectively managed by understanding their concerns and offering ongoing training. Embrace the software’s benefits, such as improved work-life balance for agents, streamlined decision-making for supervisors, and better staffing alignment for company leadership.
At Call Design North America, we’re here to guide you through this transformative journey, ensuring your organization is fully prepared for the transition. We don’t just implement or train and leave, we make sure you are thinking through all of the challenges of change management and helping you avoid common pitfalls. We can also help with continuous training, ensuring you’re getting the most out of your WFM platform.
Change may be challenging, but it’s also an opportunity for growth and success. With the right strategies and the right partner, resistance can transform into enthusiastic adoption, propelling your contact center to new heights.
We are thrilled to announce that Call Design North America (CDNA) has achieved Great Place to Work certification! This certification shows our commitment to great employee experience and our dedication to creating a nurturing work environment. We’re excited to share why working with Call Design is so rewarding for employees and customers.
What is the Great Place to Work program?
It’s a global program that recognizes companies that have outstanding workplace cultures. The program measures things like employee satisfaction, leadership, and other factors that make a workplace great. There are two main types of criteria that are used to evaluate companies for the Great Place to Work certification. The first is what’s called “quantitative criteria”, which are things like surveys of employees and other data. The second type of criteria is called “qualitative criteria”, which is more subjective and involves interviews and observations of company culture.
To get certified, a company needs to meet both quantitative and qualitative criteria. Companies that are certified by Great Place to Work are considered to be great places to work, and this can be a huge benefit for attracting and retaining talent. It can also improve productivity and profitability.
Setting Expectations and Providing Guidance
At CDNA, we understand that constructive guidance, coupled with constructive criticism, is essential for personal and professional growth. We take pride in maintaining open lines of communication with our team. Our employees always have a guiding hand and a source of inspiration to help them navigate their career journeys.
In fact, we believe that clear expectations and regular feedback are the building blocks of any thriving workplace. Our approach ensures that every team member understands their role and how it contributes to our shared goals. We’ve seen firsthand how setting clear expectations fosters personal accountability and empowers our employees to excel.
Work-Life Balance is a Major Priority
We acknowledge that achieving work-life balance is crucial for the overall well-being of our employees. In fact, our commitment to providing a supportive work environment goes beyond just offering flexible scheduling options. We’re dedicated to ensuring that our team members can enjoy the best of both worlds, both personally and professionally.
In a recent survey, when asked about work-life balance, one of our employees stated, “I really appreciate CDNA’s schedule flexibility—work-life balance is extremely important to me and my family.”
Call Design North America strongly believes that when employees can maintain this balance, it contributes to their overall well-being, ensuring they can be at their best in both realms. It’s all about ensuring that our employees are happy, engaged, fulfilled, and aligned at work (HEFA).
Empowering Our Team Through Learning
The world is evolving at an unprecedented pace, with new technologies and tools reshaping the workplace. At CDNA, we’ve made it our mission to ensure that our employees remain at the forefront of industry trends. We are committed to investing in their growth and development, particularly in emerging fields such as Artificial Intelligence (AI).
Our dedication to continuous learning and skill-building creates viable career paths within our organization. We take pride in providing opportunities for advancement, recognizing that our team members’ success is intertwined with the growth of our company.
In a recent interview, one of our employees shared, “I really like the emphasis on professional development. It’s a big part of my objectives.”
Leadership That Cares
What truly sets us apart is our exceptional leadership. Our leaders have created an environment where people feel safe and cared for. This leadership ensures that CDNA is not just a place to work but a place to thrive.
Our CEO, Michelle Gaffney, embodies this caring culture. In a recent interview, she explained, “Call Design believes that people are an organization’s most strategic asset, and every one of them deserves to be happy, fulfilled and aligned at work. This belief drives our work and behaviors with customers, and enables us to balance customer satisfaction, employee well-being, and operational efficiency.”
Supporting Non-Profits
In the past year, we have gone above and beyond to care for not only our employees but also our community. During an in-person team meeting in March, we organized a heartwarming initiative where our team members wrote over 20 letters for seniors in the Nashville area. These letters were presented to the Greater Nashville Regional Council, contributing to their broader letter-writing campaign during the month.
In May, we not only sponsored the ContactNB conference and trade show but also played a vital role in helping the event raise over $2000 for local food pantries. This commitment to community support showcases our dedication to making a positive impact.
We are deeply committed to charitable causes, including our support for the Multiple Sclerosis Society. One of our employees, Nate, participates in the annual Bike Jack and Back bike ride to support the MS society, and we consistently support his fundraising efforts. Additionally, at conferences and trade shows, we encourage attendees to submit forms through QR codes, with each form submission resulting in a donation to both the Multiple Sclerosis Society and Thistle Farms in Nashville.
Consulting Services for Our Customers
Our journey towards becoming a Great Place to Work has equipped us with invaluable insights that we now extend to our customers. We understand that many companies might still be on their journey to creating a great place to work. That’s where our experience and knowledge can make a significant difference.
We offer comprehensive consulting services that delve into effective hiring strategies, techniques for interviewing and selecting the right candidates for workforce management teams and building winning Workforce Management (WFM) teams. Our expertise in creating an exceptional workplace is now available to help other companies on their path to success. Find out more about how CDNA can help you build a thriving WFM team that can help build a foundation for your own Great Place To Work! Contact us by clicking here!
For Call Design North America, achieving certification as a Great Place to Work is a milestone that signifies our commitment to our employees, our nurturing work environment, and our aspiration to be an industry leader. It serves as a reminder that the most successful companies are deeply invested in the success and well-being of their people. We look forward to continuing our journey of excellence and empowerment, setting new standards for the workplace and for our industry.
In a world where cutting-edge technologies have become commonplace, it’s no surprise that the business landscape is evolving rapidly. Dan Smitley and Shawn McCormick get into the heart of this transformation in a recent conversation.
The buzz around Employee Experience (EX) and Customer Experience (CX) isn’t just a passing trend; it’s a pivotal shift that’s here to stay. But what’s driving this movement, and how is it shaping the way businesses operate? Keep reading if you’re curious about the driving forces behind the EX/CX revolution and how technology can enhance the human element in the workplace.
Dan Smitley: Shawn, why are EX and CX such hot topics?
Shawn McCormick: The buzz around EX/CX topics right now can be attributed to a few key factors. In today’s tech-driven world, many once-cutting-edge technologies have become quite commonplace. Chatbots and AI solutions are almost a dime a dozen now.
However, when everyone in the industry has access to similar tools, the question arises: how can a company distinguish itself? This is where the significance of EX and CX comes into play. With the increasing prevalence of remote work and an abundance of choices, both customers and employees have become discerning consumers. They expect exceptional service, rapid responses, and seamless experiences. Waiting four days for a shipping update, for example, can feel like an eternity in our fast-paced world.
The barriers to entry have significantly diminished, leading to heightened competition. So, the key is differentiation – how can a business retain customers and ensure the satisfaction and well-being of its employees? Happy customers and fulfilled employees often translate into repeat business and sustained profitability.
Dan: Is the growing emphasis on EX/CX simply a generational thing? You know, with all the talk about Millennials and Gen Z, the perception sometimes is that they’re entitled and want everything handed to them on a silver platter.
Shawn: I wouldn’t dismiss it as a generational issue so easily. If you look at the research on work attitudes, service expectations, and even political outlooks, you’ll find that it’s not as simple as labeling these younger generations as entitled.
Let’s consider the facts. Gen Z and millennials are already decision-makers and consumers. They’re shaping the market, and their preferences matter. But here’s the kicker: their desires aren’t solely about entitlement. They seek meaningful work, a balanced work-life equation, and a personalized customer experience.
The resurgence of the labor movement this summer and the calls for narrowing the wage gap between upper management and entry-level employees are signs of these evolving expectations. Young and old generations alike are tired of repetitive tasks that could be automated and yearn for jobs that provide purpose and intellectual challenge.
So, it’s not just about catering to a particular generation; it’s about meeting the evolving needs and expectations of today’s workforce and consumers. And trust me, these changes are not confined to the young. Even as a Gen Xer, I’ve come to value these shifts in priorities, and I don’t think I’m alone in that.
Dan: I hear you saying that improving EX and CX is here to stay, and the bar has been set high. But I’m particularly curious about its impact on the contact center. How has this shift, which maybe we can call a movement, uniquely influenced the contact center environment?
Shawn: On the customer side, the demand for personalized service across multiple channels is undeniable. While some vendors may proclaim that omnichannel is dead, I believe that having the flexibility to meet customers where they want to be met is essential.
However, we should take a critical look at certain strategies, like “call deflection.” While the goal of reducing the number of phone calls is understandable, the philosophy behind avoiding direct customer interaction needs reevaluation. Why would any organization want to distance itself from its customers? The goal should be to offer personalized, value-added service, not just cost-cutting measures.
The good news is that technology is catching up to these expectations. Responsible AI vendors are exploring ways to personalize customer experiences, reduce average handle times (without rushing customers), minimize transfers, and enhance overall satisfaction. We’re at an inflection point where technology can empower both employees and customers.
However, how companies deploy this technology matters. It’s a choice between enhancing customer experience or solely pursuing cost savings by replacing labor. This decision will shape their future success, and it applies to employees as well. People don’t wake up aiming to do a terrible job; they often become disengaged due to a lack of tools and knowledge.
With knowledge management tools and real-time analytics, employees can be informed, empowered, and less stressed. They deserve access to the information they need to provide excellent service. The technology exists, and it aligns with the desire for a relaxed, less stressful work environment where they can excel.
Dan: Shawn, you’ve highlighted the importance of knowledge accessibility in the employee experience and the role of technology in both CX and EX. However, I’m curious whether the CX and EX conversation is primarily technology-driven, or if there’s more to it. Is this truly just a technology movement?
Shawn: The desire for personalization and an improved experience is a fundamental human instinct. Technology is merely the tool that enables us to deliver on this desire. It’s not technology-driven; it’s technology-enabled.
A critical point to consider is that deploying technology without a clear purpose or plan is counterproductive. Just look at chatbots – if you deploy one without a clear understanding of why and how it serves your customers, it becomes another barrier between you and your customers.
The same principle applies to AI. Without a well-defined purpose and a guiding North Star focused on benefiting customers and employees, AI deployment can be futile. If you don’t care about your employees or if you don’t have a clear goal for AI in your organization, it won’t lead to success.
So, whether a company knows its guiding North Star or needs help discovering it, the key is to translate that vision into technology that aids in achieving the goal and supports the team. It’s not just about reducing headcount; it’s about creating better-trained, happier, and more loyal employees who can provide superior service.
Dan: It’s interesting that you see technology, particularly AI and automation, as tools to enhance the humanity in the workplace rather than diminish it. Many discussions in the industry suggest that AI will replace and dehumanize jobs. Can you elaborate on why your perspective differs from this prevalent narrative?
Shawn: Absolutely. Historically, every major technological advancement has raised similar concerns. For example, when Henry Ford introduced the assembly line, it disrupted the horse carriage manufacturing industry, causing people to lose their jobs. But this disruption also created new opportunities and transformed the workforce.
The fear of change is natural, and it requires change management and a thoughtful approach to help employees adapt. However, what’s often missed in these discussions is that when technology is implemented correctly, it can actually make work more human, not less.
Consider a contact center environment where agents face a constant grind of stressful calls, chats, and emails. In such a situation, where is the room for humanity? How can employees think about their culture, purpose, and worth in their jobs when they’re constantly overwhelmed?
If AI is used to relieve some of the burden, like summarizing calls and automating routine tasks, it benefits everyone. It saves time for agents, reduces customer wait times, and allows employees to focus on more meaningful interactions. This shift allows organizations to think about culture, career growth, and job satisfaction. It’s not just about squeezing more work out of employees; it’s about creating a workplace where people can thrive and find fulfillment.
So, while some may focus on the immediate gains in efficiency, forward-thinking organizations see the potential for AI to transform jobs into something more enjoyable and sustainable, rather than just a grind.
Dan: I was thinking and would love your thoughts on this. It’s clear to me that this isn’t just a generational shift, but there seems to be a broader technology enablement movement at play. I wonder how much of this shift is due to increased visibility. Glassdoor, for example, wasn’t a thing 15-20 years ago. Social media and platforms like LinkedIn now allow employees to not only air their grievances but provide critical feedback for everyone to see. This shift is tied to technology, and it’s giving people a voice they might not have had in the past.
Shawn: You’re absolutely right, Dan. The rise of platforms like Glassdoor and social media has given employees and customers a megaphone to share their experiences. It’s not just about generational differences; it’s about transparency and accountability. People have a platform to demand better treatment, both as employees and consumers.
Dan: It’s interesting how technology isn’t just shaping the way we work and serve customers but also how it’s giving people the power to expect and demand better experiences. It’s not solely a generational shift; it’s a broader societal transformation. And as we wrap up this conversation, I see a clear theme: technology is a tool, not the destination. It can enable us to reach new heights in employee and customer experience, but the key is thoughtful implementation.
Shawn: That’s a great way to sum it up. Technology is a means to an end, and that end is creating a workplace and customer interactions that are more fulfilling and human. It’s about achieving authentic, meaningful experiences for both employees and customers. It’s not just about having the technology; it’s about using it wisely to make work and life better for everyone.
If you’re interest in learning more about the connection between EX, CX, and AI you can check out Shawn’s whitepaper on the subject: The CX/EX Connection: Investing in Your Employees. Here he shares the latest research on EX and CX and gives a convincing argument as to why each organization should be looking to invest in their employees.
In the previous blog, I talked about the importance of self-care and why WFM leaders should care about it, but I didn’t give you any tips on how to execute self-care. Well in this article, we will explore practical ways to enhance your self-care practices, from confidently saying “no” and setting boundaries, to caring for your physical, mental, and emotional needs. By incorporating these strategies into your work routine, you can cultivate assertiveness, focus, and emotional resilience, enabling you to excel in your professional journey. So what are some ways you can practice self-care?
Start by getting comfortable with saying no at work.
You can always start with “yes, if” instead of “no”. When someone comes to you with a request that you can’t accomplish tell them “Yes, I can do this if you…”. So instead of saying “No, we don’t have the resources to complete this project” you can say “Yes, we can take this on if you can get me more resources for my team.” It’s a step in the right direction and might be easier for people that feel “no” is too confrontational.
Being able to say “no” at work helps you build your assertiveness. This ability is necessary for you to be able to stand up for yourself and negotiate, which will be critical for your ability to grab that next promotion or pay increase.
Being able to say “no” is also going to require you to get closer to your boss. If you’re going to start pushing back on people and saying that something can’t be done, then you need to make sure you’re aligned with your boss. The last thing your boss wants is people coming to them saying that you’re telling them “no” for something your boss wants done. Your ability to say “no” and be right about it is dependent upon how well you understand your boss’s direction and priorities.
Get comfortable setting boundaries at work.
Setting boundaries at work helps you build your self-advocating muscle. When you don’t value your time, ability, or effort, then no one will. Setting boundaries helps you speak to the value of your time and ability. This skill is imperative to any professional growth and development.
Setting boundaries allows you to focus on the most important project. Without boundaries we’re often lost in the latest craze or trying to put out the most recent fire. Contact centers will always have chaos and fires, so you’ve got to rein in your focus on what’s the most important thing. Without boundaries, you’re likely to try and fix everything and quickly burn yourself out.
Self-care looks like taking care of your physical needs
Stretch and walk during breaks. This means that you actually have to take breaks from work. This could easily look like only scheduling meetings for 45-55 minutes, making sure you always have a few minutes to move between meetings.
Multi-task work and your physical activity. Take some meetings on your phone while you walk around your neighborhood. Sign up for a webinar and listen to it while you go on a run. Find a way to care for your body even as you continue to work hard.
You can care for your body at work by getting a comfortable working environment. This means finding the right chair, getting a desk that works for you, and making sure you have sunlight available. One of the worst things you can do to your body is sit in an uncomfortable chair, staring at a poorly positioned monitor, in a dark room, for hours on end. Self-care can be as simple as a standing desk and an open window.
Drink water! Make it a goal to finish a cup or two of water every hour. Not only is your body going to thank you for keeping it hydrated, but it will also give you a reason to get up from your desk more often for bio breaks.
Self-care looks like taking care of your mental needs
An important part of your mental needs is understanding where you get energy from, especially around people. If people can drain you of energy then make sure that you have time in your day to decompress and process the events. If people lift you up then make sure you have moments between projects to connect and build relationships.
Completing tasks can give you a hit of dopamine, so create to-do lists and make them simple. Instead of saying “Complete Project X” put it on your list to do 30 or 60 minutes of work. Instead of saying “Finish the blog” just put “Start writing the outline for the blog”. These smaller tasks, while not necessarily changing the work you have to get done, will mentally provide you with hits to keep going. A pro tip is to make a list of things that you’ve already done today. This is an easy way to remind yourself of how productive you’ve been. Get out of bed. Check! Brush teeth. Check! Put on clean clothes. Check! See how productive you’ve been?!
An important part of mentally caring for yourself at work is not working. Your brain needs breaks and often works better when given breaks. So, when you’re feeling exhausted or that you don’t have any more to give to a project, step away (ideally before exhaustion). Do anything other than work. Go on a walk. Eat some food. Mindless scroll on the internet. Self-care can sometimes look like just not working while you’re at work.
Self-care looks like caring care of your emotional needs
Practicing gratitude and tracking what we’re grateful for will position us emotionally better in the workplace. It’s easy to find the negative things in our environment, especially with the amount of chaos we have in the contact center. But practicing gratefulness will reorient our mindset and emotional state and allow us to be even more productive while at work.
Practicing kind self-talk is an easy one to roll our eyes at, but it also positions us to be more effective at work. When we are kind to ourselves we are more confident, assertive, and productive. Our emotional state improves and that allows us to lead and impact our workplace in more effective ways.
Prioritizing self-care as a WFM leader is not only essential for your personal well-being, but it also has a profound impact on your professional success and the overall culture of your organization. By implementing the practical self-care strategies we’ve explored, you can cultivate assertiveness, focus, and emotional resilience, positioning yourself as a confident and effective leader. Remember, self-care is an ongoing journey, and it requires continuous attention and commitment. If you’re seeking further guidance, tips, and ideas on self-care, WFM best practices, or fostering a human-centric company culture, don’t hesitate to reach out to Call Design. Our team of experts is here to support you in your quest for personal and professional growth. Together, let’s create a workplace where self-care and employee well-being are at the heart of success.
As workforce management leaders we often live in a world of chaos and exhaustion. I know, such a cheerful way to start a blog. But the reality is that many of us are constantly staring burnout in the eyes. Whether it’s ourselves, our teams, or the agents we support, our environment is full of people pushing themselves to the limits and hoping they’ve got more gas in the tank. This is why the topic of self-care is incredibly important for WFM leaders, but all too often it’s something that we leave for the HR team to take care of. We assume that it has nothing to do with us or our ability to impact our contact centers. When in reality self-care is critical to our ability to grow personally, and professionally, and create an environment we want to work in. So, what is self-care?
Defining Self-Care:
Self-care is both comprehensive and intentional care for our well-being. It involves us paying attention to our physical, mental, and emotional needs and then taking planned steps to meet them. Whether it’s going for a run, practicing mindfulness, or creating space for our feelings, self-care is a conscious investment in ourselves.
Debunking Misconceptions:
It’s selfish: Unfortunately, many of us have a misunderstanding of self-care and so we typically avoid it. We see self-care as selfishness. We think that it’s focusing on our own needs at the exclusion of others and it inherently feels wrong. We see ourselves as servant leaders and believe we’re benefiting our teams and our families when we constantly give of ourselves. But what we’re missing is that we cannot pour into others if we are empty.
Self-care is not selfishness, and in fact, it’s likely the best thing we can do to help those around us. We are more effective in our support and help to others when our tank is full or nearly full. Prioritizing self-care enables us to replenish our energy, compassion, and empathy, allowing us to better serve those around us.
It’s a one-time act: We also have to remember that self-care is not a one-time event. We get little to no credit for taking a vacation 2 years ago or getting a massage 6 months ago. Think about self-care like a garden. If you do some heavy weeding and planting on a day and then let it go for 6 months all of your work will have been for nothing. Instead, we need to continually water, weed, and care for the plants. In the same way, we need to be paying attention to our physical, mental, and emotional needs and addressing them today, not in 6 months.
Why WFM Should Care:
The impact: I have a sense that at this point I may be losing some of you. “That’s all great Dan, but how does this impact my WFM or contact center team?”. I’m so glad you asked!
The stats are in and our contact center industry is in a full-on forest fire of burnout. 75% of call center agents are at risk of burnout (source). The average agent turnover is at a 25-year high (source). Burned-out employees are 63% more likely to take a sick day (source). Employees who frequently experience burnout are 2.6 times as likely to be actively seeking a new job (source). If anyone is going to care about employees taking sick days and high attrition rates it’s going to be the WFM team.
When burnout is left unchecked we see productivity decrease, shrinkage increase, and attrition rates increase. This in turn creates an incredibly challenging environment to forecast, schedule, and real-time manage. Simply put WFM should care about burnout because ignoring it makes our jobs harder!
Our environment: Plus, many of us are ripe for burnout. The WFM team sits at the crossroads of IT, HR, Finance, Marketing, Operations, etc. This gives us a great opportunity to know what’s going on in the organization and possibly help lead conversations. But it also easily leads to a sense of overwhelming burnout. When each of these teams brings its own “top priority” we are left holding the bag trying to figure out which one is the “most top of all tops”.
On top of this, we have likely created a career by being right. “Why did we miss service level yesterday?” “How many calls are going to come in on October 25th?” “When should we start hiring to make sure we have enough people for the busy season?” We are used to being the person that people come to for all sorts of questions. We have added value by always being connected, available, and quick with the right answer. I mean, can you think of a better environment for a burned-out leader?
It spreads: In the same way that burnout spreads, so does self-care. WFM leaders should care about self-care because when we do we lead by example. We help create the environment we want to work and live in. Those that are watching us, whether at home or at work, can see the value and benefits of intentionally and comprehensively taking care of our well-being.
Self-care is not a luxury or an afterthought for WFM leaders—it is an essential ingredient for personal well-being, professional success, and cultivating a positive work environment. By understanding the comprehensive and intentional nature of self-care, debunking misconceptions, and recognizing its impact on our industry and teams, we can embrace self-care as a strategic investment. Let us lead by example, prioritizing our own well-being while inspiring others to do the same. By integrating self-care practices into our lives and organizations, we can foster a happy, engaged, fulfilled, and aligned workforce while driving positive business outcomes.
This was part 1 of a 2-part series on self-care so make sure to check out our other blog (coming next week) that will give tips on how to practice self-care. Also, feel free to reach out to us anytime with questions about workforce management best practices, and how to build team cultures that encourage self-care. WFM is often full of chaos and exhaustion, but that doesn’t mean you have to do it alone. We’re here and we’ve got your back.
The Call Design team just got back from the SWPP annual conference, and as usual, it was one for the books! Our beloved hometown of Nashville once again played host to an event that left us both exhausted and excited. So, grab your Call Design branded popcorn and let’s dive into a quick recap:
Justin Robbins: Keynote Extraordinaire and Pizza Party Myth Buster!
Justin Robbins, the man with the golden insights, delivered another fantastic keynote helping us get unstuck, and owning our unwillingness to lead ourselves plays a big factor! He also shared his knowledge in a few breakout sessions, and guess what? Apparently, pizza parties aren’t always the answer to employee engagement! Who knew!? Justin’s ability to make us rethink our approaches left us hungry for more (and not just for pizza).
Tiffney Spicer and the DEI Panel: Owning Our Unconscious Bias
Our dear friend Tiffney Spicer took part in an amazing panel discussion on the importance of diversity, equity, and inclusion (DEI) in the world of WFM. They fearlessly tackled tough topics head-on and challenged all of us to confront our unconscious biases. We’re grateful for WFM leaders who push us to think differently and create a more inclusive environment. Kudos to Tiffney and the panel for sparking these vital conversations!
Dan Smitley’s Session: Self-Care in the WFM Jungle
Our very own Dan Smitley led a breakout session and shed light on the often-neglected topic of self-care in WFM. Let’s face it, WFM professionals wear many hats and juggle multiple responsibilities. It’s no wonder burnout lurks around the corner! Dan shared the importance of saying no, caring about our own burnout, and even shared some tips on investing in ourselves.
Connecting, Laughing, and Sharing the Passion
The SWPP conference is always a blast! We cherished the opportunity to reunite with old friends, make new connections, and soak up the contagious energy of the WFM community. We share your passion for WFM and believe that it can go beyond simply maximizing staff and productivity. When done right, WFM can empower businesses, create exceptional customer experiences, and ensure the well-being of frontline agents. You don’t have to pick just one of those outcomes, you really can have all three!
At Call Design, we’re on a mission to help transform WFM teams into strategic partners who are improving lives, delivering outstanding customer experiences, and driving solid results for businesses. We firmly believe that employees have the right to be Happy, Engaged, Fulfilled, and Aligned (HEFA) at work. If you agree, or want to learn more, please reach out to us and let us know. WFM might be a hard career at times, but with a community like SWPP and partners like Call Design it can be transformational, and even fun sometimes!
Durante décadas, la línea entre la vida personal y la vida laboral se ha omitido. Esto solo se ha acelerado ya que la ecuación de dispositivos de Internet + móviles ha provocado que muchos de nosotros nos mantengamos conectados más allá de nuestras “horas de trabajo”. Es un hábito común revisar su correo electrónico en su teléfono tan pronto como se despierta, y justo antes de acostarse porque no puede perder un ritmo. O tal vez tenga que “prepararse para el lunes” trabajando unas horas los fines de semana porque el trabajo no le permite desconectarse. Una cosa es aprovechar el trabajo desde casa para brindarle la flexibilidad de trabajar horas inusuales que beneficien su vida. Otra muy diferente es sentir que no puedes desconectar y que ahora el trabajo está interfiriendo en tu vida personal.
La cultura de “Burnout” (o síndrome del quemado) no es exclusiva de los empleados que trabajan en la oficina o en desde casa. Sin embargo, lo que sí que es único para aquellos que trabajan desde casa es el hecho de que esas líneas borrosas se vuelven aún más difíciles de ver cuando realizas todas tus reuniones, todos los proyectos y toda la lluvia de ideas desde tu propio hogar. Cuando los empleados trabajan desde casa, creo que es fundamental que los líderes recuerden que trabajar desde allí es diferente. Usted, como líder y como empresa, está provocando un impacto en sus hogares y sus familias de una manera que usted no hace cuando trabajan en una oficina. En pocas palabras, trabajar desde casa es más que solo trabajar, es personal.
Cuando trabaja en una oficina, tiene un trayecto que le permite descomprimir y procesar un poco el día. Para aquellos de nosotros que somos introvertidos, nos da la oportunidad de recargar y prepararnos para saltar a la vida familiar. Sin embargo, cuando trabaja desde casa, su viaje se convierte en los 20 metros entre la puerta de su oficina y la cocina. No tiene tiempo de inactividad para descomprimir, y esto es especialmente cierto cuando nuestras familias están al otro lado de la puerta de la oficina y necesitan ayuda con X cosas antes de que nuestra última reunión se termine.
No solo obtiene el beneficio de descomprimir en el viaje aquel que viaja, sino que también lo obtiene su familia. En cambio, cuando trabaja desde casa, su familia sufre las consecuencias crudas de cada reunión. Ha habido muchas veces que mi esposa acaba de sentarse allí pacientemente mientras yo dejaba caer todas mis frustraciones de la última reunión en su regazo. Puede que haya hecho eso hasta cierto punto cuando trabajaba en la oficina, pero no tanto como cuando sé que está ahí justo al otro lado de mi oficina.
Est tipo de situaciones sin filtro alguno implica que las familias se ven involucradas aún más en el entorno laboral del empleado. Cuando el empleado sale de las reuniones hablando sobre cómo “les encanta trabajar con tal y cual porque hacen grandes preguntas y mantienen la reunión alineada con la agenda”, puede que no sea emocionante para su familia, pero es mejor creer que la organización es percibida como una influencia positiva no solo por el empleado sino por la familia en su conjunto. Por supuesto, cuando salen quejándose de que “una vez más se olvidó de esto y de lo otro”, es más probable que su familia vea a la organización de manera negativa y aliente al empleado a irse otro lugar más saludable.
Por último, creo que es importante que los líderes recuerden que el hogar es un espacio sagrado, y el trabajo, ya sea bienvenido o no, ha invadido ese espacio. Cuando nuestros empleados directos encienden sus cámaras y vemos sus hogares, vemos otra parte de quienes son. Llegamos a conocerlos mejor y, en cierta medida, se han vuelto vulnerables por eso. Es posible que se sientan avergonzados de que no tengan un espacio dedicado y, en cambio, estás en su cocina viendo los platos sucios en el fregadero. Es posible que no hayan mencionado antes que todos los lunes por la noche juegan a juegos de mesa, pero ahora puedes ver los +50 juegos en los estantes detrás de ellos. Y si bien es posible que te encante ver a sus hijos y perros todos los días, sienten que los valoras menos porque constantemente están interrumpiendo. Trabajar desde casa transforma un “¿Por qué no nos reunimos en la sala de conferencias para hablar” en un “por qué no vengo a la mesa de su comedor y podemos charlar sobre esto mientras sus hijos preguntan” qué hay para cenar “”.
Trabajar desde casa es increíble y ha ayudado a muchos de nosotros a crear un equilibrio trabajo/vida más personalizado. Sin embargo, como líderes, debemos recordar que la naturaleza de nuestra relación con nuestros empleados directos, sus familias y sus hogares cambian cuando trabajan desde casa. Debemos recordar que trabajar desde casa es más que solo trabajo, es personal.
