In the ongoing effort to improve employee retention, understanding why an employee would leave a company is critical. Not only does recognizing why employees choose to leave provide better insights into your own company, it also provides an opportunity to improve in areas that are causing employees to take other opportunities. This effort can be challenging, however – especially when it comes to understanding the reasons and motivations behind remote contact center agents would leave their position.
Some Insights On Retaining and Managing Remote Workers
At the 2015 Remote Working Summit, Michele Rowan – the founder of Customer Contact Strategies – reviewed some of the reasons why remote workers are inclined to leave. Surveying 60 companies in her study from a multitude of industries including healthcare, travel, retail, financial and more, Rowan uncovered two critical statistics for why employees would leave their remote contact center position. In her survey results, Rowan found two critical statistics about why remote call center workers leave their position. They are:
- 62% left because of poor job match
- 58% left because of training and performance challenges
What does this mean?
“People who fail in training felt they weren’t being supported,” said Rowan in a follow up interview. “[agents would] begin to feel isolation and a lack of support.”
Working remotely can be challenging, as can managing remote workers. Not being surrounded by employees and managers can create problems when there’s an issue that requires assistance, or when support is needed for a particular task and nobody is within distance. This isolation can drive a wedge between the employee and the work experience, resulting in an employee reconsidering their position as a remote worker and, as the study shows, leading to early stage attrition.
Rowan noted that the first 100-120 days of employment is when more than half of the turnover was occurring. Having turnover this early is costly, and Rowan noted that the average cost was $7-10 thousand an employee – and that’s before the factored loss of revenue.
Another causation of these numbers is “people who never planned on staying [with the position]” according to Rowan.
How can you address this?
Both poor job matches, as well as training and performance challenges, can help be rectified with a strong hiring process. Using the hiring process as an opportunity to vet candidates with multiple methods can help identify areas where a candidate in question could be a poor match for the position, or might experience some performance challenges.
One key driver in addressing both of these potential concerns in hiring remote workers is through the use of assessments. Using assessments to measure personality traits and job skills can help identify which candidates are equipped for the job both in work traits and in characteristics. This can be compared against successful remote workers, thereby uncovering which candidates match up better to the position they’re applying for and which ones have the skills to overcome training and work challenges. You can also use job simulations to give applicants a chance to see what their workload will be like, while testing to see how well they’ll be able to perform their job in real situation. This helps reduce poor hiring choices even further.
Leveraging your hiring process to reduce attrition related to poor hires and work challenges can be an effective and powerful solution. For more resources on home agent hiring, download the 9 Tips for Home Agent Hiring whitepaper from FurstPerson, listed below.
Topics: Talent Selection Ideas