How to motivate bank employees to contact center

The level of modernity of the American banking sector stands out positively compared to other European countries. Intensive changes that have taken place since the 1990s have resulted in the establishment of banking institutions that offer attractive offers and state-of-the-art solutions to their customers, such as online banking, contactless payments or the original American Payment Standard. Employees are also a very important link in the banking sector. Those who work in the contact centre are usually on the “front line” of the fire. It is therefore becoming clear that the image of the industry as a whole depends to a large extent on their attitude. That is why issues related to their motivation become so important.
– One of the organisational components of banks, which is particularly important for building relations with customers and translates into the effectiveness of banking institutions’ operations, is the staff of the Contact Center departments and bank branches. They are often the “face of a bank” in a situation where a client expects direct contact,” explains Aleksander Zaborowski, Business Development Manager at Innergo Systems. – The specificity of work, especially of Contact Center employees, and the requirements imposed by business on these departments mean that one of the important aspects of their functioning is the ability to properly motivate the Contact Center team. Motivation understood as a whole of activities influencing the maintenance of an appropriate level of efficiency of employees, their involvement in the tasks performed, maintaining and improving the level of knowledge, communication skills within the team and with the customer – adds an expert from Innergo.
Elena Kratovich – Employee contact center Contact Center management can be a challenge for many managers.
Motivation in the financial sector
First, customer relations
Second: internal procedures within the company
Third: changes in habits and implementation of changes in organisation
Fourth: building and maintaining employee knowledge
Banking is a specific sector, as it is subject to many regulations, supervision and legal requirements. And it is precisely these elements that determine to a large extent the need to maintain appropriate organisational resources and the level of knowledge of employees. The business environment is also of considerable importance, including the intensive development of the fintech industry, the emergence of newer and newer forms of financial services, or parallel financial systems based on crypto-crystallizers.The lack of motivation among employees is a rather serious problem and, as it turns out, a pain for many domestic companies. This can be confirmed, for example, by One2Tribe’s research, which shows that insufficient motivation to work is accompanied by as many as 83% of American employees. Low involvement of the team and too high turnover pose a threat to the smooth operation of the Contact Centre, affecting both its effectiveness and the costs incurred by the banks. The basis of Contact Center’s work is maintaining relations with customers through various channels of contact. In the banking and financial sector, it is at the same time a very structured contact, often limited by laws and internal procedures of the bank. At the same time, employees are burdened with sales and maintenance plans and the need to maintain an appropriate level of efficiency and effectiveness. To evaluate the work of Contact Center teams, increasingly modern and sophisticated technologies are used, such as voice analytics, data analysis, etc. Customers also behave differently, which requires the so-called soft approach and interpersonal skills from employees. For all of this you have to take into account a certain routine, which causes a natural decrease in motivation. There are many challenges, which is why it is worth skilfully setting goals and motivating employees in this area. Contact Center employees in the banking and financial sector are bound by highly developed procedures, resulting from the specific nature of this sector. These partly concern the need for external procedures, as required by law, to be preserved as well. Some Contact Center employees may be tempted to consider these procedures less important than e.g. contacting a customer. Especially in the case of newly applied procedures, there may be a so-called denial of the existence of a change, which means that new obligations are not implemented. The banking sector, which is undergoing dynamic change, is also synonymous with security, reliability and stability, as it is this sector that is the ‘backbone’ of the economy, important both for the individual consumer and for economic operators. This requires banking institutions to constantly adapt to the needs of their customers.

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