How do you handle resistance or reluctance from agents to participate in training and coaching?

In addition to the above, other factors could include; agent not happy with the role due to a desperation to earn money with no passion for the role, staying too long in the role without growth opportunities, trust issues with the organisation or leadership not keeping a promise leading to apathy, or when the agent is ready to quit the role.

Handling resistance or reluctance from agents to participate in training and coaching requires a thoughtful and strategic approach. Key is the following: Clearly communicate the purpose and benefits of the training or coaching program. Highlight how it contributes to individual skill development and overall team success. Encourage open communication and actively listen to agents' concerns. Address any misconceptions or fears they may have about the training or coaching.

So important to understand the reason for the reluctance to get on board or to push themselves forward to learn and take on board the training. Take time out, away from the desk to get to know them, talk about some of your challenges and how you approach things, it may help them articulate their process and any barriers.

I struggle to recall an agent reluctant to participate in coaching or training. If this happens in your call center, the only suspect is poor leadership. When leaders only meet their agents when something goes wrong, it creates the perception that coaching sessions are a form of punishment. The equation becomes: "My supervisor calls me for coaching = I did something wrong." Start meeting your agents every week, consistently. Celebrate positive results. This should represent the 80% of a supervisor's job.

Primeiro, crie uma pesquisa online com perguntas bem diretas e descontraídas. Depois, puxe um bate-papo informal no café para saber o que realmente rola. Coloque uma caixa de sugestões engraçada para o pessoal soltar o verbo. Faça entrevistas rápidas sem clima de inquisição, usando memes e GIFs para animar. Promova uma rodinha de conversa no fim do expediente com um lanchinho, e ofereça um formulário anônimo para quem prefere se expressar sem se identificar. Ah, e participe dos treinamentos como observador para sentir o clima. No fim, vai ser moleza descobrir o que tá pegando e como melhorar!

Communicating the benefits of training and coaching is crucial in overcoming agent resistance. Sharing success stories and testimonials can personalize the impact, making it relatable and inspiring. 📈 Highlighting how these initiatives align with personal and organizational goals can create a sense of shared purpose and motivation. 🏆 Using diverse communication channels ensures the message reaches everyone effectively. Additionally, incorporating incentives can turn participation into a rewarding experience, fostering a culture of continuous improvement and engagement. 🎉

Sure, communicating the benefits is also a good way to let them know that it is better to gain a knowledge or skill free than when they realise it is very necessary for their future advancement but now have to pay to get it.

Create a Positive Learning Environment: Foster a positive and supportive learning environment. Emphasise a culture of continuous improvement and professional development. Involve Agents in Planning: Involve agents in the planning process for training and coaching initiatives. Seek their input on topics, methods, and schedules. Connect Training to Career Growth: Demonstrate how participation in training and coaching can contribute to career growth. Showcase success stories of individuals who benefited from similar programs.

One thing I have found in dealing with a "supportive environment " is that this environment must extend to the day to day operations and how training can and should be crafted by real agent experiences. If agent feedback is used to create the training, I have found that they are more excited to engage in training on those topics.

A supportive environment also includes support and encouragement from line managers/team leads. There are instances where actions by team leads do not support training programs. We see scenarios where agents are diverted to handle tasks on training days, therefore they are pressurized to deliver on those tasks instead preparing to participate in trainings. These tasks could easily be reassigned to a different agent not scheduled for training. Essentially, a supportive environment includes a supportive team lead.

Creating a supportive environment is wholistic and all stakeholders play a key role directly or indirectly to make it succeed or fail. Trainings should be mandatory not optional and any form of interruptions to it minimised or better eliminated. These include pulling agents out of a training to work on a task. From my experience, trainings are better done in the morning hours for regular workers or early hours of the work duration for shift workers as that is when concentration is higher. Also ensure that the trainings being done is something they can immediately put to use at work as it helps to reinforce the benefits of the training. Finally, ensure that the training room is conducive and the trainer is great at delivery.

The benefits of training go far beyond not having the training. Establishing a supportive conversation with those in leadership positions and asking for their input can go a long way.

Um fator comum de resistência aos treinamentos é a sensação de que são irrelevantes ou não aplicáveis às tarefas diárias. Para mudar isso, personalize os treinamentos para refletir as necessidades reais da equipe, envolvendo-os no planejamento e mostrando exemplos práticos e concretos de como o treinamento pode melhorar seu trabalho diário. Isso aumenta a relevância e o engajamento, tornando a experiência mais valiosa e motivadora.