Quiet Quitters: A Supervisor’s Low-Hanging Fruit

Jodi Reuven at NICE looks at how quiet quitters are a supervisor’s low hanging fruit.

It seems as though everyone is talking about how advancements like AI are going to render all our jobs entirely unnecessary in the near future.

But there is one strength that – at least for now – is innately human: the capacity for sensitivity – emotional intelligence.

This is undoubtedly, therefore, a trait worth nurturing by those who want to deliver true value to the organizations in which they work. Starting with managers.

In its State of the Global Workplace: 2023 Report, Gallup looks at levels of employee engagement and stress in industries across the board, around the world, compared to previous years.

To be honest, the news isn’t great. Key findings of the report include the fact that, although employee engagement is rising, the majority of the world’s employees – a record breaking 59% – are “quiet quitting.”

In a space where the name of the game is to ensure that customers are happy by delivering an excellent customer experience, having an unhappy, or even “just so,” workforce simply won’t cut it!

As well as this outward-facing problem, these employees are not coming close to achieving their potential in terms of productivity.

However, there is hope. As Gallup’s findings show, by changing the way their people are managed, leaders today can re-engage their employees, and increase their productivity.

You see, our so-called “quiet quitters” can be seen as low-hanging fruit for productivity gains. How so? According to Gallup, these non-engaged employees are actually eager to be inspired and motivated, so once they have been identified, it shouldn’t take too much effort to get their heads back in the game. Once they do, they start to work harder, resulting in a dramatic increase in productivity.

The person best placed to have this magical effect is the manager, or in the contact centre context, the supervisor.

A good supervisor is one who is in tune with the engagement levels of their agents, understands their needs, and actively works towards meeting them. They view their agents’ productivity as a reflection of their own ability to provide the support their agents need – individually and as a team.

Understanding that quiet quitters are eager for support and encouragement really puts the ball back in the court of the supervisors.

And “support” can mean many different things: from providing a clear career path, to ensuring that agents have sufficient break time, to creating opportunities for professional training. To cover all these bases, the supervisor has to have their eyes and ears everywhere, all at once.

Here, too, sensitivity plays a pivotal role, enabling the supervisor to suitably divide up their own limited time, so as to invest it where it matters most – because a little can go a long way.

Any tool that helps supervisors more efficiently manage their time, and place their attention where it is most able to make an impact, is therefore invaluable.

We fully recognize the critical role the supervisor has to play in motivating their team, and that is why we are unwavering in our commitment to enhancing our platform with new capabilities that empower CX business leaders.

This application guides supervisors’ attention where it’s needed most – which has become particularly challenging with the rise of omnichannel interactions and work-from-home arrangements for agents.

With enhanced visibility and capabilities for monitoring all their agents and contacts, supervisors are empowered to make agile and informed decisions, in real time.

Powered by cutting-edge AI technology and real-time behavioral guidance, supervisors can also proactively engage with their agents and preemptively respond to CX crises before they occur.

This blog post has been re-published by kind permission of NICE – View the Original Article

For more information about NICE - visit the NICE Website

Call Centre Helper is not responsible for the content of these guest blog posts. The opinions expressed in this article are those of the author, and do not necessarily reflect those of Call Centre Helper.