Devoted to the call center industry, the agents on the phones, and their managers

You greet the new batch of trainees and start day one of training. For outsourced centers, communication and culture training is what they learn. They go through pre-assessments and much to the trainer's dismay, yet another group of agents are not within the expected level, which the curriculum can train someone in two weeks. By reason of the needed workforce, they were given a chance and move to product training.

However, another trainer was frustrated because the people hired were not within the profile (again). Either their personality or experience was not suited, and they were deemed as not fit for the job.

As they enter nesting and take in calls, they realized they couldn't handle the calls and were very anxious. As they move on to day to day production, they further fail and as a result of frustration, they leave.

It's obvious that training may be the root cause, but I go back to the first step, recruitment. If we had the right assessment tool, didn't compromise because of quantity needed for the ramp, and continuous pressure from operations to get the number of people hired, then we could've tailored the training to fit the profile. We could've turned an inexperienced agent to the best one on the floor.