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Why investing in employee engagement leads to improved customer engagement and a significant bottom line boost!
By William Carson director of market engagement at Teleperformance T
he Peter Principle states that the selection of a candidate for a position is based on the candidate’s performance in their current role, rather than on abilities relevant to the intended role. Employees
therefore only stop being promoted once they can no longer perform effectively, and “managers rise to the level of their incompetence.” Arguably the same can be said for communication
channels and specifically in retail where these are related to customer contact. The difficult thing has always been to recognise the point at which a particular channel will be less or more effective than another, and at that point to invest accordingly in the right operational model and associated CRM systems, technology platforms and resources. In the back office, the move from using fax to email
began slowly, but by the early 2000s was virtually complete outside of specific sectors and specialisms. Front of house, the telephone evolved from a basic ‘careline’ to a direct sales channel with the launch of Next Directory in 1988 as perhaps the original and best example. Over the following thirty years the telephone has been the dominant channel supporting sales, and customer
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