How do you give support agents feedback that helps them improve?

I will start with a positive feedback, highlighting what the agent did well,. Then address the areas that need improvement, providing actionable suggestions or solutions. Finally, end on positive note, reinforcing their strengths and expressing confidence in their ability to improve.

Giving timely feedbacks help alot. It is best to let the support agent know areas where they have done well and also highlight areas where they can do better. All these can be done in a very constructive way as it will help the support agent in the long run.

The relevance of feedback is important Case 1 -> How annoying it would sound to an employee if their boss gave them feedback on their project plan after it had finished. => They could have improved a lot if it was timely Case 2 -> How confused will an employee gets if his boss wants to give him feedback for a project or campaign but it is an hour-long speech => The employee might not even get the points to understand and get even more mis led These two scenarios are something I have myself witnessed and been through. Not helpful and sometimes even feel like a mock. So be specific, maybe write down what you want to talk about and plan the feedbacks at relevant intervals beforehand. ->Little changes but major improvements

Avoid the “sandwich” tactics. Everyone knows and it’s unfair. Be honest and straightforward. Set clear expectations and lead by example. Show how it’s done.

Providing feedback to support agents based on VOC helps them to know how customers feel about the support they receive from the agents, this will make the agents to be more proactive in supporting customers.

The sandwich method involves delivering feedback in a balanced manner. Start with positive feedback, highlighting what the agent did well. Then address the areas that need improvement, providing actionable suggestions or solutions. Finally, end on a positive note, reinforcing their strengths and expressing confidence in their ability to improve. This approach maintains a constructive tone while showing support for their development. However, be sincere in your praise and ensure that the core feedback is clear and actionable.

Everyone is still pointing positive feedback. But is it so important that feedback will be positive? Let me explain. Agents can get positive feedback anytime and yes; it is very nice and if connected without any delay to a concrete case it is great (these from customers all of us appreciated the most). On other side can be more important for future improvement negative feedback, or let’s say constructive feedback. Only tricky part can be if as expected part of it needs to be an explanation, next steps, or any other recommendation. How anyone is going to understand positive/negative feedback relies on his/her maturity level. Agents shouldn’t allow anyone to hurt them by any feedback, just take them as help.

One thing I've found helpful is using the sandwich method with one of the bread slices omitted. It's easy to miss the point of constructive feedback by not striking a proper balance between positive comments, potentially leading to misunderstandings by the recipient. Over time, I've noticed that the message becomes clearer when I begin by explaining the areas that need improvement, supported by real evidence and examples, while also providing a clear path to achieve growth. Ending with the reinforcement of their strengths and instilling confidence in their development seems to be effective.

I will appreciate the support team for the continued support and give a feedback on challenges on the ground that maybe could bring positive change in an organisation that will generate leads and get us positive feedbacks.

By directing our feedback towards specific actions and behaviors displayed by a support agent, we create an environment that encourages growth and development without causing offense or demotivation. When you concentrate on behaviors, you send the message that improvement is attainable and that each agent has the capacity to refine their performance. Constructive feedback becomes a means of guiding them towards specific actions that can lead to success. Moreover, this approach minimizes the risk of personal judgments that may negatively impact morale.

When discussing areas for improvement, concentrate on specific behaviors or actions rather than making it about the agent's personality. This approach reduces defensiveness and helps the agent understand the specific actions they can adjust. For example, instead of saying, "You're not empathetic enough," you could say, "In some cases, customers have mentioned that they would appreciate more empathy in their interactions. Is there a way you could incorporate that into your responses?

The goal is to create an environment where feedback is a catalyst for improvement rather than a source of discomfort. By fostering two-way feedback conversations, we can empower our agents to take charge of their development and contribute to their overall success.

Encourage agents to participate in the feedback process by asking for their input. Invite them to share their perspective on the situation, the challenges they faced, and potential solutions they envision. This collaborative approach empowers agents to take ownership of their growth and encourages open communication. It also demonstrates that you value their insights and are willing to work together to enhance their performance. By being specific, using the sandwich method, focusing on behavior, and inviting their input, you create a supportive and constructive feedback loop that contributes to their professional development and overall success.

Communication in general should always be a two-way street. You don't just dump knowledge or orders on people without caring about what they think about it. You will always be more respected as a person if you have an open dialog with your collaborators and colleagues in which they can make suggestions and explain their points of view. Different world views are very useful to understand other ways of solving situations and new approaches to customers. Sometimes having an open space to suggestions can give us new ways accessing customer and bring new segments of people to your business.

It’s important to use open questions to let the agent reflect on the situation. Try not to push them and be open to new perspectives. The best feedback session is when you guide not tell.

This helps me a lot in the jobs where I had a manager position. This gave me perspective to know how to address myself and my agents in order for us to become a leading team and I'm sure that they are still leaders in their respective teams. It's always important to know how your team thinks to be in the same channel when they do something improvable.

This specific point can change the mindset of the team completely. Setting goals for the team and for each member individually can create an environment where the synergy will be strong, and every member will seek the same objective as well as their personal ones. It is better to lead wisely instead of having all the responsibility of the improvement in your back.

I think above all is to have a relationship that is real and genuine. Without this any feedback is lost. Positive or negative.

Lead by example. In my history with customer service it helps to show the person you are training how to do the job. Have them watch you, be enthusiastic, show how important those relationships with customers are. I’ve found it reassures the employee we are not asking them to do a job we would not do ourselves, and sometimes gives them a base to work off of if relationship building does not come naturally to them.

Don’t expect anything from your support team that you aren’t willing to do yourself or that you have not done yourself. Lead by example!

As a customer service personnel, if you don't see yourself or see the passion to help your clients, your success rate will be limited. Its a service that requires pure diligence.

Foster a blameless culture, focused on learning and improving, individuals, the team and the company. If you make a mistake, describe what happened and propose what to do in the future to avoid it. Praise owning your mistakes and self-improvement that comes from fixing them.