Overcoming Employees’ Objection to Call Monitoring


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“Mon­i­tor­ing makes me ner­vous.”

Have you ever heard this from one of your front-line rep­re­sen­ta­tives (either cus­tomer ser­vice, tech­ni­cal sup­port, or inside sales)? If so, you’re not alone. This is a fre­quent objec­tion from employ­ees whose calls, e-mails, and chat ses­sions are monitored.

Mon­i­tor­ing is an essen­tial tool in coach­ing your employ­ees and improv­ing your company’s level of ser­vice, sales, and pro­duc­tiv­ity, but get­ting your employ­ees accept being mon­i­tored can be a challenge.

The rea­son mon­i­tor­ing is such a vital part of assess­ing per­for­mance is that it’s the only way to know what your employ­ees’ strengths and areas of oppor­tu­nity are (at least as they relate to com­mu­ni­cat­ing with cus­tomers). Although mon­i­tor­ing is a very valu­able and com­mon­place func­tion, many employ­ees aren’t com­fort­able with it, and as a result they resist with a vari­ety of objections.

Fol­low­ing are some com­mon objec­tions you might hear from your front-line employees—and some solu­tions for over­com­ing them.

“It’s an inva­sion of my privacy.”

  • Reas­sure your employ­ees that mon­i­tor­ing is help­ful to both the organization’s suc­cess and to their career devel­op­ment. For exam­ple, you can use what you hear while mon­i­tor­ing to help improve the cus­tomer expe­ri­ence, by giv­ing good sug­ges­tions to employ­ees. You can praise pos­i­tive per­for­mance more than crit­i­ciz­ing mistakes.
  • Walk the talk. Never mon­i­tor per­sonal conversations.
  • Pro­vide employ­ees with access to the company’s mon­i­tor­ing guide­lines so that they’re fully informed—and know how to succeed.

“You’re just look­ing for some­thing that I’m doing wrong.”

  • Remind employ­ees that the ulti­mate goal of mon­i­tor­ing is to improve qual­ity, pro­duc­tiv­ity, and cus­tomer satisfaction.
  • Assure employ­ees that your mon­i­tor­ing is as much about dis­cov­er­ing their strengths as it is about find­ing oppor­tu­ni­ties for improvement.
  • Prove to employ­ees that you mon­i­tor to find out what they are doing right. Praise your employees—regularly and sincerely—when they per­form well.

“You don’t trust that I know what I’m doing.”

  • Remind employ­ees how valu­able they are to the team and how much con­fi­dence you have in them.
  • Point out that all front-line rep­re­sen­ta­tives are mon­i­tored; no one is sin­gled out.
  • Solicit ideas and advice from your employ­ees regard­ing per­for­mance improve­ment and cus­tomer sat­is­fac­tion. This lets them know that you trust them.

“You’re try­ing to micro­man­age me.”

  • Reas­sure employ­ees that mon­i­tor­ing is not a tool to micro­man­age, but a way to improve over­all qual­ity and productivity,
  • When mak­ing a sug­ges­tion for improve­ment, be sure to include why it’s impor­tant or how it will pro­vide the cus­tomer with a bet­ter expe­ri­ence. This will help the employee see the sug­ges­tion in the greater con­text of the rea­son for the call.

“You’re just pick­ing on me.”

  • Assure employ­ees that every­one is being mon­i­tored reg­u­larly, using the same assess­ment form. Be sure to share the form with your employees.
  • Be sure to spend equal time mon­i­tor­ing all employ­ees. Even your best employ­ees need to be mon­i­tored and pro­vided with feedback.

When you hear employ­ees’ objec­tions, do your best to lis­ten and empathize—and to elicit their coop­er­a­tion in over­com­ing the con­cerns and objec­tions. And be sure to point out the ben­e­fits of mon­i­tor­ing, such as:

  • Mon­i­tor­ing cus­tomer con­tacts makes you aware of employ­ees’ strengths and areas for improve­ment, so you can pro­vide them with nec­es­sary train­ing and tools if needed.
  • Mon­i­tor­ing pro­vides you with real-life sce­nar­ios and exam­ples that can be used in train­ing and coach­ing ses­sions with employees.
  • Mon­i­tor­ing forms give employ­ees tan­gi­ble exam­ples of what they’re doing well in their cus­tomer con­tacts. This is ben­e­fi­cial when it comes to yearly per­for­mance reviews.

Over­come these objec­tions to mon­i­tor­ing, and follow-up your mon­i­tor­ing ses­sions with effec­tive coach­ing tech­niques, and your employ­ees will soon look for­ward to being mon­i­tored and coached.

Republished with author's permission from original post.

Monique Castillo
Monique Castillo is an Impact Performance Specialist with knowledge and background in customer service, sales, coaching and mentoring. When she is not helping customers improve their business, she is also a world traveler, gym enthusiast, and an aspiring foodie.


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