SA Journal of Human Resource Management, 2005, 3 (2), 41-47

SA Tydskrif vir Menslikehulpbronbestuur, 2005, 3 (2), 41-47

CORE COMPETENCIES OF A CALL CENTRE AGENT

CHRISTINE WHITE
[email protected]
Research Psychologist
VERA ROOS
[email protected]
Faculty of Health Sciences
School for Psycho-social Behaviourial Sciences: Psychology
North-West University

ABSTRACT
Call centre agents are becoming increasingly important in the call centre context. They act as a contact point
between the customer and the company. Call centre agents should have certain competencies to perform their duties
sufficiently. Identifying competencies, required to be effective agents, will ease the task of training and recruitment.
Due to the interrelatedness of the call centre agent, the management of a call centre and customers, all relevant role
players’ perceptions were taken into account. By using qualitative analysis to analyse the data, various competencies
needed to function effectively in a call centre were identified.

OPSOMMING
Oproepsentrumagente word toenemend belangriker in die oproepsentrumkonteks. Hulle tree op as die kontakpunt
tussen die kliënt en die maatskappy. Oproepsentrumagente behoort oor sekere bevoegdhede te beskik ten einde hulle
take bevredigend te verrig. Die identifisering van bevoegdhede nodig om doeltreffend as agente te funksioneer, sal
die taak van opleiding en werwing vergemaklik. Vanweë die interverwantskap tussen oproepsentrumagente, bestuur
van ’n oproepsentrum en kliënte, is alle betrokke rolspelers se persepsies in aanmerking geneem. Die data is
kwalitatief ontleed en verskeie bevoegdhede is geïdentifiseer wat nodig is vir agente om doeltreffend in ’n
oproepsentrum te funksioneer.

Keywords: effective call centre agent, competencies of call of the individual agents within the call centre (Burns, 1995).
centre agents, call centre, customer satisfaction. When customers are delighted with the performance of the
call centre agent, they will, as a result, continue their relation
A call centre is an operation, consisting of as little as three with the given organisation, which in turn impacts on
people, which conducts business telephonically (Rademeyer, business competitiveness (Stauss & Mang, 1999). Call centre
1995). Dawson (1997) says “a call centre is a physical location agents act as a contact point between the customer and the
where calls are placed, or received, in high volume for the company, and can therefore be regarded as the “source of
purpose of sales, marketing, customer service, telemarketing, differentiation” (Burgers et al., 2000, p.2). As a result,
technical support or other specialised business activity” (p.1). effective call centre agents can create a competitive advantage
Over the past few years, the call centre-concept has experienced (Stauss & Mang, 1999).
rapid growth. Houlihan (2001) states that “the call centre
processes are increasingly emerging in more specialist areas such In order for call centre agents to create this competitive
as legal advice, psychological support, recruitment, market advantage, they need to be competent. Kravetz (1997, p.23) states
research and public sector communications" (p.1). Call centres that “having the right person in the right position at the right
are thus becoming increasingly important, both as an interaction time is critical to organisation success”, as these personal
channel as well as an important source of customer-related competencies will result in behavioural success, which is the
information. As call centres reach new levels of importance for desired outcome. To ensure that individuals fit the required
customer relationship management, call centre agents become profile, it is essential to identify the key competencies and
increasingly central within the link between companies and characteristics necessary for success within a particular position
customers (Burgers, De Ruyter, Keen & Streukens, 2000; at a particular point in time (Kravetz, 1997). A study of women's
Grobbelaar, Roodt & Venter, 2004; Houlihan, 2001). employment in European call centres indicated that “feminine”
social skills, such as communication and interpersonal skills, are
Two types of call centres exist namely an inbound and an considered central to an effective call centre agent (Belt,
outbound call centre. Inbound call centres refer to centres Richardson & Webster, 2002).
where the customer phones the call centre whereas outbound
call centres require that the call centre agent phones the client Key elements of competencies include “skills, capabilities,
(Rademeyer, 1995). Inbound call centres handle customer knowledge, learning, coordination, organization and
service in general by solving problems, handling queries or relationships” (Sanchez, 2004, p.519). Core competencies could
answering questions about products or services. The outbound then refer to either the assets within a person, the repeatable
call centre can be divided into sales and research outbound call pattern of actions in applying the assets, as well as the skills
centres. The sales outbound call centre deals with the selling of embedded in individuals or teams that result in successful
products and/or services, whereas the research outbound call outcomes (Sanchez, 2004). Core competencies do not
centre gathers information regarding customer satisfaction, deteriorate over time, but are enhanced if they are applied and
consumer behaviour or perceptions regarding products or shared (Prahalad & Hamel, 1990).
services. This research focuses specifically on the research
outbound call centre. The aim of this article is to identif y effective agents’
competencies (personal attributes as well as skills), through
The perceptions of customers regarding the quality of service customers’ and management’s perceptions. These identified
provided by the call centre are dependent on the performance competencies can be used in appointing call centre agents or
when training agents that are lacking the necessary skills.
Requests for copies should be addressed to: V Roos, [email protected]

41
42 WHITE, ROOS

RESEARCH DESIGN to 5000 interviews per day. The function of the centre is to
conduct research by means of telephonic interviews. The aim
Research approach of the interviews is to determine amongst other things
Qualitative research methodology is an appropriate approach to customers’ satisfaction and consumer behaviour, to gather
address the different, interrelated processes of a call centre valuable product information and to perform internal culture
(Bryman, 1988; Miles & Huberman, 1994; Ruben, 1983; Senge, and climate studies. The agents call the customers, ask
1990; Strauss & Corbin, 1998). Focus groups and telephonic questions and record their answers. As the call centre under
interviewing were used to obtain data. discussion does not contact their own customers, but rather
their clients’ customers whom they call participants, the call
The data obtained using the above-mentioned methods, were centre agents play a very important role in customer
verified. Verification serves the trustworthiness of the study satisfaction as customers associate the research call centre
(Guba in Creswell, 1997). The steps that were incorporated to agent with the organisation the research is being done for. The
verify the study are included in Table 1. research organisation’s customers’ customers thus also become
the research organisation’s customers.
TABLE 1
STEPS TO VERIFY THE STUDY Participants
Different types of sampling were used to select participants for
Verify the results In this study two methods, namely focus groups and
the different groups. For the management focus group, all six
through triangu- interviews, were used to gather data. According to managers were invited to participate in the management focus
lation (Creswell, Silverman (1993), triangulation can show how group. To select eight call centre agents out of the 30 call
1997; Jordan, Van multiple but different qualitative measures might centre agents in this specific call centre, simple random
Rooyen & Strümpfer, simultaneously be true. Results were further verified sampling was used (Babbie, 1989; Neuman, 1997; McBurney,
Neuman, 1997. by comparing results with previous research done
regarding service representatives in general. 1994). The ten customers were selected by using simple random
sampling. Ten customers were interviewed telephonically for
Competent insider At the time that the research was conducted, the the purpose of this study. The ages of the customers varied
performance researcher was a ‘research specialist’. This, amongst between 20 and 45. Five of the participants were female and
(Neuman, 1997) other, entailed dealing with the call centre agents and five were male. All the customers have completed high school
management on a daily basis. The research specialist
had to programme the telephonic questionnaire into
or a higher qualification. Each customer in the database of the
a programme called Ronin in order for the agent to call centre who had been contacted within the previous month
read the script to the respondent electronically. The was numbered. These customers were selected because the
researcher had very close contact with the call centre interview was still fresh in their memories and they could give
agents, giving briefings and getting feedback from valuable responses to the questions. Again after numbering all
them with regards to questionnaire design or general
complaints. Due to the researcher being a part of the
the elements in the sampling frame, a random number table
organisation, it was possible to interact effectively as a was used to decide which elements to select (Babbie, 1989;
member and build trust with agent, management and Neuman, 1997; McBurney, 1994).
customer groups. The researcher took a reflective
position in this qualitative study. To ensure that the participants’ rights were protected during
the research process the guidelines proposed by Neuman
Doing member The results were conveyed to call centre agents and
checking (Creswell, management who then judged the adequacy of the
(1997) were followed. Each participant was given a brief
1997; Neuman, competencies identified. The participants recognised description of the purpose and procedure of the research. The
1997) and understood the researcher’s description as customers were informed of the expected duration of the
reflecting their call centre. telephonic interview. All participants were guaranteed
anonymity and all the records were treated as confidential.
Providing a rich, The researcher described the participating participants
Neuman’s (1997) suggestion that a summary of the findings
hick description in detail. This rich description of the participants will
(Creswell, 1997; Miles allow the information to be transferred to other should be presented was followed and a presentation about
& Huberman, 1994) settings because of shared characteristics. the findings were made to the call centre management and
agents to verif y the results (refer to table 1). The call centre
Keeping a register Notes of relevant events and the state of affairs were agents and management then judged the adequacy of the
of data (Miles & made and regularly studied while analysing the data. identified competencies.
Huberman, 1994)

Providing a detailed A detailed description of how the project was Procedure

description of the conducted was provided. This involved a precise Focus groups, which allow for the explicit use of group
process (Miles & description of the selected subjects, the concepts used, interaction to produce data and insights that would be less
Huberman, 1994; theoretical ideas and research methods. Neuman
accessible without the interaction found in a group (Morgan,
Neuman, 1997). (1997) refers to this as the natural history of the
project. Outsiders reading the study can see and 1990; Ward, Bertrand & Brown, 1991), were used to access data
follow the researchers’ actions exactly. from call centre agents as well as the management of a call
centre. Computer-assisted telephonic interviewing (CATI), which
Auditing for future The research report was sufficiently detailed for a involves the making of a call to a participant, asking the
researchers (Jordan, secondary researcher to arrive at similar conclusions participant open-ended questions and recording the answers
Van Rooyen & by using the original data.
Strumper, 2002; Miles
(Neuman, 1997), was used to obtain information from the
& Huberman, 1994). customers that have been served previously by a call centre
agent. The questions that the interviewer ask are carefully
The mechanisation Another measure to verify the data was to use tape worded and arranged in order to have the same sequence and
of registration recordings, which were transcribed, in order to ensure same wording for each participant (Patton, 1990).
(Neuman, 1997) correct reporting of results.
Two focus groups were conducted. One group was conducted
with call centre agents and the other with management. These
Context of research groups were not combined for fear of restricting responses;
The call centre used in this specific study was established in where call centre agents might hold back in front of
1994 as a one-woman operation at home and has now grown to management or where management might not want to reveal
include a staff of 72 people. There are 30 permanent call centre certain issues in front of their staff. The first focus group
agents and five temporary agents. Computer Aided Telephone consisted of eight call centre agents between the ages of 22 and
Interviews (CATI) is the nerve of the company and process up
 CORE COMPETENCIES OF CALL CENTRE AGENT 43

32. Four of the participants are male and four female. All eight TABLE 2
have completed school or have a higher education. The focus ILLUSTRATION OF DATA ANALYSIS
group of the participants from management consisted of six
participants between the ages of 20 and 45. Five of the six
Response Open coding
participants were female. All six have completed school, and
five have a diploma. Moderator introduction

The main question to start the focus group was: "What do To start off with I want to know what you
you think are important competencies to be an ideal call like about being a call centre agent. What
centre agent?" about being a call centre agent makes
you tick?
Ten customers were recruited from the call centre’s database
Participant A: I would say it is talking to
Talking
to partake in this interview. The interview lasted approximately different people about the same thing and
To different people
15 minutes. getting different opinions. Talking to these
Getting different
different people develops you as a person. opinions
Analysis of the data Because people may say to you whatever
Not allowed to say how
they want, but you are not allowed to say you feel
The telephonic interviews and focus groups were tape- how you feel, because you must stick to
Certain way you talk
recorded with the participants' permission and afterwards your script. There is a way they talk to you to them
transcribed verbatim. The transcribed interviews and focus and a way you must talk to them.
groups were read and reread until a sense of totality was
obtained. The idea was to conceptualise the data in order to And that is what you like about your job?
Talking to these different people and
make sense of it (Neuman, 1997). The data analysis comprised
getting different responses to the same
search for patterns in data. The categorising of the data question?
allowed the researcher to make comparisons more effectively
and lays the basis for making new connections between Participant A: Yes, talking to different people
Talking to different
different bits of data (Dey, 1993). Creswell (1997) states that and improving in this way your people
analysing qualitative data is a process of moving in analytic communication skills.
Improving
communication skills
circles rather than a fixed linear approach. Data were analysed
until data saturation was achieved. Consequently in this study Participant A: What I also like is that you
Do not bow down
discussions were held until no more information was needed shouldn’t bow down, tell what you want –
Respect
(Creswell, 1997; Jordan, Van Rooyen & Strumpher, 2002; but at the same time with respect and being
Tact
Neuman, 1997). Common features promoted by several tactful. And the day when you get home as an
Speaking to different
agent, you must feel; Wow! Can you believe people
authors (Berg, 1998; Creswell, 1997; Miles & Huberman, 1994; I did this and who says I can’t speak to
Speaking to people of
Neuman, 1997; Strauss & Corbin, 1998) were used as guide for anyone? At the end of the day you speak to different status
the content analysis of the data. The data were analysed in the so many different people, from a student at
following three steps. the university to a managing director of a
big company. This makes me feel some sort
In this first step, themes were located and initial codes were of satisfaction.
assigned to organise the data into categories (Creswell, 1997;
Neuman, 1997). The second step involved the initial broad
themes or statements compiled in step one. All these broad TABLE 3
themes (sub-themes) were grouped together as main themes. ILLUSTRATION OF INTERCONNECTION OF BROAD CATEGORY
Strauss and Corbin (1998) state that the purpose of axial
coding is to group the data that were fractured during open COMMUNICATION: VERBAL
coding. The focus of this step was on the categories assigned COMMUNICATION
in step one and not on the data; and the aim was to review
and examine these initial categories (Neuman, 1997). In this AGENTS MANAGEMENT CUSTOMERS
step the researcher explored causal conditions, asked about

Agents enjoy
Communicating with
Communicating
causes and consequences, conditions and interactions, communicating with different customers effectively with
strategies and processes (Creswell, 1997; Neuman, 1997). Also, different people customers
during axial coding, the researcher interconnected the from different walks
categories by looking for categories or concepts that cluster of life
together. In the final step, the different categories identified
Communicating
Having a good voice
Bringing forth a
in axial coding were integrated and refined (Creswell, effectively and being articulate message
1997; Strauss & Corbin, 1998). The previous categories
Communicating in
Speaking clearly
Speaking clearly
were examined to make comparisons and contrasts after a good voice
data collection was complete. Neuman (1997) refers to this

Being outspoken
Building rapport
Being outspoken
as selective coding. The different groups from which the
with customers
data have been obtained (agents, customers and manage- through verbal
ment) were used as multiple indicators to inform the communication
research objective.

RESULTS DISCUSSION
The three steps that have been described are illustrated below. It A discussion of the skills and attributes that have been identified
only serves as an example of the process of analysis. in the research follows next.

The process open and axial coding is illustrated in tables 2 Communication

and 3. This is only one identified attribute, namely It is clear that all three groups think an effective call centre agent
communication. All identified attributes were analysed in a should have the skills to communicate effectively, both verbally
similar manner. The general aim of this step is to interconnect and non-verbally. The importance of communication for a call
the broad categories identified in the open coding. centre agent is emphasised in literature and from the results
44 WHITE, ROOS

presented in this study. Vetere and Gale (1987) state that within centre agent to focus on the customer as a whole and also to keep
a system all processes depend upon a flow of information from detail such as the context of the customer in mind (Senge, 1990).
and to the call centre agent in the form of instructions or
constraints. Ruben (1983) adds that communication is the most The literature explains being attentive as having a concern for
basic life process and is the process of transforming information accuracy and quality (Competencies on target, 2001), correctly
in order to adapt to the environment. It seems as if effective completing work, monitoring and checking work (Freeman &
communication is also regarded as an important competency in Rusnell, 2000); and finally delivering on promises dependently
other service environments as indicated by Grobbelaar et al. and accurately (Bennington, Cummane & Conn, 2000; Spencer
(2004) in a financial institution. & Spencer, 1993).

The literature reported that an ideal call centre agent should The results of this research assert that attentiveness is the ability
have the skills to effectively convey ideas and information to correctly capture relevant responses; the ability to gather
(Barnhart, 2000) and should be able to understand customers accurate and detailed information; the ability to raise accurate
and be able to apply effective questioning techniques (Freeman points and the ability to be thorough and detail-focused.
& Rusnell, 2000).
Understanding
The results explained the competency communication further Whilst the literature uses the word empathy (Parasuraman,
by noting that communication skills include the ability to Zeithaml & Berry, 1988), the results found this competency
communicate with different people in a professional way better described as understanding. From the literature and the
without personal feelings influencing the process. Effective results, being understanding includes understanding the
verbal communication includes the ability to communicate with customers' predicament and making an effort to understand
people from different walks of life, the ability to build rapport the customers' specific needs. Providing the customer with
with the customer, the ability to provoke an interest in the caring, individualised attention also forms part of being
research from the customer and in so doing, induce and understanding. The literat ure states that understanding
maintain a reaction from the customer. Communicating includes what the customers are feeling and what their
effectively also includes more general aspects such as being motives and concerns are (Boshoff & Allen, 2000; Spencer &
outspoken, having a good voice and speaking clearly. Spencer, 1993).

Although the literature (Barnhart, 2000; Boshoff, 1999) states An ability to understand includes having a balance between
that service representatives should also be able to communicate being neutral and getting involved; and being considerate to
effectively through written communication, no reference was the customers' situation by, for example, phoning back at a
made of this in the particular study. The conclusion is thus that later, more convenient time. Although agents are pressed for a
in this particular call centre under study, written certain number of interviews, they should at all times be
communication is not a competency required to be an effective understanding and give customers the opportunity to finish
call centre agent as they only capture responses by typing their complaint regardless of its relevance. Understanding
exactly what the participant is saying and do not have to do any agents should remain professional at all times and not let
formal writing. personal opinions and beliefs influence their understanding of
the customers' situation.
Communication also includes non-verbal communication,
which includes hesitations, shifts in tempo of speech, overtones Attitude
of voice and so on, that the customer can hear over the phone. A call centre agent’s attitude will influence the customers'
Customers want the communication to take place in a attit ude. For example, if the call centre agent has a
conversational tone. Bateson (1972) believes that non-verbal friendly attitude, it will pull for an even friendlier response
communication is more important than verbal communication from the customer. For this reason it is important that a
as this provides the customer with the underlying message that call centre agent has the correct attitude. The literature
agents do not want to convey through verbal communication, and results state that a call centre agent (or service
such as that they are upset (faster tempo); tired (a yawn) or representative) should be friendly, considerate, self-
unsure (hesitation). motivated, professional, helpful and pleasant (Boshoff, 1999;
Career Services, 2001; Lorimer, 1999).
Listening
The ability and desire to listen actively, is an important Call centre agents should remain positive and energetic
competency for an effective call centre agent (Barnhart, 2000; throughout the day; have a good sense of humour and go out
Grobbelaar et al., 2004). Listening skills also include the ability of their way to help the customer and answer any questions or
to respond to the statements and comments of others; to use solve any problems the customer has. Ideal call centre agents
reflective responses and clarif ying questions to assure the will be polite and patient by being willing to repeat questions,
other person that they have been heard and the ability to explain confusing questions in the questionnaire, answer the
remember notable points covered by the customer (Barnhart, customers’ questions and give customers the opportunity to
2000; Charos, 1999; Competencies on target, 2001). When state their case. Customers should always be treated with
agents do not listen to the feedback from the customer, respect, even when they are abusive. In such cases, the
mistakes may become greater as agents do not take action interview should be ended with tact. The approach towards a
based on the feedback (Ruben, 1983). customer is very important. If the approach is wrong or the
introduction does not create an interest, then the interview is
The following competencies were not identified in the likely to fail.
literature, but became evident from the results of this research:
the ability to listen without being distracted by surroundings Consistency
or personal matters, sounding interested in everything No evidence of this competency was found in the literature. A
customers have to say and the ability to correctly capture call centre agent should be consistent throughout the day.
everything the customer says. Being consistent includes having a positive attitude
throughout the day and not letting personal matters influence
Attentiveness interaction with the customer. Furthermore consistency
A critical competency of an effective call centre agent was found includes maintaining a balance between being impartial and
to being attentive. Being attentive and detail-focused is an getting emotionally involved. It means that the agent treats all
important concept in systems thinking as it allows the call customers in the same way.
 CORE COMPETENCIES OF CALL CENTRE AGENT 45

Confidence exchange can take place in the form of communication. Ford and
Again no evidence was found in the literature regarding this Lerner (1992) believe that meanings can be communicated if
competency. Having confidence will ensure that the customers different individuals have the same linguistic images linked to
accommodate agents by participating in the interview. similar abstract representations. Understanding each other's
Confidence also assists agents to deal with rude customers. A language will activate one another's abstract and imagistic
confident agent is brief and to the point. representations.

The results confirm the literature by saying having confidence Although the literature makes no reference to language in
will put the agent in charge of the interview. The call centre particular, the importance of language in a call centre setting is
agent has the power to decide whether to continue with the evident. Customers prefer to conduct the interview in their
interview or not. When customers become abusive, agents can language of choice.
end the interview. Agents should not let the customer talk about
irrelevant matters, but should remain in control of the interview Stress tolerance
in a professional manner. Stress causes a variable to take on a value close to the higher or
lower level of the next variable, resulting in a lack of flexibility.
Knowledge To ensure flexibility in the call centre, it is important to keep
An effective call centre agent should be knowledgeable. Senge stress levels as low as possible. The call centre environment is
(1990, p.283) feels that this knowledge should not be a stressful environment in which agents must deal with rude,
"compartmentalised", as compartments creates a false sense of demanding, or distraught customers, face crises, work with
confidence. The literature specifically emphasises product or new and complicated technology and constantly monitor each
service knowledge (Grobbelaar et al., 2004). This involves the call (Peter, 2001). Contributors to stress also include pressure
benefits, usage and features of the product or service (Career from management, who expect a certain number of calls in a
Services, 2001; Freeman & Rusnell, 2000). Agents should be able certain time frame. Working in a team and contributing to the
to acquire and then apply knowledge quickly. team effort can also cause stress if your performance is lower
than the other agents' performance. Being stress tolerant is the
The results verify product knowledge as being essential, but add ability to perform under conditions where pressure, resistance
that a call centre agent should also be knowledgeable regarding or opposition makes completing the work difficult
the research, the company, research methods and the (Competencies on target, 2001). Being stress tolerant is the
terminology of the research project. The results show that the ability to remain productive in times of crisis or critical events
agent should have adequate knowledge in order to answer all the (Barnhart, 2000).
customers' questions, whether these concern products, services,
the company itself or the research. Goal-orientation
Although the literature does not refer to the importance of being
Speed goal-driven, the importance of this competency becomes
The literature notes that, although customers require accuracy apparent in the results. Call centre agents should be goal-driven
and detail, they still want their requests to be solved in a timely in order to reach targets set by management.
manner (Boshoff, 1999; Jones & Jaebeom, 1997). From the results
it is evident that acquiring all the identified competencies, for Proactive problem solving
example confidence, knowledge and basic telephone manner, Senge (1990) states that being proactive means being in
will contribute to a speedy interview. Agents suggest that better charge of your future. Proactiveness comes from "seeing how
typing skills would lead to a faster interview. we contribute to our own problems" (Senge, 1990, p.21). In
the literat ure, problem-solving skills are explained as
Unpredictability as a challenge representing an analytical thinking process in order to solve
In the literature no mention is made of the unpredictability of problems. This is reflected in call centre agents’ ability to
the call centre. The results, however, repeatedly indicate that the gather information and select the best possible solution.
call centre is an unpredictable setting accompanied by various Problem-solving skills include practical intelligence,
challenges. Agents feel that studying questionnaires, having reasoning, planning skills and creative thinking (Barnhart,
briefing sessions and dealing with similar difficult situations 2000; Competencies on target, 2001; Freeman & Rusnell,
will assist in making the call centre a more predictable setting. 2000; Spencer & Spencer, 1993).
According to Levine and Fitzgerald (1992), as the call centre as a
system develops, its dynamic structure emerges as a results of The results contribute by saying that customers sometimes
feedback processes. Call centre agents should find adapting to require information a call centre agent is not supplied with. The
the demands of the feedback a challenge. call centre agent must have initiative, be a quick thinker, and
provide the customer with this information.
Flexibility
In the literature, flexibility is defined as the ability and Teamwork
willingness to change, keep an open mind, implement new The literature highlights the importance of collaboration,
approaches, maintain objectivity, be resilient and manage the work relationships and the ability to work in a team.
process of change (Grobbelaar et al., 2004). Flexibility also Teamwork implies working cooperatively with others, which
includes the ability to conform to procedures and adapt to requires interpersonal skills (Spencer & Spencer, 1993). The
certain processes (Spencer & Spencer, 1993). The results necessity of an ideal call centre agent being able to work
confirm this and contribute by saying agents should be flexible independently and also in a team became evident in this
in order to deal with customers from various walks of life and study. Poor work performance will influence the entire
adapt to their specific needs. Agents should not compromise teams' performance. Management should train agents to work
professionalism in any situation, but still be flexible and adapt in a team or should aim to recruit team players who are also
to the requirements of the situation. Flexibility and able to work individually.
adaptability should therefore be qualities to consider when
recruiting new agents. Basic telephone and technology skills
The literature states that all call centre agents must have the
Language ability to apply computer or telephone technology. Other
The existence, functioning and development of the call centre basic skills include typing skills and retrieving information
agent, requires continual exchanges with different contexts. This from the database (Career Services, 2001; Competencies on
46 WHITE, ROOS

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