No mundo das empresas \u00e9 voz comum que quando os colaboradores s\u00e3o chamados a partilhar as suas ideias essas mesmas empresas inovam mais e apresentam melhor desempenho. Ali\u00e1s, inclusive muitas s\u00e3o as empresas que promovem programas internos de inova\u00e7\u00e3o, idealizados para facilitar
essa partilha de informa\u00e7\u00e3o e capturar o m\u00e1ximo de valor poss\u00edvel.<\/p>\n\n\n\n
S\u00e3o os operadores os primeiros a identificar os problemas, e as oportunidades de melhorias, a partir dessa linha da frente<\/p><\/blockquote>\n\n\n\n
Nos Contact Centers tamb\u00e9m \u00e9 assim, sendo a import\u00e2ncia e o impacto majorados pois os colaboradores t\u00eam por fun\u00e7\u00e3o principal a intera\u00e7\u00e3o com os Clientes da empresa onde trabalham ou os Clientes da empresa Cliente da sua empresa (outsourcing). E na frente avan\u00e7ada desse relacionamento com os Clientes est\u00e3o os operadores. E naturalmente s\u00e3o os operadores os primeiros a identificar os problemas, e as oportunidades de melhorias, a partir dessa linha da frente. E essa contribui\u00e7\u00e3o dos operadores pode realmente importante na tomada de decis\u00f5es.<\/p>\n\n\n\n
Mas se visitarem opera\u00e7\u00f5es de contact center v\u00e3o ficar surpreendidos com a quantidade de situa\u00e7\u00f5es em que os operadores, em conversa convosco sobre o seu trabalho, diagnosticam problemas e apresentam solu\u00e7\u00f5es. Muitas dessas solu\u00e7\u00f5es s\u00e3o bem simples. E mais surpreendidos ir\u00e3o ficar ao perceber o desconhecimento dessas sugest\u00f5es por parte da gest\u00e3o.<\/p>\n\n\n\n
Ponho liminarmente de parte que tal situa\u00e7\u00e3o se deva aos operadores. De facto, nunca me aconteceu os operadores, quando procurados, n\u00e3o terem nada para dizer. Antes pelo contr\u00e1rio. E nos dias que correm, com a automatiza\u00e7\u00e3o a retirar dos contact centers as atividades transacionais mais simples, o operadores s\u00e3o muito bem preparados, literados tecnologicamente e preocupados e comprometidos com os soft skills.<\/p>\n\n\n\n
Chegamos ent\u00e3o \u00e0 gest\u00e3o (managers, diretores e companhia). \u00c9 um facto, comprov\u00e1vel na maioria dos floors operacionais, que a gest\u00e3o nem sempre escuta e promove as ideias do seus operadores. E para ser ainda mais verdadeiro podemos at\u00e9 constatar que podem, inclusive, desconsiderar
ativamente as preocupa\u00e7\u00f5es e considera\u00e7\u00f5es dos operadores. H\u00e1 muitas vezes um desencorajamento aberto e assumido.<\/p>\n\n\n\nMas ent\u00e3o a gest\u00e3o sabe que dar voz aos operadores pode trazer muito valor para a organiza\u00e7\u00e3o mas mesmo assim n\u00e3o o incentivam?<\/p>\n\n\n\n
O que acontece \u00e9 que a gest\u00e3o muitas vezes est\u00e1 presa na sua pr\u00f3pria forma de trabalhar, envolvida e comprometida com uma s\u00e9rie de processos e m\u00e9tricas da sua actividade e n\u00e3o tem espa\u00e7o para receber de forma ativa os contributos dos seus pr\u00f3prios operadores. E ainda geralmente h\u00e1 muito
imediatismo nos resultados.<\/p>\n\n\n\nMas ent\u00e3o a gest\u00e3o sabe que dar voz aos operadores pode trazer muito valor para a organiza\u00e7\u00e3o mas mesmo assim n\u00e3o o incentivam?<\/p><\/blockquote>\n\n\n\n
Em alguns casos, porque as carreiras em Contact Center s\u00e3o bem vincadas (operador, supervisor,gestor, director) quem acede \u00e0 gest\u00e3o assume um status quo que contribui para o afastamento dos operadores. Depois h\u00e1 ainda a falta de autonomia que a gest\u00e3o muitas vezes tem para resolver as quest\u00f5es identificadas pelos seus pr\u00f3prios operadores. E isso \u00e9, pelo que atr\u00e1s foi descrito, perder a cara junto dos seus operadores.<\/p>\n\n\n\n
Ent\u00e3o a responsabilidade \u00e9 da gest\u00e3o? \u00c9 dificil aceitar que se possa pedir \u00e0 gest\u00e3o que encorage \u00e0 participa\u00e7\u00e3o dos seus operadores e a pr\u00f3pria gest\u00e3o n\u00e3o ter empowerment para os poder resolver. E essa gest\u00e3o pede-se foco nos resultados imediatos que \u00e9 isso que move as opera\u00e7\u00f5es.<\/p>\n\n\n\n
Chegamos ent\u00e3o ao top management: esta muitas vezes passa \u00e0 gest\u00e3o ideias de autonomia nas suas fun\u00e7\u00f5es mas n\u00e3o resiste ao micromanagement. Se um gestor tem dificuldades com a autonomia da sua fun\u00e7\u00e3o e v\u00ea o top management a tomar decis\u00f5es diretas na sua esfera de a\u00e7\u00e3o isso enfraquece a capacidade de recolha sistem\u00e1tica de contributos dos operadores. \u00c9 importante, pois, que exista sim uma cultura organizacional que acolha e promova vis\u00f5es de m\u00e9dio-longo prazo permitindo que os managers possam promover, de forma sustendada e suportada, a criatividade e inova\u00e7\u00e3o nas suas equipas. Deve pois combinar-se uma cultura de empowerment com pr\u00e1ticas e programas de longo prazo. Assim os contributos dos operadores ser\u00e1 constante, motivador e gratificante para todos.<\/p>\n","protected":false},"excerpt":{"rendered":"
No mundo das empresas \u00e9 voz comum que quando os colaboradores s\u00e3o chamados a partilhar as suas ideias essas mesmas empresas inovam mais e apresentam melhor desempenho. Ali\u00e1s, inclusive muitas s\u00e3o as empresas que promovem programas internos de inova\u00e7\u00e3o, idealizados para facilitaressa partilha de informa\u00e7\u00e3o e capturar o m\u00e1ximo de valor poss\u00edvel. S\u00e3o os operadores […]<\/p>\n","protected":false},"author":19,"featured_media":4426,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"ocean_post_layout":"","ocean_both_sidebars_style":"","ocean_both_sidebars_content_width":0,"ocean_both_sidebars_sidebars_width":0,"ocean_sidebar":"0","ocean_second_sidebar":"0","ocean_disable_margins":"enable","ocean_add_body_class":"","ocean_shortcode_before_top_bar":"","ocean_shortcode_after_top_bar":"","ocean_shortcode_before_header":"","ocean_shortcode_after_header":"","ocean_has_shortcode":"","ocean_shortcode_after_title":"","ocean_shortcode_before_footer_widgets":"","ocean_shortcode_after_footer_widgets":"","ocean_shortcode_before_footer_bottom":"","ocean_shortcode_after_footer_bottom":"","ocean_display_top_bar":"default","ocean_display_header":"default","ocean_header_style":"","ocean_center_header_left_menu":"0","ocean_custom_header_template":"0","ocean_custom_logo":0,"ocean_custom_retina_logo":0,"ocean_custom_logo_max_width":0,"ocean_custom_logo_tablet_max_width":0,"ocean_custom_logo_mobile_max_width":0,"ocean_custom_logo_max_height":0,"ocean_custom_logo_tablet_max_height":0,"ocean_custom_logo_mobile_max_height":0,"ocean_header_custom_menu":"0","ocean_menu_typo_font_family":"0","ocean_menu_typo_font_subset":"","ocean_menu_typo_font_size":0,"ocean_menu_typo_font_size_tablet":0,"ocean_menu_typo_font_size_mobile":0,"ocean_menu_typo_font_size_unit":"px","ocean_menu_typo_font_weight":"","ocean_menu_typo_font_weight_tablet":"","ocean_menu_typo_font_weight_mobile":"","ocean_menu_typo_transform":"","ocean_menu_typo_transform_tablet":"","ocean_menu_typo_transform_mobile":"","ocean_menu_typo_line_height":0,"ocean_menu_typo_line_height_tablet":0,"ocean_menu_typo_line_height_mobile":0,"ocean_menu_typo_line_height_unit":"","ocean_menu_typo_spacing":0,"ocean_menu_typo_spacing_tablet":0,"ocean_menu_typo_spacing_mobile":0,"ocean_menu_typo_spacing_unit":"","ocean_menu_link_color":"","ocean_menu_link_color_hover":"","ocean_menu_link_color_active":"","ocean_menu_link_background":"","ocean_menu_link_hover_background":"","ocean_menu_link_active_background":"","ocean_menu_social_links_bg":"","ocean_menu_social_hover_links_bg":"","ocean_menu_social_links_color":"","ocean_menu_social_hover_links_color":"","ocean_disable_title":"default","ocean_disable_heading":"default","ocean_post_title":"","ocean_post_subheading":"","ocean_post_title_style":"","ocean_post_title_background_color":"","ocean_post_title_background":0,"ocean_post_title_bg_image_position":"","ocean_post_title_bg_image_attachment":"","ocean_post_title_bg_image_repeat":"","ocean_post_title_bg_image_size":"","ocean_post_title_height":0,"ocean_post_title_bg_overlay":0.5,"ocean_post_title_bg_overlay_color":"","ocean_disable_breadcrumbs":"default","ocean_breadcrumbs_color":"","ocean_breadcrumbs_separator_color":"","ocean_breadcrumbs_links_color":"","ocean_breadcrumbs_links_hover_color":"","ocean_display_footer_widgets":"default","ocean_display_footer_bottom":"default","ocean_custom_footer_template":"0","ocean_post_oembed":"","ocean_post_self_hosted_media":"","ocean_post_video_embed":"","ocean_link_format":"","ocean_link_format_target":"self","ocean_quote_format":"","ocean_quote_format_link":"post","ocean_gallery_link_images":"off","ocean_gallery_id":[],"footnotes":""},"categories":[71,102],"tags":[],"class_list":["post-4392","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-contact-center-pt-pt","category-ladislau-batalha-pt-pt","entry","has-media"],"acf":[],"yoast_head":"\n
Porque N\u00e3o Escutam os Operadores? | CXBlog<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/cxblog.com\/pt-pt\/porque-nao-escutam-os-operadores\/\" \/>\n<meta property=\"og:locale\" content=\"pt_PT\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Porque N\u00e3o Escutam os Operadores?\" \/>\n<meta property=\"og:description\" content=\"No mundo das empresas \u00e9 voz comum que quando os colaboradores s\u00e3o chamados a partilhar as suas ideias essas mesmas empresas inovam mais e apresentam melhor desempenho. Ali\u00e1s, inclusive muitas s\u00e3o as empresas que promovem programas internos de inova\u00e7\u00e3o, idealizados para facilitaressa partilha de informa\u00e7\u00e3o e capturar o m\u00e1ximo de valor poss\u00edvel. 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He is Senior executive with a 20+ solid international career developed in multinational companies, with significant achievements working in Customer Experience, Customer Relationship Management, Customer Care and Remote Sales (Telemarketing, Websales and Service to Sales). Entrepreneurial, proactive, creative and result-oriented with a long history of success in restructuring initiatives, building customer care support systems and processing optimization, conducted in Europe, the Middle East and South America. Considerable experience working in global and multicultural environments. Significant and relevant experience across several industries: Telecom, Banks, Insurance, Retail, Hospitality and Fintech. Extensive experience driving and implementing selfcare and automation strategies (chat, mail, site, IVR, smartphones) at Etisalat, T-Mobile International, ZON, Vodafone, Nextel and Teleperformance. Several individual and services awards in different categories and countries. 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