Operator Engagement Initiatives
In today’s world of a shrinking workforce, improving employee engagement, which strengthens a company, has become a critical challenge.
We are committed to enhancing each employee’s motivation to contribute and grow together by providing a high-quality employee experience and creating opportunities for communication.
Engagement by 100
To improve engagement and employee satisfaction, we are promoting an initiative called “Engagement by 100,” where we explore and implement measures to enhance employee motivation.
To identify solutions for engagement and employee satisfaction issues common to any contact center, supervisors from across the country gather to pinpoint challenges and share past initiatives.
We plan and implement engagement improvement measures across the entire company based on the new ideas generated.
Phase 1: Workshop Implementation
We held an “Engagement Workshop” to share past successes and failures and brainstorm ideas for future initiatives.
Various opinions and ideas emerged through lively discussions, including immediately applicable success tips and unique initiatives. Many ideas shared five common themes: feeling secure, supporting growth, experiencing change, interacting, and mutual recognition.
Phase 2: Study of specific measures
To develop concrete measures, we categorized engagement levels into three groups.
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Planning measures to further increase engagement from the high-engagement group
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Explore ways to share management expertise across the Company to enhance the daily experience for the low-engagement group.
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Developing a mechanism to establish a company-wide culture of "encouragement" and "job rotation."
In addition to the above three, we have narrowed down the themes based on the opinions and ideas gathered in the first-phase workshop and selected six themes to discuss initiatives for "supervisor engagement."
Phase 2: Six Themes
- High-Performance Certification
- For employees with high engagement and performance, we will consider establishing a company recognition system and award opportunities, such as a "Professional Operator Certification System" or a "CSR (Operator) Version of the General Meeting of Employees."
- Enhance Experience
- To enhance the daily experience of CSRs (operators) including customer interactions and communication with supervisors and colleagues, we will consolidate and formalize successful measures implemented at each center and share them company-wide.
- Instillation of business philosophy / Formation of a culture of encouragement and praise
- Fulfilling the need for recognition and providing a sense of purpose are the first steps toward engagement. We will explore initiatives to create a culture where recognition fosters a positive cycle.
- Facilitation of CSR (operator) job rotation
- We will explore specific mechanisms and approaches to determine what methods and conditions would facilitate smoother transfers for CSRs (operators).
- Bewith Awareness & Relationship Building
- To help employees familiarize themselves with the Company and develop a sense of attachment, we will plan and organize events to promote interaction within locations and across multiple centers.
- Supervisor Engagement
- We will also examine the engagement of supervisors (managers), who play a key role in CSR (operator) engagement.
Phase 3: Status of Initiatives
In Phase 3, supervisors developed and implemented specific initiatives based on the three engagement levels and six themes established in Phase 2. An introduction to our initiatives.
Engagement Surveys and Workshops
To ensure the continuous implementation of new engagement improvement initiatives across the company based on the levels and themes introduced so far, we have established a cycle of 1. Engagement Surveys, 2. Analysis of Survey Results, and 3.Workshops.
- 1. Engagement Surveys
- A survey will be conducted among supervisors and CSRs (operators) working in contact centers.
The CSRs will answer questions on a 3- to 4-point scale, such as "Do you understand the center's policies and goals?" and "Does your supervisor look out for you?"
Additionally, appropriate measures can be implemented by the CSRs indicating which items are considered important or unimportant. - 2. Analysis of Survey Results
- The results of 1. can be reviewed at various levels, such as company-wide, department, or project. We analyze data trends in order to understand how a specific project compares to the company average and other projects.
- 3. Workshops
- Based on the results of 2, a workshop will be held to develop an engagement improvement plan.
The workshop is open to supervisors from all over the country, and participants will be able to share and discuss results with each other.
By analyzing the results, we identify challenges and concerns for each center and key characteristics of individual projects, which enables us to develop and implement action plans to improve engagement.
By repeating the cycle from 1. to 3., we can continuously improve engagement while providing feedback on the action plan.
Themed Policy Measures
The following is a report on the progress of the measures decided in the second phase.
Engagement Success Story Report
We share success stories on how engagement improvements helped resolve challenges such as KPI optimization in daily operations through an internal e-learning tool.
We will clearly and concisely explain the circumstances behind the challenge, the specific project details, and key success factors.
By expanding the know-how accrued at individual centers beyond departments and locations, we support the enhancement of employees' daily experiences company-wide.
Be-PRO Award (operator award), Be-shining PJT (project award)
By recognizing outstanding CSRs (operators) with high-performance and distinctive projects, we aim to enhance engagement and strengthen a sense of unity within the organization.
The CSR (operator) awards (Be-PRO Award) are nominated by supervisors who work closely with the operators on a daily basis. Rather than focusing on numerical values, supervisors are encouraged to freely nominate individuals they genuinely want to recognize and retain at Bewith without rigid criteria.
For the project awards (Be-Shining PJT), the theme is "Bringing Light to Every Project," and no clear criteria exist. Both self-nominations and nominations of other projects are welcomed. For example, a project handling beauty-related customer service received the "Helping Others Being Beautiful Award," while a project celebrating its 10th anniversary was given the "Celebrating 15 Years Together Award." These awards are designed to be fun and heartwarming.
Reasons for the award and comments by the award winners are published in the company newsletter, along with scenes from the award presentation, to share employees' daily efforts and achievements with employees across the country. These awards serve as opportunities for communication and allow employees to tangibly experience their personal growth and project success.
In addition to the existing project-based and location-based awards, Bewith will introduce a CSR recognition initiative as a regular event to be conducted on an ongoing basis.
Be-Grow (supervisor goal-setting and interviews)
We support improved engagement and enhanced communication by setting goals and conducting review meetings that foster the growth of supervisors, who are essential to our Contact Centers.
Bewith has been working for years on supervisor development, including supervisor training, supervisor skill maps, and competencies. With these established, it was decided to implement supervisor goal-setting throughout the Company.
Supervisors' goals will be set and evaluated based on two key aspects: skill maps that expand their scope of work and competencies that enhance their depth of thinking and perspective.
Through this initiative, we create further growth opportunities for supervisors and allow them to reflect on their goals to realize their own growth.
Future Initiatives
We will continue to plan and work on engagement-related initiatives and report on them on this page as needed.