How did they all measure employee satisfaction? Productivity, Quality Assurance, attrition and surveys. These are four helpful numbers, of course. Productivity can be a useful real-time indicator for an agent’s motivations. Quality scores can definitely uncover an agent’s attitude, positive or otherwise.
Attrition, however, lives and breathes in call centers for thousands of unchecked reasons. And surveys are often skewed by those pushing participation.

In reality, numbers that can discover true employee satisfaction are right beneath your feet. These three metrics can help you discover the real truth behind an agent’s happiness.

1. Individual Average Handle Time by day of the week: People are creatures of habit. Eventually, everyone finds their routine and adjusts their lives accordingly. Despite trainings that recommend “leaving baggage at the door,” agents often let life problems impact their work. Negative trends on Tuesdays might indicate personal problems the agent is still enduring. A simple “What’s happening at home on Tuesdays?” might be the difference between a nurturing workplace and a Corrective Action that becomes the agent’s last straw.
(Quick tip: Make sure you factor in forecasting. If you’re expecting an uptick in calls, measure percentages to calls, rather than straight AHT.)

2. Floor-wide break overages: Agents don’t differentiate between satisfaction on the floor and satisfaction on the job. Clamp down on this, of course, but recognize this is a silent message your employees are sending. This demonstrates how much agents don’t enjoy their work, minute by stolen minute.

3. Team-by-team rankings: People don’t quit companies; they quit supervisors. You already rank teams through rivalry--conversion, coins, contests, or other competitive marker. You already correct low-performing supervisors based on their numbers. Extrapolate those same numbers to look for individual trends. Then, listen to calls and ask: Are consistent low performers on Team X showing any signs of personal growth? Is a high performer’s recent downturn more than just a statistical outlier? Does anybody on that particular squad show signs of life?

From there, interview tenured, discreet agents. Discover whether or not their team works for a productive sup, or whether they swim in a toxic environment. You probably have no problem correcting supervisors, but from what you learn from trusted employees, you might be correcting them for the wrong reasons.
Numbers don’t lie, but they often deceive. Conventional numbers can often lead lesser Operations Managers to rely on basic math to handle what they perceive as basic problems. In reality, complex human challenges like drivers of attrition require deeper metrics to discover pinpointed solutions.