“Temp to Perm” is typically associated with hiring staff on a temporary basis with the possibility of them being considered for a permanent position. That is not what this article is about. I have come upon a much more sinister Temp to Perm plot!

That plot is to be found in the organizational models, process disciplines, and technology use and deployment in many business models today … and definitely in Contact Centers. This Temp to Perm plot goes by many other names not related to employees, like “work arounds,” “back lines,” and “for now.” You get the picture.

These Temp to Perm situations are dangerous in a multitude of ways. First, whatever the actual problem is gets set aside in favor of a “temporary” solution. Take the case of the UNDERSTAFFED Healthcare Contact Center that has decided to “temporarily” send calls to voice mail after some fabricated threshold has been identified. Or what about the option for a caller to escape the queue and leave a voice mail? At first, the reports may look better – mostly to the untrained eye – because no one looks at the message handling. How many messages were left? How many call back attempts did it take to actually “reach” the caller? Had the caller already returned the call? And how many calls were NEVER returned? When management crafts a temporary solution such as this it is UNLIKELY to be accompanied by any analysis whatsoever. It just is … until it isn’t!

This type of “temporary” situation morphs into a permanent one; until it really blows up, the “temp design” is not reconsidered. Let’s face it. The solution makes the situation LOOK better. Calls are exiting the queue (soothing intra-day headaches) and they look “handled” on the reports. (Realistically, few people in these situations actually use the reports anyway.) Everything looks fine until major complaints start to reach the executive level and all hell breaks loose. This is sadly the most common time that these temporary fixes are permanently removed.

How about the infamous “back line” number? This is a special unpublished number that rings on a bunch of phones to assure a particular call type gets answered. It is particularly prevalent in Healthcare settings. The number is set up “temporarily” so the physician can get through to the office because the main number is impossible! Well, let’s NOT fix that problem. Let’s find a workaround to meet the demand from the physicians. So the “back line” number becomes a reality – a priority access for those “allowed” to use it. Then the “back line” number is given to others with a compelling need – on a temporary basis – until the operation is properly staffed which is unlikely to happen as long as the temporary solution keeps complaints at bay. These situations tend to cause chaos in medical practices (and other businesses adopting such plans). Calls are coming in all over the place to folks that live with constant interruptions; they emerge from all manner of temporary fixes!

Now what about post-it notes? Generally speaking, if you visit a Contact Center where each cubicle has a post-it note exhibit, there is an information access issue. These “notes” are generally considered a temporary solution to a bigger problem around training and information management. Let’s face it … if we’re being honest … these little reminders often become the permanent solution to job aids and information management. They only masquerade as temporary. Leadership just hopes all your little notes are accurate! Solving the information management problem in today’s Contact Centers is critical to succeeding on a more permanent basis. Making the case and getting the budget is a challenge, but not as big as what is brewing in your Center if you lack a plan to move towards a permanent solution.

That’s the difference really. Permanent solutions are prepared thoughtfully, evaluated continuously for effectiveness, and refined to meet business objectives. Post-it note exhibits have none of these attributes.

Then there are the “for now” temporary situations. Take mandatory overtime … for now. Six months later it remains. And what about NO overtime (regardless of the demand), NO breaks, ONLY half hour lunches, NO Monday’s off, NO team meetings, NO quality coaching sessions (etc.) … for now? The list goes on and on! Far too often, things that start out as temporary become permanent by default rather than by design.

One of the biggest challenges of temporary situations is that few of them are scalable. So if you work for an organization that is growing, these temporary fixes will become constraints to that growth. If you are a leader of such an environment you may find yourself ousted when the scalability issue yields a very expensive permanent fix! After all, if your operation has a collection of Temp to Perm processes it might be a good idea to identify which of these will hinder growth and get to work on fixing them before the light of day shines its light.

We also have challenges when it comes to Temp to Perm technology situations. One that makes me completely crazy is when I hear a vendor (often on the telecom side) propose that the new system be installed “temporarily” utilizing a “like for like” implementation approach. This means mapping over EXACTLY what the current system configuration is and potentially making changes post cutover. But guess what happens? Oh, big surprise … the vendor abandons the notion of post cut-over changes by either convincing the customer they can do it themselves or wanting to charge an arm and a leg for it! When you invest in new technology infrastructure DO NOT FALL for this approach, especially when it comes to the Contact Center. The Contact Center ought to be given the opportunity to use new technology to solve old problems.

If a vendor wants to sell you their product make sure they intend to actually do some pre -installation work. “Like for like” grants the vendor permission not to explore efficiency and effectiveness gains. Do not fall for this trap! It is definitely in the Temp to Perm category!! I could cite many more examples, but you get the idea.

I know I started by saying that this article was not about the classic view of Temp to Perm in Contact Centers … when employers use a third party to provide staff on a temporary or Temp to Perm basis. These arrangements represent the most accurate use of the term. While they don’t always appear “fair” or equitable, they are generally pretty clear. But here is the Temp to Perm situation that gets me … when people accept a frontline job but in their mind it is only temporary. Many folks in Contact Centers view the job as a temporary “stint.” I’m sure you’ve heard the story: “I’m only going to do this Contact Center job until I get a real (or better) job.” This is a big problem at the front line. But don’t be fooled; it is also a problem at the management level.

Many organizations have ineffective recruiting strategies for hiring Contact Center leaders. They accept people who may not be qualified; someone “knows” them or they work in the same or very similar industry. Bingo, they’re hired! I have seen senior levels positions filled after interviewing a SINGLE candidate! C’mon, these are the folks that you think you are hiring permanently. But they actually see themselves as temporary, “until something better comes along.” The company invests in these folks and expects a totally “in” leader. What they get is a dissatisfied individual who is more in the business of finding the next opportunity than doing their job or bringing their “A” game.

Here’s a hint … if you find yourself in a role that you are treating as temporary, you may very well be holding back your talent! DON’T do it! Talent is not like a fine wine that ages gracefully, matures slowly, and becomes a better product by being left alone in a climate controlled environment. No, talent that goes unused or is under-used atrophies like an unused muscle. If you deny the use of your talents for any reason you are the true loser. And if in your mind you recognize that you are in a temporary position, MOVE ON. In not doing so you will damage your own personal brand and peace of mind. And times passes quickly. Before you know it you have four or five years in the job you considered to be “temporary.” Well, it is now starting to look permanent and what a shame not to take full advantage of every opportunity.

So, take a look around your operation. Do you see any temporary fixes that should be “aging out” of that status? Why not do something about it? If nothing else, document your operational landscape and determine if in fact there is some low hanging fruit. For larger projects, get in front of making a plan to reduce or eliminate inefficiencies. Determine the expense and level of effort to correct the process and most importantly, link the change to strategic objectives; the Customer Experience; and improved access, growth, and scalability.

Contact Centers are increasingly important at the strategy level. This is a great time to search enthusiastically for ways to improve operational infrastructure, create efficiencies, and enjoy an environment surrounded by PERMANENT processes and people.

“If I had six hours to chop down a tree, I’d spend the first four hours sharpening the axe.” Abraham Lincoln

My Best,

Kathleen