Let’s Talk About Attrition
One of the constant struggles when managing a Customer Support team (whether in-house or outsourced) is attrition. Why is that? What would you think if I told you that you might be creating the issue with the requirements you set for the role?
Most companies, when hiring agents, look for young, ambitious, and motivated individuals with a degree in something. I’ve even seen companies explicitly instruct BPOs not to hire anyone older than 35 years old. When I asked why, the answer was shocking: “If they didn’t make it to a different role by that age, they aren’t good enough.”
Back in 2018, during a summit, I had the privilege of meeting a Senior Director of Customer Support from Google. We chatted about attrition, a challenge they had already solved. How? Stay with me, and I’ll explain in a minute. First, though, let’s go back to basics.
The Real Cost of Attrition
Attrition isn’t just a line item in your metrics. It comes with both direct and indirect costs that can significantly impact your business. Studies show that replacing a single agent can cost up to six months of their salary. These costs include recruitment, onboarding, and training, not to mention the time it takes for new hires to reach full productivity.
Then there are the less visible costs: disruption to team dynamics, loss of institutional knowledge, and the effect on customer satisfaction when experienced agents leave. High attrition creates a vicious cycle of constant turnover and instability, leaving both teams and customers frustrated.
So, why do we face such a challenge in keeping agents on board?
The Skill That Matters Most
A young, ambitious, and motivated person fresh out of college might be eager to start in a customer service role but let’s be honest, they rarely see it as a long-term career. Most want to grow into other fields they’re passionate about or that align with their degree. I’ve done the same, and I imagine many of you reading this started in support roles as your first job, too.
Here’s where Google got it right. They asked themselves a few critical questions:
1. What is the single most important skill an agent needs to excel in this role?
Answer: Care. The ability to genuinely care about others and want to help them. People pleasers, for example, thrive in these roles because they find satisfaction in assisting others.
2. Can a product, system, or process be taught to anyone?
Yes, absolutely.
3. Who would see this job as the best they’ve ever had and want to stay in it long-term, without constantly seeking upward mobility?
Armed with these insights, Google revamped their hiring strategy. They started recruiting people who embodied care, because everything else could be taught. They focused on candidates who worked in supermarkets, cafes, or as caregivers, as well as disabled and elderly individuals.
The Results? A Game-Changer
The results were remarkable. These agents were:
Highly motivated, seeing the role as a dream job.
More likely to stay in the role 3x longer than younger, more “ambitious” hires.
Consistently delivering higher customer satisfaction scores because they genuinely cared about each interaction.
Overcoming Bias in Hiring
One major barrier to reducing attrition is the biases we hold when hiring. For instance, the myth that older candidates or overqualified individuals won’t stay long in the role. Let’s rethink that.
Aging brings maturity and clarity about what one wants from life. Hiring an older candidate often means hiring someone who consciously chooses the role, knowing it aligns with their desired work-life balance and mental health needs. They’re not looking for a stepping stone, they’re looking for stability and fulfillment.
Practical Tips to Reduce Attrition
If you’re ready to tackle attrition, here’s how to start:
1. Rewrite job descriptions to focus on care, empathy, and interpersonal skills rather than degrees or age limits.
2. Use inclusive language that welcomes applicants from diverse backgrounds.
3. Target alternative talent pools, such as retirees, people returning to the workforce, or those with non-traditional career paths.
4. Provide flexibility for remote work, part-time roles, or accommodations for disabled employees.
The Bottom Line
Attrition isn’t just a challenge to solve, it’s a symptom of outdated hiring practices. By focusing on what truly matters, like care and empathy, and by welcoming candidates from all walks of life, you can build a team that’s not only more stable but also more impactful.
Don’t be quick to judge. Give an opportunity to older candidates, caregivers, and those who might not fit the traditional mold. I’m confident they’ll surprise you with their commitment, empathy, and performance.
Let’s stop trying to solve attrition sideways. It’s time to tackle it head-on by addressing what really matters. Success in customer service isn’t just about filling seats, it’s about finding the right people to fill them.
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