Top Strategies for Engaging and Retaining Your Contact Centre Team
What if your contact centre team didn’t just show up to work but showed up engaged—driving better customer outcomes, hitting KPIs, and sticking around for the long term? Engaged employees are integral to high-performing contact centres, being 87% less likely to leave and 20-25% more productive.
In even better news, employee engagement and employee retention go hand-in-hand. For contact centres, focusing on employee engagement can transform team results and stability. Let’s explore how an effective employee engagement strategy can boost both engagement and employee retention through practical approaches.
Key takeaways
Leadership drives employee engagement, retention, and results
Effective leadership creates trust, loyalty, and employee satisfaction while improving business outcomes.
AI reduces complexity and improves engagement
Thoughtful AI adoption enables employees to focus on higher-value work, increasing productivity and well-being.
Feedback cycles sustain engagement strategies
Regular assessment and feedback cycles are critical to engagement success.
Engagement surveys, feedback loops, and performance assessments ensure employee engagement strategies remain relevant and impactful.
What engagement looks like in action
Hopefully, employee engagement isn’t an abstract concept in your organisation. Too often, it’s described with broad, vanilla statements like “happy at work” or “care about what they do.” While the intent is right, generic descriptions fail to translate what true engagement means in practice.
Employee engagement refers to the level of enthusiasm and dedication a worker feels toward their job. In practical terms, employee engagement manifests as employees who are motivated to contribute to the organisation's success, are passionate about their work, and are committed to their organsation's goals and values. This engagement is demonstrated through employees' thoughts, feelings, and actions, as well as the emotional connection they feel towards their organization, their work, and their team.
Here’s how employee engagement might show up in your contact centre:
Proactive problem-solving: Agents reviewing case histories or suggesting process improvements.
This behaviour directly reflects enthusiasm and dedication. Employees motivated to contribute to the organisation's success and passionate about their work are likely to take initiative, such as reviewing case histories or suggesting process improvements.
Strong team dynamics: Colleagues stepping in to assist during busy periods or sharing strategies.
This behaviour highlights the emotional connection and commitment employees feel toward their team and organisation. Engaged employees often support and collaborate with their colleagues, which demonstrates their investment in collective success.
Ownership of results: Teams analysing dashboards and setting actionable goals.
This behaviour shows the alignment of employees' actions with organisational goals. Engaged employees take responsibility for outcomes, analyse data, and set actionable goals, reflecting their commitment and accountability.
These examples show how engagement plays out in day-to-day operations. But the real question is: what are the tangible benefits for your organisation? Let’s explore how engagement drives retention, productivity, and overall success.
Beneficial outcomes of employee engagement
Gallup's research underscores the strong link between employee engagement and retention. Organisations with highly engaged employees report a 59% reduction in turnover, making engagement predictive of enhancing job satisfaction and fostering a positive company culture.
Engaged employees are not only more motivated but also significantly more productive. Gallup’s 2020 meta-analysis of 183,806 business units revealed that organisations with highly engaged teams experience an 18-23% boost in productivity, directly driving improvements in customer satisfaction and sales outcomes.
One of the most valuable outcomes of employee engagement is increased employee retention, which strengthens team stability and reduces turnover costs. Employee retention refers to an organisation's ability to keep its workforce over time, reducing the disruption and costs associated with turnover. Gallup’s research (2016) found that organisations with high employee engagement can reduce turnover by 59%. Considering it costs, on average, 33% of an employee’s salary to replace them—and up to 50% for specialised or highly skilled roles—prioritising engagement as a core component of employee retention strategies is essential.
How engagement improves employee retention and performance
Engagement operates on a psychological level, shaping how employees view their roles and the organisation, making employee engagement important for fostering a motivated and committed workforce. GRIST’s Psychology of Performance Model—Experience, Mindset, Behaviours, and Results—illustrates how targeted engagement efforts improve employee engagement, strengthen employee retention and enhance performance.
Experiences
Employees’ day-to-day experiences form the foundation of engagement. Positive employee experience—featuring meaningful recognition, actionable feedback, and moments of psychological safety—build trust and demonstrates that the organisation values its people.
Example in action: Contact centre managers who adopt a structured leadership operating rhythm, regularly connecting with their teams, setting clear directions, and reinforcing positive behaviours, foster a culture of safety and support. These consistent experiences help employees feel valued, motivating them to stay and grow.
Mindset
Mindset refers to the beliefs, values, and purpose that guide employee behaviours. Positive experiences shape an engaged mindset, where employees are motivated, collaborative, and aligned with organisational goals.
Example in action: When an agent feels appreciated for their contributions, they’re more likely to approach challenges with a proactive attitude—taking ownership of tasks like resolving difficult customer issues or suggesting process improvements.
Behaviours
Engaged mindsets naturally translate into observable behaviours—actions you can see or hear—that reflect proactivity, collaboration, and ownership. These behaviours are the tangible, measurable signs of engagement and directly influence key metrics like employee retention and first call resolution.
Example in Action: As explored earlier, proactive problem-solving may be demonstrated through behaviours like an agent reviewing customer histories before a call to anticipate challenges. Similarly, adaptability might be observed as employees adjusting their approach during peak periods to maintain service levels.
Results
When employees see the tangible results of their efforts—improved metrics, positive customer feedback, or team success—they feel validated. These results create a reinforcing loop, strengthening their emotional connection to their work and the organisation.
Example in action: A team that achieves a measurable boost in customer satisfaction due to proactive problem-solving efforts will feel a greater sense of purpose and commitment to maintaining high performance.
Thinking of engagement in this way provides a clear framework for turning engagement into action. It helps leaders:
Link engagement to measurable outcomes: Connect engagement efforts to retention, productivity, and customer satisfaction.
Move from abstract to actionable: Break down engagement into specific experiences, mindsets, behaviours, and results.
Pinpoint where to act: Identify and address gaps in the engagement cycle.
Sustain improvement: Use the model’s feedback loop to make engagement a lasting part of team performance.
Key drivers of employee engagement
There’s no universal checklist for employee engagement, and that’s what makes it both challenging and fascinating. Specific drivers of engagement vary across industries, organisations, and demographics. However, research consistently identifies themes that influence engagement across workplaces.
At GRIST and YakTrak, we’ve found that while many factors influence engagement, one consistently stands out: leadership. Leadership shapes how employees perceive their value, trust the organisation, and connect with their roles—making it the foundation upon which all other drivers build.
Let’s explore what drives engagement and how they create a productive, high-performing contact centre while improving employee retention.
Leadership
Leadership sets the tone for the employee experience, shaping how teams perceive their value and connect with their roles. Gallup research reveals that managers account for 70% of the variance in employee engagement. According to Qualtrics, 63% of employees trust their senior leaders, but only 56% feel their leaders prioritise well-being over profits. This highlights that competence, integrity, and benevolence (putting employees' well-being first) are critical leadership traits for fostering trust.
Why it matters:
Trust in leadership fosters psychological safety, empowering employees to voice ideas, take risks, and contribute without fear. In contact centres, where team stability is essential, leaders who build trust create a foundation for engagement and retention.
When leadership is done well:
See: Leaders transparently addressing challenges and inviting ideas during team discussions.
Hear: Leaders saying, “Your feedback is important—let’s work together to create a solution.”
See: Leaders following through on commitments, such as delivering resources promised during meetings.
Your vibe attracts your tribe. How you lead shapes how your team feels and acts.
- Patrick Lencioni
Recognition and appreciation
Valuing employee efforts boosts motivation and builds commitment. According to Achievers, companies that frequently recognise employees see a 34% increase in engagement.
Why it matters:
Recognition builds confidence and reinforces positive actions, satisfying employees’ need to feel valued.
Diversity and inclusion
Inclusion isn't just a nice-to-have—it’s a business imperative. Inclusive workplaces foster collaboration, creativity, and trust. According to Qualtrics research, top drivers of inclusion include equitable opportunities, respectful environments, and a culture where employees feel safe to challenge the status quo.
Why it matters:
When employees feel included and valued, they are more engaged, committed, and productive. In contact centres, inclusion strengthens team dynamics, reduces turnover, and creates a positive employee experience.
When inclusion is done well:
See: Leaders ensuring equitable access to training and development opportunities for all employees.
Hear: Leaders saying, “Your perspective is important—what’s your take on this process?”
See: Teams celebrating cultural events or recognising diverse contributions during team meetings.
When recognition is done well:
See: Team members clapping or smiling during recognition moments.
Hear: Leaders saying, “You demonstrated expertise on that call—great job!”
See: Managers using platforms to highlight individual achievements.
Professional development opportunities
Employees with clear growth paths are 3.5x more likely to feel engaged, according to Quantum Workplace. Employee development aligns personal aspirations with organisational goals, deepening loyalty.
Why it matters: Opportunities for growth enhance motivation by tapping into employees’ desire for self-actualisation.
When development is done well:
See: Agents shadowing senior colleagues or attending training sessions.
Hear: Leaders saying, “Your performance suggests you're ready for a leadership role—let’s map out a plan.”
See: Mentors guiding employees through feedback discussions.
Work-life balance
Employees who feel supported in managing personal and professional commitments are 21% more likely to feel engaged, reports Quantum Workplace. Addressing work-life balance is critical to preventing employee burnout and maintaining long-term engagement.
Why it matters: Balance reduces stress, fosters resilience, and satisfies the need for autonomy, enabling employees to stay focused.
When balance is done well:
See: Flexible schedules or agents working remotely on agreed days.
Hear: Leaders saying, “Let’s adjust your shifts to fit your personal needs.”
See: Agents taking mental health days with support from their teams.
Meaningful work
Purpose fuels engagement. Employees who understand how their work contributes to broader goals are 93% more engaged, according to SHRM. Simon Sinek summarises it well: “When people are emotionally invested, they want to contribute.”
Why it matters: Purpose activates intrinsic motivation, driving employees to give their best effort.
When meaningful work is done well
See: Dashboards showing individual contributions to team goals.
Hear: Leaders saying, “Your new process improved our resolution rates—great work!”
See: Agents sharing success stories during team discussions.
AI strengthens engagement by reducing complexity and supporting well-being
AI has the potential to transform contact centres, but its impact goes beyond productivity. Used thoughtfully, AI reduces workplace complexity, enabling employees to focus on higher-value tasks and improving both engagement and well-being.
Why it matters:
Employees deliver their best work when their tasks feels meaningful and manageable. By automating repetitive tasks, AI relieves productivity pressures and allows employees to focus on problem-solving, collaboration, and customer connections—areas that drive job satisfaction and retention.
When AI supports well-being effectively:
See: Leaders using AI tools to streamline workflows and provide employees with clear, actionable insights.
Hear: Employees saying, “This tool made it easier to prioritise tasks and focus on what matters most.”
See: Teams adapting quickly to customer needs using AI-driven feedback and real-time coaching insights.
Autonomy and empowerment
Empowering employees to make decisions fosters ownership and accountability. According to Effectory, 79% of employees with autonomy are engaged, highlighting its critical role in driving initiative.
Why it matters: Autonomy satisfies the need for independence, boosting motivation and job satisfaction.
When autonomy is done well:
See: Agents presenting ideas to improve workflows during meetings.
Hear: Leaders encouraging initiative: “Try it for a week and let’s review.”
See: Teams brainstorming solutions collaboratively without supervision.
Small, intentional actions by leaders are the experiences that start a ripple effect, turning engagement into lasting results. For contact centres, where high turnover rates create instability, empowering employees and building trust are critical steps toward reducing costly disruption.
Retaining top talent through engagement
High employee turnover rates of 30–45% in contact centres are costly, disruptive, and prevent team stability. A robust employee retention strategy can help reduce these challenges. Recruiting, onboarding, and lost productivity can cost up to 33–50% of an employee’s salary per replacement.
Engagement offers a solution to improve employee retention, but it’s not just about quick fixes like pay increases or flexibility. Instead, employee retention strategies that work focus on creating a culture where employees feel valued, connected, and supported in their development.
Younger employees (aged 18–24) are especially responsive to such efforts. While they bring energy and innovation to their roles, Qualtrics reveals they are the least likely to stay with their employers for more than three years. Coaching can play a pivotal role in meeting their expectations for meaningful development and purpose.
As Peter Grist, GRIST’s Managing Director, explains:
“When leadership prioritises great conversations, employees see their roles as more than just jobs—they see futures.”
Coaching as a retention strategy
Focus on small, meaningful actions: Coaching is most effective when leaders focus on actionable, immediate feedback that builds trust and aligns efforts with team goals.
Example: Weekly one-on-one sessions to clarify goals, celebrate wins, and tackle small, immediate challenges. For younger employees, this can reinforce their sense of purpose and belonging.
Strengthen leadership rhythms: Frequent, well-structured coaching touchpoints are more impactful than occasional, lengthy sessions. By strengthening leadership rhythms, leaders create consistent opportunities to build trust, provide guidance, and address challenges in real-time.
Example: A leader providing real-time feedback during team huddles or following a customer interaction. These touchpoints are especially impactful for younger team members seeking guidance and recognition.
3. Deliver quality coaching experiences: High-quality coaching prioritises employee growth and ensures every interaction leaves employees feeling valued and motivated.
Example: Leaders using well-structured coaching sessions to identify employee strengths, discuss career aspirations, and provide actionable professional development plans. For early-career employees, this demonstrates the organisation’s commitment to their growth.
The coaching payoff
A strong coaching culture transforms jobs into careers, strengthening engagement and retention. Employees who feel valued and supported are more likely to stay, develop, and deliver exceptional performance—especially younger employees who thrive on development and connection. Leaders who embed coaching into their routines create a ripple effect, elevating team performance and stability.
Measuring the impact of these efforts ensures coaching drives meaningful, lasting results.
Measuring employee engagement
While this article focuses on practical strategies to drive employee engagement and employee retention, it’s worth briefly acknowledging the importance of measuring employee engagement. Contact centres thrive on metrics, and engagement is no exception. Regular engagement surveys and pulse checks are important employee engagement measures that provide leaders with vital insights into how employees feel about their work, their team, and the organisation as a whole, enabling better alignment with performance management practices. Well-crafted employee engagement survey questions can help pinpoint specific areas for improvement and measure the effectiveness of engagement efforts.
Why it matters
Understanding employee sentiment: Measuring engagement reveals how connected employees feel to their roles and the organisation.
Identifying engagement drivers: Data highlights what’s working well—such as leadership, recognition, or development opportunities—and where gaps may exist.
Tracking change over time: Regular measurements show whether engagement strategies are having the desired impact, providing the foundation for continuous improvement.
But one element that’s often overlooked in engagement strategies is the importance of assessing job performance. While leaders often focus on how employees feel, measuring how they perform in their roles can have a profound impact on engagement and retention.
The connection between performance and engagement
Teresa Amabile’s research highlights that a sense of progress in meaningful work is one of the most powerful motivators. Performance assessments provide employees with the feedback they need to see and celebrate this progress, which builds motivation and connection.
Why this matters in contact centres
Clarity drives focus: Employees perform better and feel more engaged when they clearly understand what’s expected of them and how their efforts are measured.
Progress builds pride: Seeing measurable improvements reinforces employees’ sense of value and commitment to the organisation.
Recognition amplifies impact: Highlighting achievements creates a positive feedback loop, increasing motivation and retention.
For example, acknowledging improvements in call resolution times or recognising proactive problem-solving efforts can have a profound impact on morale and retention—yet these conversations are often overlooked in traditional engagement strategies.
Turning data into insights
While learning to measure employee engagement provides valuable data, it’s only the first step. Data on its own doesn’t create change—it’s how leaders interpret and act on that data to refine their employee engagement efforts that makes the difference. This is where data literacy becomes essential.
When engagement and performance metrics are combined, they offer a powerful view of team dynamics and opportunities for improvement. But without the ability to connect the numbers to real actions, these insights risk being overlooked. Leaders who can translate data into meaningful strategies are the ones who drive lasting improvements in engagement and retention.
Explore more: Learn how creating data-literate contact centre leaders can unlock performance and drive results.
Summary
Contact centres face unique challenges in engagement and retention, from high turnover rates to demanding work environments. This article breaks down the actionable strategies leaders can use to tackle these issues head-on.
At the heart of engagement lies leadership—arguably the most powerful driver of employee satisfaction and loyalty. By thoughtfully implementing engagement strategies, leaders can motivate their teams, reduce turnover, and create meaningful connections that drive long-term success.
The article also explores other critical engagement drivers, including professional growth, meaningful work, and work-life balance. Each is tied to practical examples tailored to contact centres, helping leaders create workplaces where agents don’t just show up—they engage and stay.
Engagement is the bridge between retention and results. In contact centres, where turnover can be high, leaders who thoughtfully use engagement strategies inspire transformation—turning jobs into careers and challenges into opportunities.- GRIST
Explore how GRIST and YakTrak can help your contact centre build engagement strategies that deliver measurable results. Learn more about creating faster and smarter pathways to retention and performance today.
