Along the same lines as targeting the right motivators, rewards must be based on behaviors that should be encouraged, while minimizing the possibility of abuse. Unless they are careful in the design of their incentive programs call center managers can find themselves promoting the opposite of what they are trying to accomplish. Let's take a contest to reduce average handle time as an example of what can go wrong.

In theory, encouraging representatives to reduce their handle time would induce them to work more effectively and efficiently, which in turn would promote faster resolution of customer issues. Unfortunately, the reality of such an undertaking would be very different unless strict controls are put in place. As an agent, the reward would look the same whether the contest is won by disconnecting as many calls as possible, as it would by working conscientiously. Not taking into consideration such obvious pitfalls can turn almost any contest into a true customer satisfaction nightmare.

Even if a reward system is well thought out and managed, it must still offer incentives that are of interest to the agents involved. This characteristic is different than the targeting of relevant motivators. People can be motivated by money, for example, but offering them $20 to do something that will prevent them from making $200 would probably fail as an incentive. Rewards must represent things that cannot be gained by sticking to the status quo, or conflict with more attractive propositions.

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