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UNDER GUIDENCE OF -
Mrs. Preeti Shrivastava

PRESENTED BY ±
Anwesha Prasad
Aman Jain
Ankita Singh
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° Besure, you
are right ,than
go ahead «
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° Dictionary meaning ± ³System
of moral principals, rules and
conducts.´
° The origin of this word is from
ETHOS which mean
µCharacter¶.
° Ethics is defined as a ability to
distinguish between right and
wrong and to act accordingly.

° Religion
° Environment
° Parents and Teachers
  m m

 m

° hile your parents can¶t dictate your
morality, they are typically the first to
voice and demonstrate ethical
boundaries for you. Most parents
consider it one of their critical jobs to
instill a strong sense of right and wrong
in their children. hen parents tell their
children that stealing is wrong, they are
building a foundation for their child¶s
personal ethics. How parents behave has
a strong impact as well.
 !"#$%#m

° Religious beliefs have a unique

impact on personal ethics. In general,
religion allows people to accept an
established set of moral rules. By
following these spiritual laws, people
feel they are behaving ethically.
Religion often promises rewards in
the afterlife as motivation for
following the ³rules´. Interestingly,
religion can inspire all kinds of acts,
including violence.
 !!m# 

° Culture can dictate the ethical

norms that people are used to and
come to expect. The culture you
live in may impact your ethical
code more than you even realize,
simply because it surrounds you.
The customs and traditions of the
society you inhabit become
ingrained in your psyche, and the
ethics of the group are generally
acceptted..
acceptted
m&"%#%!m

° The events that happen in your

life can also impact your ethics.
Emotion and personal
understanding may cause a
powerful shift in beliefs. For
example, many people claim to
be against the death penalty.
However, if a loved one is
murdered, they may find
themselves feeling differently
when looking into the eyes of
the person responsible.
%%#!%

° Personal ethics are also developed

by our feelings. hen we do
something that is against our moral
code, we Ô
bad, guilty or
ashamed. Likewise, when we do
something that fits into our ethical
idea of ³right´ we Ô
good, proud
or happy. This causes a sort of
immediate feedback for creating our
moral standards and making ethical
decisions..
decisions
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° Idea number 1

Invite team members to devise team mascot,

name, colours etc and so give them a feeling of
belonging and ownership of the decision-
decision-
making process
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° Idea number 2

Ensure contact centre procedures and processes

are accurately documented, so that your staff
know exactly what you expect of them
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° Idea number 3

Encourage team members to praise others

within team forums so that you create a
³success circle´ within your operation
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° Idea number 4

Provide regular, visible personal performance

coaching with positive, targeted feedback and
tactile support
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° Idea number 5

Communicate the purpose or ³strategic intent´

behind the contact centre and the operation on
which your staff work, to allow them to align
their goals with the organisation¶s goals
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° Idea number 6

Hold regular theme days ( ³Red days´,

³Hawaiian days etc)
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° Idea number 7

Launch a job rotation programme

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° Idea number 8

Admit your mistakes

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° Idea number 9

Communicate your expectations, making them

clear, quantifiable and timeframed
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° Idea number 10

Give regular updates on how the operation is

contributing to the overall business
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° Idea number 11

Involve team members in conducting contact

centre tours for other parts of the business and
for external visitors
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° Idea number 12

Clearly communicate opportunities and

requirements for growth and advancement
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° Idea number 13

Implement a communications strategy for

effective communication upwards and
downwards through the contact centre
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° Idea number 14

Define team values and display them on your

operation
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° Idea number 15

Have a motivational ³thought for the day´

displayed on your operation
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° Idea number 16

Provide regular feedback (in the moment) and

encourage feedback from your team members
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° Idea number 17

Encourage your teams to be self-

self-managing
(monitoring, reporting, targets, rostering etc)
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° Idea number 18

Get to know your people and what motivates

them
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° Idea number 19

Listen to ideas, thoughts and opinions put

forward by your team members. If you act on
any, make sure that credit is given publicly and
any successes celebrated in team meetings
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° Idea number 20

Establish an operational ³Hall of Fame´

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° Idea number 21

Reinforce team values through all coaching and

training
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° Idea number 22

Encourage personal goal setting in line with

business goals
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° Idea number 23

Position feedback as supporting individual and

team success
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° Idea number 24

Delegate tasks and activities to other team

members
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° Idea number 25

Reward consistent performers as well as ³one-

³one-
offs´ and ³big wins´
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° Idea number 26

Provide new and struggling team members with

their own ³best friend´: an experienced buddy
to support their development and performance
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° Idea number 27

Encourage self-
self-monitoring
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° Idea number 28

Encourage all team members to become cultural

³gatekeepers´, assuming responsibility for
³living´ team values
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° Idea number 29

Lead from the front (don¶t expect others to do

something you wouldn¶t do yourself)
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° Idea number 30

Lead by example
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° Idea number 31

Check to ensure your team members clearly

understand your expectations
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° Idea number 32

Conduct regular ³climate´ surveys on your

operation
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° Idea number 33

Honour your commitments

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° Idea number 34

Encourage team members to act as internal

consultants
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° Idea number 35

Encourage team members to self-

self-appraise their
own performance
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° Idea number 36

Develop an internal improvement scheme to

encourage initiative and creativity
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° Idea number 37

Develop an awareness of your preferred

management style, and have the flexibility to
adopt others when appropriate
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° Idea number 38

Hold cultural days (national dress, food, music

etc), especially if you have a diverse, multi-
multi-
national workforce
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° Idea number 39

Encourage sponsorship and involvement in

external causes and projects
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° Idea number 40

Provide regular team meetings with rotating

chair and encourage input into the agenda
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° Idea number 41

Provide a vision and paint ³The Big Picture´

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° Idea number 42

Manage by walking around (don¶t manage

remotely)
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° Idea number 43

Set high standards and always expect the best

from your people
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° Idea number 44

Encourage team members to share special

interests (hobbies, sports etc)
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° Idea number 45

Encourage, facilitate and attend regular team

activities (social evenings etc)
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° Idea number 46

Utilise games as a means of energising and

developing your teams
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° Idea number 47

Establish work teams (provides friendly,

competitionr
healthy competitionr
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° Idea number 48

Conduct target-
target-based competitions
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° Idea number 49

Adopt a team approach to encourage creative

problem--solving
problem
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° Idea number 50

Involve team members in decisions that will

affect them
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° Idea number 51

Provide new staff with a list of facilities and

amenities in the immediate area (e.g. doctors,
shops, banks, food stores etc)
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° Idea number 52

Include regular personal ³check-

³check-ins´ during
team meetings
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° Idea number 53

Provide opportunities for self - improvement

and self-
self-direction
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° Idea number 54

Provide hourly target updates (bulls-

(bulls-eye and
arrow)
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° '#%())

Don¶t over-
over-supervise
*#%!#*%
° '#%()+

Provide weekly or monthly team awards which

reward individual performance as well as
conduct, upholding values and teamwork
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° '#%(),

üeep your promises

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° '#%()-

Undertake career development planning for

high--performing individuals
high
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° '#%().

Make performance incentives

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° '#%(+/

Don¶t let your motivational programme become

boring: rotate the incentive elements regularly