Why is remote work essential for the Secondline?

 I was one of those who benefited from the COVID-19 pandemic. Remote work became a business necessity worldwide, and that gave many of us an opportunity we otherwise wouldn't have had.

Photo by Kristin Wilson

The world hasn't been the same since the years passed. Because of the ever-present threat of new pandemics, wars, and volatile markets that create and destroy millionaires almost daily, one question persists in the Customer Service workplace:

Is it necessary for all Customer Service Agents to work remotely?

In my opinion, no.

Frontline Agents, by definition, must work directly with the customer. They are the ones with the necessary training to resolve most basic issues, and thanks to their direct contact with the customer, they have the ability to escalate complex or high-risk problems to the appropriate teams.

What is the difference between Frontline and Secondline Customer Service?

Frontline Customer Service can be seen as a conversation in a physical store, or as a group of agents in an office handling calls and chats—in other words, live interactions.

In contrast, Secondline Customer Service can be seen as an agent working in the privacy of their own office, or from the comfort of their own home: spaces conducive to better concentration. They require more time to investigate and resolve their inquiries properly. They don't handle live interactions, but rather emails or voicemails. Although they may occasionally have to make calls during their work hours, it's not typical.

While Frontline Agents can work in different departments within a company, Secondline Agents often have titles such as Supervisor, Executive, Coach, Team Leader, Trusted Person, or something similar.

What can go wrong if a Second-Line Agent doesn't have the benefit of working remotely?

Everything can go wrong. Business leaders must understand that a Second-Line Agent who can't work from home, or at least have their own office, is more likely to make mistakes.

Remote work is both a benefit and a necessity.

A Second Line Agent is like a detective who must review every process from beginning to end. This step-by-step analysis must be meticulous and free from distractions such as other Agents' conversations.

A Supervisor who can't work in peace can lead to poorly trained First Line Agents. A distracted Executive can add an extra zero. Both cases represent damage to the company's reputation and losses of millions.

Why are Second Line Agents more responsible?

• Because managing fewer contacts allows them to be more attentive and efficient.
• Because they have more benefits and better salaries, and therefore more to lose.
• Because their own reputation is at stake. If they are caught engaging in any deception, manipulation, or misconduct, the damage to their professional profile can be fatal, and no other company will want to hire them.

Are there any exceptions to the rule that second-line agents should work remotely?

Company managers might believe it's better to have second-line agents physically present, but that's a misconception, generally speaking at least.

One possible exception is when a second-line agent needs to lead a project, likely in another region or country, and their presence is required for close monitoring, ongoing analysis, effective controls, and rapid implementation for successful development.

Second-line agents don't need micromanagement from their bosses. It's precisely their autonomy and expertise that allows them to handle those escalated issues that the first line can't resolve.

Remote work is viewed with apprehension by some employers. In reality, it's a competitive advantage that allows us, as second-line agents, to compete at our full potential.

This article is also available in Spanish. Read the Spanish version here.

I recommend another of my articles focused on Second Line Agents: My reaction to: High-Velocity Decision-Making for Senior Leaders and Executives, by Ethan Evans.