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Tag Archives: Contact Center
Who else thinks that the customer should be involved in writing the IVR functions?
Those functions which are supposed to serve the customer are often created without any sort of input or feedback from them. Which is mind boggling and frankly unacceptable in a customer centric environment.
If you really want to get a better call flow, include the customers in the process of designing the IVR, they will thank you later.
Most if not all contact centre advisors tend to have one common problem, they are able and ready to take responsibility but that gift is never bestowed upon them.
The phrase “We’re adults, not kids” is muttered in every corner of contact centre world.
Give them more power, and in return they will do what is right for the customer. Power does not equal “lack of responsibility”, in fact it’s the other way around.
Start treating your advisors like adults, you will be astonished by the results.
All in all, it’s one step closer to achieving customer centricity.
Even the best staff on the planet needs to be at the right place at the right time, this is why workforce management is crucial.
1. Be clear and set goals
Efficiency is crucial. In order to effectively calculate staffing requirements you need to plan ahead. Optimize your schedules depending on customer service peaks, service level and staff attrition rates.
2. Understand back-office processes
You can’t forecast if you aren’t able to manage it, simple as that. You need to be fully aware how the back-office processes work in order to maintain, and later on optimize them.
3. Keep the people in the loop
Keep the middle man in the loop, team leaders are the one responsible for enforcing large parts of the WFM process, make sure that they are an integral part of it.
4. Software matters
5. Flexibility is the key.
Planning ahead is crucial, but if the situation calls for it, don’t be afraid to adjust forecast and schedules.
Queue time is one of the many metrics contact centre mangers optimize their staffing models around. Simply put, this metric measures the time the average customers spends waiting in queue for an employee to answer his query. This simple metric has many names within the multi-lingual contact centre industry; average wait time, average speed to answer and many more.
For a long time ACD stats used to be the only way to acquire reliable metrics, the contact centre industry simply had no other choice. Those stats and the metrics they produced used to be our only “compass” when it came to reading efficiency and effectives of customer service.
But as the customer service landscape is changing, so are the metrics, and new possibilities arise and take the scene by storm.
“Net Promoter Score” and “Customer Effort Score” are nothing new for leading brands and many business managers. Those two metrics are designed to measure customer lifetime value, focusing on long term values instead of short term cost optimization only.
The best part about introducing and implementing new metrics is the opportunity to correlate them against the old ones.
Are we optimizing towards the wrong metrics?
Customers can be perfectly happy and pleased with the customer experience even if they had to wait 15 minutes or more in queue, what matters is the outcome and the customer journey up until the very end.
But as with all metrics, there are flaws. Net Promoter Score and Customer Effort Score take a huge negative impact from just transferring a call to another agent – this kills the scores almost instantly.
So you can only imagine what happens when a customer query needs to be transferred to multiple agents.
Instead of the “out with the old, in with the new” approach, the contact centre industry needs to embrace the best of both worlds, instead of “hopping on a bandwagon” once again.