"This last year we conducted a Lean Six Sigma Green Belt on Average Handle Time (AHT). We were very deliberate throughout the process to make sure that we were not implementing changes that would simply shorten a call for the sake of shortening the call. We wanted to find the real "fat."

We analyzed hundreds of calls and broke them down into segments. We found significant opportunities for improvement in our customer authentication process and in our after call work. We then gave our agents new training and new tools to decrease their AHT. Over the course of three months we saw a 20% reduction in AHT. The results have been sustained an additional six months. What is perhaps most significant about this, is that during the same period we have seen our quality scores increase as well. We were true to our goal of coupling efficiency and quality. We have also hit our service level every month since implementation."

"Flattening our organization structure to provide multiple resources closer to the people who need and use them. It's especially had a big impact on newer Associates that require more help to get comfortable, productive and effective in their positions."

"Coaching - When you coach successfully your agents give awesome service."

"Being a lot more selective with the agents that we hire. A padded resume or a unique interview experience does not guarantee a spot on the floor. A person with a true passion to assist people will earn a place with my team. Sincerity is the most important trait for a customer service agent."

"Monthly customer parley - A monthly meeting with project owners who have outsourced their contact centers to us, or contracted us to build and manage their in-house contact centers."

"Supervisor training, focusing on serving the agents. The agents are there to serve the Clients - The rest of the Contact Center is unproductive, and has the only purpose of serving the agents."

"The paradigm shift to use quality assurance as a tool to enhance sales performance, not just to address compliance concerns, has been a major factor in the improvement of our service."

"Invest in automation and knowledge systems for the agents to be more effective."

"The one decision I've made that has the most dramatic increase in customer service is to HIRE WELL! When you have the right people, customer service improves!"

"Implementation of the Cicero technology solution has not only allowed us to improve CSR performance, it has allowed us to serve more customers in a shorter time frame. We have been able to achieve 20-30% higher results for the test Client, and eliminated the time CSRs need to work with multiple systems. There is no need to enter data more than once, even though we might be using multiple Client systems."

"Real time ability to monitor and maintain quality (through technology investments) as well as AHT. Investments made years ago still yield results and avoid surprises."

"Recognizing where expertise is needed, handling delicate or repeat issues before they escalate beyond your center. Dealing with these customers’ issues provides them a high level of satisfaction and belief that you CAN help and do care. Creating smaller, highly trained, empowered groups to deal with the escalated issues when necessary allows you to control cost, improve performance and meet ever changing demands."

"The creation of our Employee Development path. Now, how has the employee development path had an impact on our client experience? In our evolution we have greater product training throughout the path which has allowed us to bring product lines together and ensure that a greater number of our staff is well trained in multiple products lines. This has a positive impact on our ability for FCR (first call resolution) on a greater number of calls. We have seen improvement in this area as well as less need for transfers. The client gets an associate that can help them right there on their first attempt to call us regardless of the complexity. This has also had a very positive impact on our NPS."

"Weekly 1:1 sessions with every customer care specialist and monthly customer satisfaction training."

"Our task as a supportive organization is to ensure that we always remember our agents are the most important people within our operations. We continue to look for ways to create less administrative work for our supervisors so that they can spend more time working with their teams. We ask our front line agents to hold us accountable to the expectations we have created through our 10 Commitments. If they are not getting the prescribed amount of coaching, one-on-one sessions or team meetings, agents are instructed to talk to their supervisor. If their shift does not align with their supervisor’s, their workstation is not nearby, their systems are not working or they are simply not getting help when needed, agents are directed to talk to their supervisor. If we still do not meet those expectations then they need to talk to a Manager, a VP or our Managing Director."

"Epicor guarantees that our customers receive first-class treatment. Epicor has instilled a sense of customer ownership from top to bottom, meaning customer issues are addressed on a personal level regardless of your position at the company. Each and every customer’s need is a priority at Epicor. This level of urgency increases the degree of responsiveness and drives customer satisfaction."

"Pushing key decision and authorization down to the lowest possible level, the agent, with clear oversight. This enables people to have a sense of ownership and empowerment. The effects are amazing, every time. Risk is minimal."