Six months ago, Fortune magazine published a story with the headline "Why Contact Centers Are Moving to the Cloud." It's just one of many such stories tracking what has become a mass migration.
Insurance companies have been part of this phenomenon, as they begin to recognize the numerous financial and technological advantages of switching from on-premise hardware and software installation to a cloud delivery model.
One of the most important of these is cost. By handling WFM in the cloud a call center doesn't have to budget for the purchase of hardware, software, database or data center infrastructure. With a subscription-based cloud system there is no large upfront cost and no licensing fees. Operating expenses are lower as well. The money that is saved can be re-invested in other parts of the company.
The ability to make a fast and trouble-free transition has also helped to grow the cloud market. Traditional solutions take a great deal of time to install - how would an insurance call center be impacted during this long transitional period, when customers may not conveniently stop having policy questions until it's finished? Cloud solutions also provide a more intuitive end-user experience, which shortens the learning curve for call center agents. With the cloud, downtime is reduced and ROI is achieved faster.
Flexibility? Scalability? These attributes are more easily achieved the cloud as well. Cloud service providers allow companies to increase or decrease existing resources as needed to accommodate changing demand. Plus, with the cloud it's easier to operate multiple contact centers from one facility, to accommodate agents working from home, and to make it more convenient for those that wish to access applications from a mobile device.
If there has been one lingering concern with this technology, it has been security. For insurance companies and healthcare providers where the protection of customer information is paramount, any perceived vulnerability would be enough to steer clear of cloud adoption.
But if that concern was ever justified, it certainly is not anymore. The cloud now offers a range of security measures to protect data, communications and the physical data centers where information is stored. Several layers of security measures and processes are built into the cloud infrastructure, platform and services. All client access endpoints are secured, with alerts for password brute-force attacks that prevent those accounts from being compromised. Built-in firewalls provide additional protection, and many clouds also offer encrypted data storage.
If your insurance call center has still not investigated the numerous advantages of cloud computing, what are you waiting for? Monet can help.
Publish Date: June 30, 2016 5:00 AM
One of the duties of the insurance business is to help customers protect themselves from liability claims, and the high costs associated with them.
But as we accept that responsibility, we also need to protect ourselves as well, particularly at the contact center. Let's face it - no matter how carefully you select your agents, or how satisfied customers are with your company's policies and service, disputes are still inevitable.
When this happens, having a recording of the conversation between agent and customer will be invaluable. And it's not just enough to have it - you should also have the ability to locate and retrieve specific customer interactions, not just to settle disputes but as a way to improve the quality and performance of your insurance call center.
This can be easily achieved through call tagging, a capability that should be incorporated into a call recording or workforce management solution.
Tags are like bookmarks - they designate certain calls by whatever criteria the agent or manager chooses. Typical tags might be dates, times, phone numbers, customer reference or case numbers; at insurance call centers, tags can be used to track disputed claims, late payments or customers with lapsed policies.
More than one tag can be applied to a call, and an efficient WFM system will allow managers to combine categories for more specific search results. For instance, if a manager wanted to access how a new agent handled disputed claims, he or she should be able to have the system access those types of calls from that specific agent so they can be reviewed all at once.
Tags can also help an insurance contact center improve KPIs. If average handle time is becoming an issue, have the system collect all of the calls that lasted more than 10 minutes. That may reveal some potential changes in procedure that will expedite those conversations.
Publish Date: June 30, 2016 5:00 AM
In the highly competitive insurance industry, every customer contact counts. That places even greater pressure on insurance call center environments, where agents are expected to deliver exceptional customer service, whether it's claims support, answering policyholder questions, setting appointments for agents or promoting new insurance products.
That challenge - to provide quality service every day at a cost within the budget, is the most significant one we face. So what's the best way to achieve this goal?
Let's start with this: your agents cannot deliver excellent service unless they have the customer information they need, and when they need it. When John Smith calls with a question about his auto insurance policy, the agent should have all the pertinent details on that policy on their computer screen so questions can be answered and changes made if necessary.
But now let's take it one step further, by providing managers with historical data so they can run various scenarios before a shift begins, to prepare for contingencies. As the shift progresses, managers should see real-time insights delivered via dashboards and reports on KPIs, as well as alerts so they can adjust forecasts and schedules when the unexpected occurs.
Information: what you need, when you need it - that is how the determination to provide great customer service must begin.
Unfortunately, you won't get it from spreadsheets. It takes an automated workforce management solution to provide the actionable insights necessary to be proactive in decision-making, so every shift of every day will be prepared to deliver the kind of customer service that keeps your policyholders loyal and happy. And when the contact center is running at peak efficiency, that reduces costs as well.
Publish Date: June 29, 2016 5:00 AM
Your agents are on the front line of your customer service efforts. When policyholders call with questions or concerns, the agent they reach becomes the voice of your entire company. No pressure there.
Obviously it is incumbent on your insurance call center agents to do their jobs well. But that process starts with managers hiring the best candidates for these crucial positions.
What skills should you be looking for when hiring an agent? Here are some of the most important:
Courtesy always sets the right tone for a customer engagement. And when that customer is stressed or frightened or angry, as is often the case with insurance issues, it’s up to the agent to maintain a professional tone and stay calm and focused throughout the conversation.
This doesn’t mean just showing up for work every day, but showing up on time. Customer service suffers when agents show up five minutes late and leave five minutes early. Agents should be willing to adhere to a strict shift schedule.
Intelligent verbal communication is one of the most basic requirements of this job, but as insurance call centers evolve into contact centers, it is advantageous to hire agents that can also communicate effectively in writing, so they can handle webchat or even social media.
While you want to recruit agents that can be positive team players, it’s also important for agents to feel confident enough to work independently – especially if you hire those that telecommute. When agents can solve customer claim issues without putting customers on hold and having to track down a supervisor, it improves average handle time and makes the customer happy as well.
Monet’s Workforce Management solution can play a key role in helping agents to achieve optimal performance, by giving them the information they need to succeed.
Publish Date: June 27, 2016 5:00 AM
For some contact centers, such as those in retail, business slows in the summer months while customers go on vacations or find more enjoyable things to do than shopping.
If you know this slow-down is coming, why not make the most of the opportunities it provides, before back-to-school sales and the holidays return call volumes to higher levels? Now that your hours are a little less busy, this is the ideal time to reassess business practices, experiment with new procedures, and brainstorm ways to improve customer service, so you’ll be ready when business picks up.
Here are some ideas to get started.
Freshen your Stand-By List
Many contact centers hold on to contact information for promising agent applicants, to fill in during peak periods or to consult when current agents leave. Typically you may not review this information until additional personnel are needed. But why not use this time to check in with these agents-in-waiting, to see if they are still available?
Agent training should be an ongoing activity, but when things are busy these sessions tend to get squeezed into shorter windows, and may not be as effective. If the phones are not ringing as often, this is a chance to take a closer look at the data you have on each agent (assuming you have a workforce optimization solution) and provide customized training on specific areas of concern.
Use the summer lull to get to know your team better. Ask them about their families and outside interests. Find out what they like about their job and what is causing them problems. By taking an interest you may build that relationship in a way that keeps that agent around longer. Their feedback may also contain good ideas that can be implemented throughout the contact center.
Spend your summer with these objectives, and you’ll be better prepared for the busier times ahead.
Publish Date: June 22, 2016 5:00 AM
Customer service at medical contact centers is often determined by forecasting, and forecasting is often determined by data. With a workforce management (WFM) solution you are on your way to better forecasts. But are you making the most of the information at your disposal? Here is a short three-point checklist that will help.
1. The Holistic Approach
Sometimes in medicine a holistic approach is favored in patient care. The same can be said for a healthier medical contact center. Numbers, whether they are good or bad, do not happen in a vacuum. While it can be helpful to analyze different KPIs individually, it is better to review them in tandem as well, while also taking a closer look at the conditions under which they are generated.
Of course you should review average handle time (AHT) and call volume, but you should also determine how one impacts the other. Is AHT better in the morning than overnight? Is that just a result of less calls coming in? Perhaps, but you may also have fewer agents working in the wee hours as well, so the answer may not be that simple. Maybe your night-shifters are dealing with lonely folks looking for someone to talk to after midnight – or maybe they need a little more training.
2. Timing is Everything
Review monthly and weekly service levels, but understand that within those longer time periods there are a thousand variables that influence how the numbers worked out. To gain more insight, shorten the timespan to as little as 30 minutes – perhaps even 15 minutes for a busy contact center or for peak calling periods. You’ll receive a more accurate view of what you’re doing right and what needs work.
3. Who is Messing With Our Numbers?
Sometimes the reasons your forecasts miss the mark have nothing to do with internal operations. You can adjust your staffing and shift numbers, but in a larger organization you have no control over when marketing announces a 24-hour sale, or how customer-billing cycles (that trigger billing inquiries) are structured.
Improved communication between departments can make it easier for contact center managers to anticipate the effect of such anomalies, and adjust accordingly. The WFM system will do most of the work for you, as long as you have the data in time to act upon it.
Publish Date: June 22, 2016 5:00 AM
The capabilities of call recording software have advanced rapidly over the past ten years. Metrics that were once luxuries at finance contact centers are now standard, and call center software is now capable of compiling and analyzing so much information, it is possible to become overwhelmed, or to lose focus.
Certainly all the information collected by such call recording systems is beneficial, but here are seven of the top performance measures that can most directly trigger improved results at banking contact centers, whether directed at management, agents or customers.
1. Schedule Adherence and Efficiency
Do agents scheduled to work specific hours actually do so? If not, are calls being missed or delayed before they are addressed? Corrections of deficiencies here can have an immediate impact on productivity. Once schedule adherence has been clarified, schedule efficiency refers to assigning the right number of agents for each day and each shift, to avoid the problems caused by overstaffing or understaffing.
2. Call Answer Time
What is the average speed of answer (ASA) at the call center? Most centers have a defined wait threshold that should be met consistently.
3. Agent Occupancy
Closely related to schedule efficiency is the time agents spend on the clock but not answering calls. When staffing and scheduling is handled correctly, agents should be busy but not overworked. The goal is to avoid too much idle time, while also having enough available personnel so that each call is answered in an acceptable time frame.
4. First Call Resolution
Customers want to resolve their issues with one call, which makes a call center’s first call resolution rate critical to customer satisfaction. While it will not always be within the agent’s power to resolve all calls the first time, agents who are consistently unable to achieve this objective should be scheduled for additional training.
5. Transfer Rate
Few situations are more frustrating for a customer than explaining an issue to one agent, and then being transferred to a supervisor or other agency personnel, and having to do so a second time. While this may still qualify as a first-call resolution if questions are ultimately answered and the problem is solved, it should still be kept to a minimum whenever possible.
6. Abandon Rate
When a customer hangs up, it will not always be the fault of the call center or the agent. Some people just have shorter fuses than others. However, abandon rates can often be reduced by shorter wait times and courteous agents.
7. Blocked Calls
Blocked calls never even make it to a call center agent, because of insufficient network capabilities. Obviously, the only possible result becomes a frustrated customer. Are some blocked calls inevitable at peak times? Or can these calls be taken with better scheduling, expanded trunks or other corrective measures?
Publish Date: June 22, 2016 5:00 AM
Change is never easy, but it is also unavoidable. The Patient Protection and Affordable Care Act has placed increased demands on insurance providers to offer support, answer questions, and achieve an operational efficiency necessary to handle increased call volume.
One way to be better prepared for the current and future challenges of our industry is by making a switch from software-based technology to the cloud. And yet, many contact centers remain hesitant. Here are some of the most common reasons why, and how we address them with our clients – most of whom ultimately make the cloud transition, and now couldn’t be happier.
1. I’ll lose too much business during the transition!
Actually, you won’t. The cloud solution will be customized, prepared and tested before it is installed, and can run parallel with your hardware solution during the actual conversion, so it can continue to function if an issue arises and your policyholders will never know the difference. Typically, however, the switch to cloud is quick and easy.
2. Is it really better?
Absolutely. It is more flexible, it is more scalable, there are no upfront costs, you pay only for what you need, you’ll receive software upgrades automatically as soon as they come available (without receiving a bill every time that happens) and you’ll have automatic routing capabilities which makes it easier to work with home-based agents and other telecommuting personnel. These are just some of the benefits you’ll enjoy from day one.
3. I’m worried about turning over control of data to a cloud
Maybe they should have found a better word when the technology was introduced, so it doesn’t seem like your data is traveling somewhere so distant. But the reality is you are still in control, just as you were when the hardware was sitting in your contact center. You can make changes as you need them, and with Monet you’ll also have the expertise of our dedicated support team to answer any questions.
4. It costs too much
Not at all. Hosted solutions cost 1/3 less than hardware solutions (and that is a conservative estimate on total savings). In fact, cost is one of the primary reasons why companies make the switch.
5. The cloud is unreliable
Once again, the opposite is true. Cloud solutions are actually more reliable than hardware-based technology because of their built-in fail-safes and redundancies. When all of your equipment is in one place and something goes wrong, you are out of luck. With the decentralized nature of the cloud, even a power outage won’t shut you down.
Publish Date: June 22, 2016 5:00 AM
Customer care is a crucial aspect of performance at the contact center, particularly for those affiliated with the automotive industry. This is a process that begins before the first call is picked up every day, with the policies, procedures, and technology in place to meet the goals of the center. Accurate forecasting and scheduling and adherence are important factors, and are easier to achieve with an automated workforce management (WFM) solution.
Here are four tips on establishing policies that boost customer service, and how WFM can help.
1. Setting Specific Goals
“We want to improve customer service.” “We want to improve our training.” Great – now how are you going to do it? The more specific you can get with your objectives, the more likely you will be to accomplish them. When you set more precise goals (“We want to lower our average handle time”), WFM will provide the data that can be used to make it happen.
2. Targeted Training
Once basic training has been completed, business development center agents should be regularly guided toward and tested on their abilities to meet service goals. With the Performance Analysis component of WFM, managers have access to reports and analysis of all agent activities, including their schedule adherence and key performance indicators. That will help to further target training sessions.
3. Set Quarterly Goals
Don’t make a list of goals for the year and wait until December to review them. With quarterly targets, you’ll know sooner if your efforts are working, and can make beneficial changes – which is certainly better than going another 6-7 months with a less than optimal system in place. The real-time monitoring and work history data delivered by WFM allows managers to track progress toward quarterly goals.
4. Avoid Agent Burnout
Agents are employees but they are people first, with families and outside interests and holiday plans they would like to keep. Flexible scheduling makes it easier for agents to work shifts that are more convenient, and when they have that option they are likely to be more productive and provide better service. With WFM, shift-bidding and shift-swapping (with a manager’s approval) is streamlined, while holidays and other special events can be factored more efficiently into overall scheduling.
Publish Date: June 22, 2016 5:00 AM
What’s in a name?
William Shakespeare had some thoughts on that, as do the people who think referring to used cars as “pre-owned” will make them more desirable.
At the call center, agents are agents, and most don’t have a problem with that job description. But what if we tried to look upon them as service professionals?
It’s not just doublespeak – when you really look at the tasks performed by contact center agents every day, it is obvious businesses are placing a great deal of trust in them, in making sales, in customer care, and in dispute resolution, among other responsibilities. Call centers are now viewed as revenue-generating operations, and while managers provide the tools and the guidance, it’s the agents that are on the front lines of this effort.
There is no such thing as a “typical” agent, just as there is no such thing as a typical contact center. But we would guess that the call centers that are most successful are those that are already treating agents like service professionals, even if they haven’t adopted that term.
That doesn’t mean the new job description has to come with a higher salary and a parking place with the agent’s name on it. This is still (and likely always will be) an entry-level position, but it is one that provides access and insight to many other departments such as marketing, sales, and product development. Agents who are paying attention can, in the course of their daily duties, gather actionable information that can be valuable to the company and their own careers.
That starts with hiring and training. Don’t just look for people with good telephone voices that can read a script. Treat the process as a recruitment of not just today’s agents but also tomorrow’s managers. Let them know there’s a path to advancement available, and provide incentive compensation to identify your best candidates. If you focus on hiring professionals, you’ll stand a better chance of inspiring professional job performance.
Publish Date: June 17, 2016 5:00 AM
It’s a challenging time to be in business. Economic, technological and political factors are driving companies to make difficult decisions in order to maintain productivity and increase (or, at the very least, safeguard) profits.
Some of this activity is concentrated on the contact center, where the quest is always to improve productivity. The first step to achieving that goal may be to improve workforce visibility.
This is just one of the benefits of workforce management (WFM).
Consider how much time both managers and agents may be spending on tasks not related to their core job function, which cannot help but impact customer service. Consider how much costly overtime is entailed by improper allocation of time during regular shifts. Consider the time that could be spent on imagining ways to improve efficiency, or new ideas to generate profits, if that time was not occupied by hours spent forecasting and scheduling with spreadsheets.
Yes, adding WFM does entail another investment. But in this time when there is pressure on all areas of an organization to implement solutions that reduce costs and increase revenues, it’s an investment that accomplishes both goals while quickly achieving ROI.
A common misconception is that WFM software is associated with a large upfront cost. That may indeed have been the case with the on-premise solutions of the past. But a cloud-based WFM solution provides the highest ROI and savings of any WFM strategy due to its low upfront investment and low operating costs.
With WFM managers can achieved total, real-time contact center visibility, empowering them to enhance schedule flexibility, an important step in employee engagement, and increase agent productivity. Managers can react to changing conditions, so problems are detected and solved before they impact service.
Challenging times call for effective solutions – like workforce management.
Publish Date: June 13, 2016 5:00 AM
Perhaps you know the answer to that question. Or perhaps you just think you do.
There are two definitions for workforce optimization (WFO) – one that provides a general assessment and one specific to the contact center industry.
The general definition, or at least the one offered by Technopedia, is: “A strategy used in business with a focus on maximum customer satisfaction and benefits with minimal operational costs and supported by integrated technologies, cross-functional processes and shared objectives.”
All of these qualities would certainly apply to a healthcare contact center, but would also work for any number of professional pursuits. When we think WFO for our industry, the definition incorporates specific functionality that helps deliver better patient care, such as call recording, workforce management, quality management and speech analytics.
We’re exploring this topic because of a recent Gartner report predicting that by the end of 2018, 70% of organizations with more than 300 contact center agents will be working with an integrated workforce optimization solution, either on-premise or in the cloud.
That’s about 20 months away. If you have not yet explored the possibilities of WFO, there is a real risk of falling behind other healthcare organizations committed to maximizing efficiency and customer service. It’s a big decision that will impact every aspect of your company, even beyond the confines of the call center itself.
When you’re ready, start with a list of priorities and then seek out the solution best suited to meet them. Also, as so many business processes will be affected, look for a WFO application that can be implemented and integrated in a way that reduces the learning curve, while working toward ROI from day one. Price will also be a likely consideration, so a cloud solution may be the answer to achieving your technology goals at a cost you can afford.
Publish Date: June 9, 2016 5:00 AM
The IVR at a contact center is like the drill in a dentist’s office. It has to be there, but no customer ever wants to experience it.
Still, this may be the first involvement a customer may have with your company, so it’s important to make the best first impression possible. Given most people’s reactions to recorded messages, that may be an uphill battle.
When is the last time you reviewed your IVR, and whether it is helping or hindering customer relations? If it’s time for a checkup, here are some tips to help.
The faster the IVR gets customers the answer they seek, or to an agent, the less intrusive it will appear. Long marketing messages incorporated into caller options are usually perceived as annoying, not informative.
Are the menu options clear? Will a caller always know which selection will get them where they need to go?
Have all of the most prominent reasons for customer contact been taken into consideration? Are most callers hitting the ‘0’ to speak to an agent right away because the IVR does not present them with a better option?
Have your customer demographics changed? Are recorded messages available in more than one language? Does the recording use phrases that may be familiar to some but not to others (slang)?
Can your IVR be tied to speech analytics for even faster and more accurate call routing?
With these assessments, you should be able to arrive at a better assessment of what the IVR is supposed to achieve, view the system from the perspective of your customers, create a message that is clear and simple, and measure rates of IVR abandonment (and where they occur) to further fine-tune the end result.
Publish Date: May 31, 2016 5:00 AM
According to the analysis company ReportLinker, the speech analytics market is expect to grow from $589 million to $1.6 billion by 2020, with North America leading the way in adoption.
We point this out not to paraphrase a certain presidential candidate, and suggest that we’re making North America great again, but to observe that if your company has not yet looked into speech analytics, there’s a good chance your competitors will. And if they access its capabilities to deliver better customer service, it is only a matter of time before some of your customers figure this out as well.
The contact center industry fields more than 50 million calls every day. Even if they’re all being recorded, they’re not all being reviewed. To do so would be impossible. Over the years managers have tried various methods for collecting representative samples, but none of them are as effective as speech analytics.
Speech analytics generates automated alerts triggered by voice data, whether that’s the use of profanity, or the word “cancel,” or the mention of a specific new product or service. By being alerted to these calls in real time, managers can react in time to impact their outcome, which could mean the difference between keeping and losing a customer.
In addition, with speech analytics integrated into a call recording solution, the contact center can link customer feedback with specific customer interactions; that means you are not working from a random sampling, but with a subset of calls that have been flagged as important because of the key words of phrases used by the customer.
Sure, some of this data might eventually be collected through call recording alone. But time is money in business, and with speech analytics this vital information can be accessed far more quickly, and is more detailed as well. Now managers can delve into caller patterns that will further refine the company’s customer service efforts. What used to take weeks can now be achieved in just minutes.
Speech analytics also delivers additional customer service benefits that impact agent training and overall efficiency. By exploring not just what is said on a call but how it is said – specifically the customer’s demeanor and choice of words – it is easier to discover which call center policies and procedures might need to be changed. Result? Happier customers and increased sales.
These are just some of the reasons why the market is growing so quickly. If it’s time you took a closer look at this technology, contact Monet today.
Change for its own sake rarely produces positive results.
In a recent survey on performance management, more than three out of every four responses indicated that the performance management procedure in place at their respective companies could use some changes.
But one-third of these respondents also admitted that they’re not just making the usual tweaks to the system – they’re going to try something bigger.
For many, this involves shifting the focus to company culture and management. Rather than concentrate on ranking employee performance, which can be a prelude to firing those at the bottom of the list, businesses are looking instead at boosting employee feedback, making sure managers are more engaged in day-to-day activities, and instilling greater transparency.
Transparency is particularly important, given that more than 60% of employees do not believe the performance management rating they receive is accurate. If those employees are receiving feedback, coaching and encouragement throughout the year, rather than in one annual assessment, it may help to eliminate some of these conflicts.
And when managers are more involved in the activity on the contact center floor, it creates a nurturing environment for agents at the contact center, which contributes to a more positive culture. Sophisticated software such as workforce optimization can create the temptation to let technology do all the work and deliver data to the manager’s office. But it is not a substitute for face-to-face communication.
The performance management of the future will be based on such communication, as well as annual goals that will be presented not as an ultimatum to employees, but a shared challenge that will be met with everyone working together.
Virtual contact centers operate differently from their brick-and-mortar counterparts – but they face many of the same challenges in resource planning and customer service.
If your contact center is considering the move to a virtual environment, or you’ve already made the transition, here are some of the technology solutions that will help make the business a success.
Whether all your agents are in the same room or working from homes and offices throughout the U.S., the ability to create accurate forecasts and schedules to achieve adequate staffing levels remains vital. In a virtual situation managers sometimes have the luxury of more flexibility, which creates additional part-time and split-shift opportunities. But sometimes more options can also mean more headaches. Workforce management software automates these tasks so they get done faster and with greater precision.
Automated Call Routing
The process of matching customer inquiries with the agents best suited to handle them can be achieved with the same efficiency in a virtual contact center with an integrated contact routing solution. Incoming contacts can be routed not only by topic but by communication channel as well, since most centers have agents better qualified for online chat and email.
In a brick-and-mortar contact center, training sessions are often conducted in person. That would be impractical in a virtual environment, so training must be delivered online via one-on-one chat or other means of getting agents, trainers and managers together to review past calls and discuss concerns.
Studies have shown that gamification – redesigning everyday routines and tasks to be more game-like and interactive, results in a work experience that is more engaging, more fun, and (hopefully) more productive. As a motivating technique this is even more important when agents are outside an office where other direct means of support and encouragement are not present.
Publish Date: May 26, 2016 5:00 AM
We were so busy at the recent ICMI Contact Center Demo and Conference in Long Beach, California, we didn’t even have time to see the Queen Mary, docked just a short distance away.
But that’s not surprising when we’re gathered with thousands of contact center industry professionals, discussing what’s new in the industry, and helping managers realize the benefits of automated workforce management, particularly when it’s delivered via the cloud.
As always there were a number of sessions related to managing technology, operations and personnel, as well as fresh ideas for better strategy and leadership. There were also sessions on managing smaller contact centers with less than 50 agents.
We had several discussions with managers at these smaller centers, who were looking for ways to achieve more accurate forecasts and schedules than what they were getting from spreadsheets. We offered demos of Monet WFM Live – Workforce Management in the Cloud, and they were always impressed by its capabilities. But was it worth the investment for a smaller business? We showed them how ROI could be achieved much more quickly with the cloud delivery model, and how they would never have to pay for another software update, as they would always be implemented automatically at no cost.
If you missed this year’s ICMI event, we hope to see you at the next one this fall, or at Contact Center Week next month in Las Vegas. Don’t miss these opportunities to find out more about new technology, new customer engagement channels, and new ways to recruit and train agents.
All business managers pursue exemplars of quality, efficiency and success that may serve as a model for how to run their company better. Usually these are sought out within their respective industry, or elsewhere in the private sector. But what if we looked outside those traditional channels and selected another inspiration – the military?
For the contact center that seems like a less than ideal fit – but is it? When you take a closer look, there are some common traits that benefit a platoon of call center agents as much as a platoon of soldiers.
Grace Under Pressure
Sure, the average contact center agent won’t face a life-or-death situation on the job, but there is no shortage of pressure as he or she deals with angry callers and emotionally charged situations. Soldiers rely on their training when faced with a stressful situation, and agents should be able to do the same. There is a process in place for handling heated moments, and the best way to get through them is to stay calm and follow that process, with the agent controlling his or her reactions to whatever is hurled against them.
When these processes are automatically and consistently applied, it’s easier for the agent to keep a cool head and keep the engagement from spiraling out of control.
Knowing how to communicate clearly is one of the most important job requirements for the contact center agent, whether addressing customers via phone, text, email or online chat. Such skills cannot always be expected from customers, who may be furious, confused or introverted. Military personnel are often called upon to communicate with people from other countries and cultures, so they know it’s important to choose their words carefully and be specific in their message to avoid any misunderstanding. The agent who is able to do the same, while maintaining a calm, courteous demeanor, is one that any business would wish to keep.
What does it take for a contact center to meet its customer service goals? It starts with a commitment to excellence. Some agents walk in the door with that level of dedication, but many will need to acquire it through training, during which this ability can be instilled through instruction, repetition, and an awareness of what constitutes quality. Perhaps it won’t be as strenuous as the basic training the army provides but the end result should be the same – a disciplined team member who is part of a group with one shared objective.
Armed for Battle
Just as an officer would never send his men into war without the proper gear, a contact center agent cannot be expected to win the customer service battle without the right technology. In this case, that includes cloud contact center solutions that help analyze data, deliver more accurate forecasts and schedules, route calls to the agent best suited to handle them, and provide insight into which practices are working and which need attention.
Rifles, grenades and bulletproof vests? Not this time. Successful contact center agents will benefit from a different set of tools, skillfully wielded by sharp managers:
• Call Recording
• Workforce Management
• Quality Monitoring
• Performance Management
• Speech Analytics
• Desktop Analytics
• Screen Capture
Each in their own way can improve service levels and reduce call center costs, without the upfront expenses and IT requirements of traditional workforce software.
A New Challenge for Veterans
If there are this many common qualities between soldiers and contact center agents, doesn’t it make sense to consider veterans when hiring?
Comcast Corp. certainly thinks so. Last year the company announced plans to hire 10,000 military veterans, reservists and spouses over the next three years. Since 2012, the company has hired more than 4,200 veterans. Many of them now work at Comcast’s contact centers.
This is not only an admirable effort, especially with Memorial Day fast approaching, it is also a proven method for finding better agents that are more likely to provide excellent service, and to stay in their positions longer.
Consider these additional attributes managers look for in a contact center agent, and how they also correspond with those in military service. No wonder this transition is one that works:
• Accelerated learning curve: veterans can quickly learn new skills and concepts
• Teamwork: the military encourages both individual and group productivity
• Following orders: Military men and women are used to accurately following procedures
• Integrity: Veterans are familiar with the concept of an honest day’s work, and will bring their ‘A’ game to their job every day.
There are many qualities that are desirable in a contact center agent, and most of them have already been acquired by men and women who have served in the Army, Navy, Air Force, Marines and Coast Guard. Something to keep in mind next time your contact center is hiring.
Publish Date: May 26, 2016 5:00 AM