Article : Plotting Your Course On The WFO Maturity Model
Companies seek strategies and solutions that will evolve and mature as they do. Today, the market holds both foundation-level and strategic offerings to help them progress through the WFO continuum to extend business value.
For instance, at an operational level, centres are focused on optimising CSR performance. In the process, they may be working under constraints, such as bare essential infrastructures and cost controls. And they may face the challenge of matching demand with resources, retaining effective CSRs, prioritising coaching/training and delivering consistent customer experiences. Leveraging WFO, and such pre-packaged components as basic forecasting and scheduling, voice/screen capture/recording, evaluations and best practice training, enables them to focus on reducing risk, decreasing average handle time, improving quality scores, driving down average speed to answer, ensuring adherence and managing occupancy.
At a more advanced level,
centres are focused on optimising contact center performance. They face
the challenge of balancing productivity with quality, increasing
centre-driven revenue, standardising service across touch points and
growing transaction complexities. These centres are examining such
metrics as first call resolution, shrinkage, up-selling and
cross-selling, and customer satisfaction driven though the contact
centre. WFO pre-packages that bundle forecasting and scheduling,
adherence, business rules driven recording, lesson management, and
agent/organisational scorecard functionality – for example – are paving
the way to a uniform contact centre experience, flexible scheduling and
the initiation of a performance improvement culture.
In progressing through the WFO maturity model, some may concentrate on differentiating themselves through customer service. This strategic level centres on such metrics as root cause analysis and overall customer satisfaction as drivers for success, as well as driving proven processes into the back office and enterprise. At this strategic point in the WFO maturity cycle, companies may opt for added functionality that enables competency-based learning, speech analytics and an expanded view of performance. What they get in return is a centre that's aligned with the rest of the enterprise – one that's able to maximise efficiency and effectiveness, and facilitate proactive collaboration with the rest of the organisation.
At the top of the WFO alignment pyramid is the visionary level, where optimising virtual service performance comes into play. Those that approach their business based on this model are furthering the trend of at-home agents and the virtual workforce by leveraging their VoIP infrastructures. What they're measuring is more forward-thinking, as well: customer loyalty, top-line revenue, customer service operation margins and earnings per share.
There's no right or wrong stage to be at on the model. Regardless of a company's size and requirements, it's a progression that's there to be taken when the organisation is ready. Simply put, WFO offers the functionality to meet their needs today and a growth path as their goals evolve.
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About Oscar Alban:
Oscar Alban serves as Principal, Global Market Consultant for Witness Systems. He regularly speaks at industry trade shows, conferences and customer sites worldwide, where he focuses on the mission critical aspects of optimizing workforce performance – including improving workforce planning and agent effectiveness, capturing and leveraging customer and competitive business intelligence, analyzing enterprise performance and applying learning.
Published: Tuesday, October 4, 2005