Clearly outlining and adopting a real-time performance strategy can be broken into three steps: -Creating KPIs and metrics that can be used to identify and address performance issues based on your specific contact center environment and goals. -Putting a processes in place to allow agents, supervisors and managers to learn immediately when there is a problem. -Determine the appropriate response plan to ensure that your staff is utilized effectively throughout the day. Empowering your agents with real-time metrics and feedback helps them work together and self-manage as a team. They’re better informed and more equipped to make quick decisions and ready to provide the best possible customer experience.
Want to learn more about call queue behavior and ways to improve the customer experience? Why will some callers wait ten minutes or longer while others hang up in 30 seconds? What is the cost of abandonment are there alternatives to call queueing and what is the role of messaging? This webinar looks at the different factors affecting tolerance and considers ways to make the wait a little more productive. Watch this free webinar!
Contact Center Pipeline published an article with ten tips for using real-time dashboards. ...The dashboards available for today’s contact center provide real-time data for the entire “team.” Taking the time to fully utilize your contact center dashboard can lead to “dramatic business benefits for companies who can provide real-time feedback to agents, supervisors, and managers.”
In a recent article at Contact Center Pipeline, Jay Minnucci discusses “an introductory approach to enhancing frontline leadership skills.” From Minnucci’s perspective, a “comprehensive training program is the ultimate goal” for contact center leadership, but an introductory approach is a reasonable place to start. With this strategy, you can offer content in three areas: basics, metrics, and technology. Regarding the metrics, it is important for your contact center supervisors to have a full grasp of the critical numbers that they focus on every day. Many can tell you the objectives and the consequences, but they should also understand the calculations that supply each metric. This level of detail can provide supervisors with a better picture of overall performance. Successful supervisors can provide “clear feedback during coaching session. They get the what and the why…they get the how much.”
Saulnier outlines “five fundamental components that need to be in place to provide an excellent customer experience.” ...Each of these components is clearly critical to long term success in the contact center; however, the fifth component is particularly compelling. Read More. http://www.inovasolutions.com/blog/post/implementing-call-center-reporti...
For the seventh year, DMG provides the Contact Center Performance Management Market Report including details about “vendors, products, technology, market trends and challenges, benefits, return on investment, competitive landscape, market share, market projections, adoption rates, pricing, and best practices.” Inova Solutions is one of a handful of featured vendors that are capable of providing real-time performance management solutions.
With respondents indicating interest in receiving callbacks, this technology seems to be a viable option for improving customer satisfaction as well as improving standard contact center metrics such as average hold time and longest call waiting. Borowski outlines three potential ways to integrate the technology.
Anyone who works in a call center knows about the peaks and valleys in call volume, “no matter how many Customer Service Representatives (CSRs) you have available, it's impossible to meet the current demand for your services.” McGarahan makes the logical case that call volume spikes can be either planned or unplanned.
In my last post, I covered McGarahan’s recommendations for mapping both planned and unplanned peaks in call volumes at your contact center. Identifying patterns is really only the first step; you also need to take steps to efficiently manage the peaks and valleys. McGarahan also offers several tips for managing service demands. - See more at: http://www.inovasolutions.com/blog/post/surviving-call-center-peaks-and-...
An article in the April 2014 issue of CRM Magazine headlines “Contact Center Satisfaction Dropped 10 Percent in 2013.” There are several possibilities for why this might be the case: general customer fatigue and frustration with the slow economic recovery, delays in new technology deployment by companies, and higher expectations by customers.