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Adding Intelligence to the Next-Generation Contact Center

Adding Intelligence to the Next-Generation Contact Center. Nathan Stearns, IEX Corporation. People. Processes. Technology. The next generation contact center must focus on all three in combination.

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Adding Intelligence to the Next-Generation Contact Center

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  1. Adding Intelligence to the Next-Generation Contact Center Nathan Stearns, IEX Corporation

  2. People. Processes. Technology. • The next generation contact center must focus on all three in combination. • In the following slides, we will explore three concepts that require a new focus on people, process, and technology. • When applied effectively, these concepts will give you a competitive edge.

  3. Back Office Optimization • People • Transplant WFM staff from the inbound contact center • Train managers and supervisors on the art of balancing backlog management with agent optimization • Processes • Re-use proven WFM techniques • Performance Management: focus on key drivers of success • Accountability vs. flexibility • Effectiveness vs. efficiency • Technology • Desktop transaction measurement software • Advanced WFM that includes bi-level forecasting and work propagation • Closed-loop feedback using simulation to plan and schedule blended workers

  4. Back Office Performance Management • Unlike the call center, many companies do not have visibility into back office work • How many work items should be handled per day per person? • Some workers may handle all their work by 3pm and surf the net the rest of the day • Lack of visibility means • Lack of KPIs to measure performance • Lack of incentives to drive performance • Lack of information to drive staffing and planning decisions

  5. Back Office Performance Management • Capture AHT and number of emails, chats, claims, and other back office work items as history for forecasting, planning, and scheduling • Capture agent desktop activity for historical adherence and performance reporting • Integrate real-time agent desktop activity for real-time adherence to schedule and to application usage • Start with basic time and motion studies using your QM system • Advance to a full desktop monitoring platform

  6. Measure Back Office Desktop Activity Identify application usage by employee throughout the day

  7. Measure Back Office Desktop Activity CRM Application “OUTSIDE” Total amount of time employee used “OUTSIDE”

  8. Monitor Back Office Desktop Activity Detailed log provides specific information.

  9. Manage Back Office Desktop Activity • Trigger workflows and messaging after usage of an application hits a certain threshold • E.g. 1 hour of internet explorer usage per day

  10. Manage Back Office Processes Identified Process – “New Mortgage Customer” Steps Identified as a Process

  11. Unified Command Centers • People • Job enrichment: cross train functional silos • Resource re-allocation: reduce operations headcount while still maintaining proper coverage • Process • Process documentation to identify inputs/outputs (hand offs) between functional groups • Co-locate functional groups • Technology • Well equipped command center for visualization of enterprise status • Dual monitors for extended desktop • Robust WFM software for enterprise-wide real time monitoring and management

  12. Unified Command Centers:Chase Home Lending Merging traditionally siloed groups into one organization to create operational efficiencies. Desktop Support WFM Telephony HR Support

  13. Unified Command Center: WFM • Forecasting & Scheduling • Long term (through next year) • Mid range (next month) • Capacity Planning • Scheduled shrinkage • Schedule changes within the current week • Overtime and Voluntary Time Off management • Intraday • Same day schedule changes • Service Level monitoring

  14. Unified Command Center: Telephony • Routing • Network Level • Post IVR • Real-time • Monitoring • Mission Critical Resources • WFM Software • News/Weather • Administration • New Hire and Agent Infrastructure • Skill Changes • Phone Hardware Support

  15. Unified Command Center: HR Support • Human Resources • Termination Processing • Leave of Absence Requests • FMLA Requests • Job Abandonment • New Hire Orientation • Expense Management • Monthly headcount and expense forecast based on attrition trends and training class schedules • Corporate Advances • Invoice and Expense Report Processing • Data Changes • Communication • Plasma display screens for graphic communication with call center staff • GCC Flash email notification of system issues affectingservice level • Attrition Reporting

  16. Unified Command Center: Desktop Support • Support for PC Hardware and imaging • First line of contact for software issues • Reimage and cleanse PCs after terminations

  17. Unified Command Center • WFM, Telephony, Desktop Support and HR Support teams share a single large room. • Managers are in the back of the room with analysts sitting in arched rows facing the displays and monitoring screens.

  18. Unified Command Center • Each team is aware of what is happening with all other teams • If members of one team are unavailable, members of the other teams can take over monitoring of their operational statistics • WFM Intraday and Real-Time screens aid in this process • Analysts from different teams can easily see when the areas managed by the workforce team have breached a threshold and take appropriate action.

  19. Advantages of the Unified Command Center • Improved Agent Adherence • Overall schedule adherence has risen to approximately 90%. • Flexible Schedules • By developing and monitoring more flexible schedules, Chase decreased total OT expenses by almost 25% • Reduced Customer Impact • By viewing routing, staffing and RTA for all sites on consolidated monitor boards – along with CNN and the Weather Channel – Chase can respond to changing conditions quickly • Reduced Staffing • Process automation, paperwork reduction, exception handling and resource planning have resulted in a 40% reduction of WFM staff • The operations management staff spends more time on coaching and staff supervision.

  20. At Home Agent Populations • People • Professional, mature, educated, self motivated • Internet literate; organized; quiet work space • Flexible availability • Process • Take advantage of very flexible part time or full time schedules • New supervisory paradigms • New training regimens • Technology • VoIP as the enabler for the interaction • Advanced workforce scheduling techniques and algorithms • New supervisor/agent communication methods (IM, video) • No other special technology necessarily required

  21. Attendee Exercise • Split into groups of three • Share how you have developed the next generation contact center by focusing on the combination of people, process, technology • You can you use one of the preceding examples and share your key learnings… • Or, share a new idea.

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