-- LAURA SIKORSKI
Change is difficult during normal circumstances and the COVID-19 pandemic forced management to make changes to all premise-based operations . These include technology , policies and procedures , training , coaching , quality assurance , performance evaluations , selecting and interviewing candidates , on-boarding , location of employees , and how customers communicate . Contact centers were resilient here . The line staff and management worked together , and overall customers were satisfied .
For those whose technology was already in the cloud , they were able to switch gears very quickly . The IT department made the connectivity / collaboration changes with all appropriate vendors to ensure home workers had telephones , headsets , and PCs / laptops . Along with access to their time clocks , email , CRM , product knowledge , intranet , file support , voice / video conferencing , security , and PCI compliance .
"... TODAY [ CUSTOMERS ] ARE BACK TO WANTING TO DO BUSINESS WITH YOU ON THEIR TERMS ..."
-- LAURA SIKORSKI
This was NOT an easy task !
If technology was premise-based , vendors quickly made the decision to offer cloud solutions , and many did so at no cost for a predetermined period .
The challenge , then , was to get staff to work-from-home ( WFH ) and feel comfortable and assured that all would be okay .
THEN … the hybrid work model evolved . Staff came back to the office for 1-3 days and worked from home 1-3 days .
Management now had to re-use / update premise-based workflows and integrate home workflows into their operations . A workforce management ( WFM ) nightmare ensued . Technology helped here for daily scheduling , ad hoc staffing changes , forecasting , and budgets .
It did become a bit confusing especially if agent direct reports were working in a hybrid model and they could only meet via technology . Again , staff have adapted !
Some contact centers have even opened additional locations in the U . S . or outsourced to nearshore or offshore companies . Please keep in mind that U . S . site selection should be where the contact center labor pool is available ( less than 3 % of the workforce is employed by contact centers ) and in favorable time zones .
Due to the pandemic , our entire world , both business and personal , was turned upside down . However , we got through it with much success and very few scars .
HAVE YOU SEEN CHANGES IN CUSTOMER EXPECTATIONS , EMPLOYEE EXPECTATIONS PRE-AND POST-PANDEMIC ? IF SO , WHAT ARE THEY AND THEIR DRIVERS ?
During the pandemic , customers were very understanding . However , today they are back to wanting to do business with you on their terms , when they want , on the method or channel of their choice , and they expect the same service regardless of the method or channel .
In response :
• Your “ external ” customers should get accurate and courteous service from the first person they interact with without needing to be transferred to anyone else during their interactions .
• Your “ internal ” customers should have quick access to information and the authority to make decisions so that they can address your customers ’ needs and concerns .
• Town halls , video chats , and instant messaging should be policy .
• Communication channels for staff to collaborate , recognize one another , and provide candid feedback without fear of repercussion are a must .
Keep in mind , customer service is what you do for your customers at a specific time to help with an issue . Customer experience is how your customers feel about you and your brand . A positive experience will create loyalty .
Now , more than ever , customer journey mapping should be part of your company ’ s standards for every situation that a customer reaches out . It is also an excellent training tool !
PLEASE DISCUSS WFH IN THE CONTACT CENTER . IS WFH ADVANCING , RETREATING , OR STAYING THE SAME SINCE THE PANDEMIC ? DOES IT HAVE A ROLE TO PLAY AND IF SO WHAT IS IT ?
44 CONTACT CENTER PIPELINE