THE VERY THINGS THAT IMPROVE THE OPERATION TODAY ARE OFTEN THE SAME THINGS THAT DETERMINE WHETHER A NEW TECHNOLOGY SUCCEEDS TOMORROW.
LEADERSHIP
BY KATHRYN E. JACKSON, RESPONSELEARNING CORPORATION
ILLUSTRATION PROVIDED BY ADOBE STOCK
“ GROUNDHOG DAY” IN THE CONTACT CENTER THE TECHNOLOGY CHANGES. THE LESSONS DON ' T.
The contact center leader on my screen looked exhausted. Her center was losing nearly 90 % of its new hires during training. Not after six months. Not after a year. During training. And no, that ' s not a typo. Behind that statistic were real people who had accepted a job, invested their time in training, and wanted to succeed. Yet before they ever reached the floor, something had convinced them that success would be difficult, unlikely, or simply not worth the cost.
For any leader, a loss rate that high creates urgency. It creates pressure to find answers, and quickly.
Like many contact center leaders today, she was looking closely at AI.
She was convinced that if she could just get the right AI solution in place, things would improve. Maybe it was:
• An agent assist application feeding agents answers in real time.
• AI-powered quality monitoring that could identify coaching opportunities.
• Automated call summaries that would reduce after call work.
• Conversational AI that could handle customers’ questions before they reached the agents.
THE VERY THINGS THAT IMPROVE THE OPERATION TODAY ARE OFTEN THE SAME THINGS THAT DETERMINE WHETHER A NEW TECHNOLOGY SUCCEEDS TOMORROW.
20 CONTACT CENTER PIPELINE