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Resolution of escalated research issues decreased from ten-plus days to no more than 48 hours in most complicated cases . The team continues to work towards a 24 hour goal .
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. Hybrid work is harder . Most contact center organizations have taken the decision to keep large populations of people at home full time , because it ’ s what most employees prefer , and it saves companies money . That said , some organizations feel compelled to co-locate employees . These companies often use a hybrid approach , asking contact center employees to work two-three days per week in office , and the rest of the week at home .
16 CONTACT CENTER PIPELINE
Contact Center quality scores are a key factor and count for 70 % of the agent ’ s overall performance . The company currently uses an advanced automated quality monitoring system that records all calls and screens and employs a speech analytics tool . Agents are reviewed at least four times per month by their supervisor / coach . The electronic embedded assessment form allows trends to be analyzed and identified by the Quality Program analyst , a member of the Business Operations Team , at the individual , team , and center level . This yields maximum benefit from the effort ; problems are identified and resolved at many levels and across multiple channels .
ROLE OF THE FINANCIAL ANALYST
The company ’ s Business Operations team also includes the unique position of Financial Manager of Planning and Analysis . This role acts as “ a liaison ” with Finance and incorporates the company ’ s finance methodologies for use in the Contact Center . With such a resource , the Contact Center can report effectively on ongoing activities and recommend organizational changes that return real dollars to the bottom line .
When it comes to One and Done , the Contact Center is not solely responsible . However , it does have a unique perspective as to where processes , technology , and silos can be examined and streamlined in a collaborative and supportive way . Everyone wins !
This sort of hybrid work arrangement can be successful in the contact center environment . But it also can cause more confusion and chaos and be more taxing for supervisors who are managing and supporting people in-person and at home .
If your organization is embracing hybrid work on scale in the contact center environment ( meaning employees work some days of the week at home and some days in the physical contact center ) I strongly suggest you reduce team sizes for these groups that are moving in and out of office . The demand and stress of managing both ways is bound to take a toll on your front line leaders . When you right-size hybrid teams you will align leader effort .
THE CONTACT CENTER
DOES HAVE A UNIQUE PERSPECTIVE AS TO WHERE PROCESSES ,
TECHNOLOGY , AND SILOS CAN BE EXAMINED AND
STREAMLINED IN A COLLABORATIVE AND
SUPPORTIVE WAY .
It has never been more important to create an organizational model that includes resources focused on all aspects of the transaction and interaction . The time has come to bring your organizational model into discussions around ways to create efficiency gains and meet objectives such as One and Done .
Kathleen M . Peterson is the Chief Vision Officer of PowerHouse Con sulting , a call center and telecommunications consulting firm . www . powerhouse1 . com
MOST CONTACT CENTER ORGANIZATIONS HAVE TAKEN THE DECISION TO KEEP LARGE POPULATIONS OF PEOPLE AT HOME FULL TIME ...
Overall , these shifts and investments that organizations are focusing on are outcomes of the pandemic . They would have happened anyway – we are just getting there years sooner . In the end we will be able to measure the results of our efforts in CX response and employee satisfaction . 2023 should be a very good year !