STAFFING
The capabilities of AI-based technologies are so vast that it feels like eventually nearly all jobs will have some sort of involvement. To me, it is somewhat similar to the advent of the internet. Would any of us have anticipated that there would be a situation where our refrigerator would need access to online content?
WILL AI AFFECT COACHING AND SUPERVISION INCLUDING TASKS, QUALIFICATIONS?
A: I’ m confident that it will. Think about the scope of data available in the contact centers:
• How frequently / quickly / completely are agents handling calls? From which queues? From what types of customers?
• Are compliance requirements being met?
• What are CSAT scores on those calls?
• Are supervisors / coaches breaking apart the content from each of those perspectives, comparing the results to peers, and using that to generate a coaching plan?
Without AI-assistance, or at least automation, it would be far too labor- and time-intensive to do all of that. But think about a coach / supervisor who does have that insight. Their effectiveness as a coach becomes much more powerful in improving the agent’ s skill set and the customer’ s experience.
At this point, then, I don’ t see as strong of an impact on the coach’ s / supervisor‘ s skill sets to effectively lead and influence people as that still exists in both worlds.
The additional details provided through AI tools, however, give them the information to be much more influential and impactful on the topics for which they coach.
WILL AI ALTER THE PLANNING AND SCHEDULING OF CONTACT CENTER WORKFORCES, AND IF SO, HOW?
A: The potential is there to affect both. While I’ ve not yet seen a fully AI-based forecasting methodology, it can be very beneficial in taking historical results and automating the testing of that data through multiple forecasting methods. Workforce planners can then identify the one( s) that have been the most consistent with the histories and use them to generate future forecasts.
It’ s important that forecasters know the various methods used. But rarely do they have the time to run through all of the scenarios, compare / contrast the results, and identify / leverage the best one for building the forecast for volume, handle time, shrinkage, attrition, etc.
Once the requirements are built from those combinations, generating schedules can take on different forms. Whether template-based, preference-based, or some combination, they all inject complexity that AI is well-suited to analyze and provide insights towards desired outcomes.
"...[ AI ] CAN BE VERY BENEFICIAL IN TAKING HISTORICAL RESULTS AND AUTOMATING THE TESTING OF THAT DATA THROUGH MULTIPLE FORECASTING METHODS."
WHAT ARE YOUR BEST PRACTICES RECOMMENDATIONS FOR CONTACT CENTERS IN ADOPTING AND UTILIZING AI?
A: AI is a powerful tool when used properly, but it is not foolproof and will require our input and vigilance to continue to develop for our desired success. There is an ethical responsibility that we all should take seriously.
While concerns about job replacement are understandable, the priority is ensuring AI can first perform assigned roles reliably and effectively. Only then can we thoughtfully explore how it fits into the future of work.
If you’ re planning to implement AI technology for your customers to use, perhaps it would be better to leverage it as a tool for your agents first?
• Improve the accessibility of information to them, ask for their feedback, and make adjustments along the way.
• Once AI is providing consistent support with reliable results to your agents, then look to expose that to your customers as a self-help option.
I think about AI technology in a similar way to the introduction and expansion of computing power. There’ s no doubt that it has made processes faster and more efficient.
Have some jobs drastically changed as a result of the computer age? Most definitely! But an even bigger part of the change is the number of jobs that involve computers. AI will be similar going forward and will be a companion to many of the jobs of tomorrow’ s workforce.
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Brendan Read is Editor of Contact Center Pipeline. He has been covering and working in customer service and sales and for contact center companies for most of his career. Brendan has edited and written for leading industry publications and has been an industry analyst. He also has authored and co-authored books on contact center design, customer support, and working from home. Brendan can be reached at brendan @ contactcenterpipeline. com.