Over time , enthusiasm and support from executives for Contact Centers has diminished . While there was a renewed interest during the pandemic , that excitement has faded . Many Contact Center leaders today lack strong executive advocates who can support and represent them . In some organizations , there are multiple layers of management between senior Contact Center leaders and executives , even though Contact Centers interact with and support many different business units .
To change this , Contact Center leaders must strengthen their relationships with executives and change the way their departments are viewed . Here are my thoughts on building your Contact Center into an operational powerhouse !
BUILDING A STRONG FOUNDATION
A strong business foundation is built on operations , outcomes , and reputation , or what I like to call “ visibility .” How others perceive your operation influences nearly every aspect of Contact Center management within the enterprise . We have all heard the phrase , " Marketing never told us !" This phrase highlights the importance of being closely connected to business drivers and the outcomes they produce . A well-designed set of outcomes not only supports growth and scalability but also ensures that the Contact Center ’ s value is recognized at the executive level .
To appeal to executives , you must go beyond simply reporting metrics . Include elements that illustrate business impact such as Customer Experience , efficiency gains or losses , and the relevance of technology systems . Instead of just presenting numbers , tell a story that illustrates how your operations contribute to the organization ’ s broader business goals .
FOUNDATIONAL ELEMENTS
A strong foundation is based on several requisite initiatives .
• Tie Outcomes to Customer Experience – Ensure that your stated outcomes and goals are closely linked to the Customer Experience . If these elements have not been clearly defined , take the initiative to do so . Gather a team for an hour to identify the top five Customer Experience elements that matter most , such as knowledgeable agents , accurate systems and information , single points of contact , and first-call resolution . Include this list in your next report and ask executives to approve your assumptions .
• Align with Business Goals – Assure that your Contact Center ’ s objectives align with the overall goals of the business . Show how your operations contribute to key outcomes ( e . g ., revenue growth , customer retention , brand reputation ) to elevate the Contact Center from a “ Cost Center ” to a “ Value Center .”
• Invest in Employee Development – Staff performance and morale directly impacts the Customer Experience . Implement comprehensive training and development programs to keep your team skilled and motivated . Happy and well-trained employees are more likely to deliver exceptional service that reflects positively on the entire organization .
• Foster a Culture of Continuous Improvement – Encourage ongoing innovation within your team . Review processes regularly and look for opportunities to improve efficiency , reduce costs , and enhance the Customer Experience . Involve your team in identifying and implementing these improvements to boost both engagement and ownership .
ORGANIZATIONAL MODEL
Once a strong foundation has been developed , it is critical to examine the Contact Center ’ s organizational model . Is it exactly as it has always been ? The answer to this question demands a close evaluation . A typical or traditional Contact Center is structured via a wide variety of titles .
IDIOM INSIGHTS
WHAT STARTED AS A NEW AND OFTEN RESISTED PART OF BUSINESS HAS BECOME A CRITICAL COMPONENT OF HOW COMPANIES OPERATE AND CONNECT WITH CUSTOMERS .
Typically , there is a Contact Center Director who oversees a Contact Center Manager , Workforce Manager ( WFM ), Quality Assurance ( QA ) Manager , and Training / Learning Manager . While this model has been effective in the past , it often falls short in terms of contemporary needs . These include scalability , collaboration , analytics , technology , and strategic alignment with broader business goals .
Many Contact Centers have grown significantly with agent populations exceeding 100 . Extended hours have become standard practice for many businesses and the rise of multiple locations and hybrid workforces has introduced new demands . Despite these changes , the traditional Contact Center organizational model has barely evolved .
No matter the size of the Contact Center , you can adopt a new model that determines the number of actual positions staffed vs . use of shared roles to accomplish contemporary operational goals .
It is time to take a hard look at whether your current organizational model is poised to support the future . The growth of Contact Centers and the increasing complexity of their operations call for a more robust structure that can accommodate ongoing changes and drive the Contact Center toward becoming an operational powerhouse .
OPERATIONAL STRUCTURE AND PROCESSES
Contact Center leadership must optimize the operational processes that make the Contact Center a true powerhouse . I will define this view at a high level and focus on the operational aspects of the Contact Center organizational model .
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