IDIOM INSIGHTS
A STRONG BUSINESS FOUNDATION IS BUILT ON OPERATIONS , OUTCOMES , AND REPUTATION , OR WHAT I LIKE TO CALL “ VISIBILITY .”
Centralization of Key Functions
Regardless of Contact Center size , its operations encompass essential activities and processes that define the essence of Contact Center management : “ getting the right number of people in the right place at the right time doing the right thing .” These operations shape the Customer Experience . So why separate them organizationally ? Doing so often leads to more conflict than collaboration . Centralization allows for more focused oversight and better alignment of daily operations with strategic goals .
Business Operations Group
The Business Operations Group ( BOG ) centralizes operational activities and tasks and allows for improved analytics and collaboration . It typically houses Workforce Management ( WFM ), Quality Assurance , Training , and Technical Support units . Larger Contact Centers generally have a Senior Manager and a Manager for each unit , though that varies by size . The Business Operations Group Senior Manager reports to the Contact Center Director as does the Contact Center Senior Manager .
By centralizing critical functions under one leader , the Contact Center can more effectively tackle operational challenges , drive continuous improvement , and support scalability within and beyond the Center . While the internal benefits are clear , the most significant advantage is the ability to enhance Business Analytics cross-functionally . Traditionally , Workforce Management ( WFM ) has used analytics to interpret Contact Center metrics . This is important , though it is time to expand this perspective .
12 CONTACT CENTER PIPELINE
When Quality Assurance ( QA ), Training , and WFM work together , the ability to identify business processes , system issues , handoffs , transfers , and other friction points in the customer journey increases exponentially . This positions the Contact Center to provide specific and actionable recommendations for improvement both internally and cross-functionally .
This model offers numerous benefits , including enhanced communication and collaboration among units . It also establishes a single point of contact for all enterprise business units that rely on Contact Center services .
TO DO LIST
I have highlighted several high-level “ to do ’ s ” to move you closer to powerhouse status .
• Encourage a Culture of Ongoing Innovation – Review processes regularly to find opportunities for improvement , whether via better Workforce Management , enhanced Quality Assurance , or more effective Training .
• Leverage Information – Focus on using collected data to provide relevant insights that are actionable across different departments . Contact Center currency is the valuable information you gather . Historically , Contact Center analytics has been provided by WFM analysts that traditionally focused on forecasting , staffing , scheduling , and intra-day queue / agent availability . While this focus is valid and needed , it is limited . Today ’ s Centers are ripe with unharvested information about the business . The power of WFM , QA , and Training working together is the ability to analyze the business itself . Who calls / contacts ? Why ? Contact duration ? Levels of frequency / complexity ? Required agents ? Training demands ? Market response to campaigns ? The Business Operations Group works together to provide genuine business insights .
• Optimize Technology – Evaluate and improve how technology is deployed , utilized , and controlled in the Contact Center . Focus on how technology can positively impact the Customer Experience , improve operational efficiency , and ensure that reporting and information-sharing are as robust as possible . The BOG in larger Contact Centers really needs to get control of its technology . Make it a mission to get the WFM team trained and certified by whatever vendor tools they are using . IT departments are often reluctant to yield control of the ACD , call recording , or even the WFM tool itself . ( I find this ridiculous as it often results in a lack of system optimization opportunities .)
• Advocate for Advanced Analytics – Invest in advanced analytics tools that allow you to predict customer needs , optimize staffing , and personalize customer interactions . Showing how these tools can enhance business outcomes helps solidify Contact Center value .
• Build Strong Cross-departmental Relationships – Strengthen your connections with other departments such as Marketing , Sales , and IT . Collaboration across departments ensures that the Contact Center is fully integrated into the company ’ s broader business strategy and can respond quickly and nimbly to changes or challenges .
By focusing on both organizational structure and operational excellence , Contact Center leaders can transform their operations into a powerhouse that drives business success and garners recognition as an essential asset to the enterprise . Reframe your Contact Center as a powerhouse of scalability , capability , and profitability !
Kathleen M . Peterson is the Chief Vision Officer of PowerHouse Con sulting , a call center and telecommunications consulting firm . www . powerhouse1 . com
@ PowerHouse603