In addition , real-time coaching tools support quality assurance , ensuring agents follow company protocols and provide consistent service . Done right , they deliver the support agents want and need without business disruption . These tools are designed to guide only the agents who need it , elevating agent performance in specific targeted areas .
Moreover , coaching bots leveraging Conversational AI have the unique ability to listen to conversations in real time and use AI to notify and assist employees and supervisors in ways to handle a call more effectively . As a best practice , coaching bots that are trained on a business ' s specific interaction and agent data become smarter and more effective over time .
By delivering focused guidance to agents who may be struggling , we have seen organizations achieve significant results , including :
• A 20-second reduction in call duration per transaction .
• A 10 % improvement in sales conversion .
• A 10 % improvement in retaining at-risk customers .
• 100 % adherence with compliance standards .
And a 20 % improvement in CSAT / NPS .
ALLIES IN PROVIDING A COMPETITIVE DIFFERENTIATOR
Despite the perception that bots could eventually replace humans , agents in today ’ s contact center workforce have a huge ally in AI-powered bots .
AGENT EXPERIENCE
DESPITE THE PERCEPTION THAT BOTS COULD EVENTUALLY REPLACE HUMANS , AGENTS ... HAVE A HUGE ALLY IN AI-POWERED BOTS .
These advanced solutions help companies prioritize employee wellbeing by reducing cognitive overload and simplifying complexity while increasing agent productivity and contact center capacity through CX automation .
By providing a compelling agent experience , they can be a powerful competitive differentiator in today ’ s marketplace .
Dave Singer is Verint ’ s Global Vice President , Go-To-Market Strategy . Singer is responsible for driving the GTM strategy for Verint ’ s Workforce Engagement solutions and Verint ’ s industry leading Open CCaaS Platform . CONTINUED FROM PAGE 25
AGENT RETENTION
THE OUTCOMES
These full-fledged agents feel supported , prepared , accomplished , and excited . They are able to handle real issues faster , with fewer errors , higher productivity , and higher customer satisfaction rates . As a result , they only continue to feel gratified by their work and validated that they came to work for the right company .
The continuity of what ’ s most important continues . It ’ s reflected in how the QA form is designed , what leaders focus on during coaching , which occurs weekly on average ( a little more or less often as determined by the agent ’ s competence and confidence ).
The scorecard and incentives all reflect what ’ s most important and increased
28 CONTACT CENTER PIPELINE responsibility and promotions are predicated on consistent delivery of what ’ s most important . There are no conflicts anywhere from posting to promotion .
Employees are engaged , produce more , care more about the customers , company , and each other and as a result , they also refer more great talent .
The thinking at this stage is typically something like this :
“ I love my job . I am seen , heard , valued , and invested in .”
“ I thought I was going to get the training , tools , and support to feel confident and prepared and my expectations were only exceeded .”
EMPLOYEES ARE ENGAGED , PRODUCE MORE , CARE MORE ABOUT THE CUSTOMERS , COMPANY , AND EACH OTHER AND AS A RESULT , THEY ALSO REFER MORE GREAT TALENT .
“ I really feel my skills and personality are leveraged here and I can see the difference I make .”
“ I care about this job and want to continue to grow .”
Isn ’ t that the outcomes we should all be seeking , and realizing , in our contact centers ?
Neal Dlin is a Human Experience ( HX ) award-winning executive , consultant , keynote speaker , and executive coach , Vice President of Customer Service Experience at Aviso Wealth and president of Chorus Tree , Inc . His successful and status quo-quashing approach has helped organizations transform their operations through the lens of our most common human needs .