UC Expo 2010 - How Can I Help You. Applying the benefits of flexible working in contact centres


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  • Mitel Corporate Overview 03/18/10 1065_5197
  • Mitel Corporate Overview 03/18/10 1065_5197 Founded in 1973 Focussed on core competency – voice 20 million end users Intelligent migration –we look after our customers Our technology lends itself to support different business structure and process such as: Single site/multiple site/Global Enhancing existing infrastructure rather than rip and replace approach Flexible working practices Business continuity Customer Service & Sales Environmental Organised internally to support vertical markets – bring partners in to add value to existing skill set/technology. Wesley Clover umbrella adds additional continuity to our portfolio
  • Mitel Corporate Overview 03/18/10 1065_5197
  • Mitel Corporate Overview 03/18/10 1065_5197
  • Mitel Corporate Overview 03/18/10 1065_5197 This is an extract from a report from Citizens Advice. Given that the majority of interactions for many contact centres is still via the phone, it is interesting to understand what the public consider to be important. Clearly staff are key and how they deal with calls coming in but second to that is making sure that the calls are routed to the right place first time. Being kept on hold for ages, presented with a multitude of automated options and then receiving poor customer service – up to four out of 10 of us are dissatisfied with our experience of some call centres, according to a new report from Citizens Advice . “ There is a long way to go to achieve a balance between dealing efficiently with high volumes of calls and providing accessible and responsive services. Almost all call centre users have criticisms of their experience and a significant proportion are left dissatisfied. Source: Teleculture - the Citizen Speaks. The Henley Centre, 1997.
  • Mitel Corporate Overview 03/18/10 1065_5197 UK Contact Centre Operational Review report by industry analyst ContactBabel 2007
  • Mitel Corporate Overview 03/18/10 1065_5197 The UK Contact Centre Industry: A Study DTI 2004
  • Mitel Corporate Overview 03/18/10 1065_5197 Workplaces are becoming more stressful every year (Amicus) Stress is costing European countries at E20bn annually (European Agency for Safety and Health at Work) 3 out of 4 employees raised stress-related issues with employers Only 1 in 3 companies addressed causes of employee stress Employers need to examine hours staff are working and how work and home lives are balanced Employers must address real issues behind stress - long hours and excessive demands, rather than stress management courses, which do nothing to eliminate underlying causes of stress For every employee who has children, parents and people they care for comes a certain amount of stress. For some people it’s the need to have flexible working arrangements so that picking up children from school or taking an elderly parent to the hospital can be managed without too much difficulty. Very strict working practices that do not accommodate these situations cause stress and anxiety which affects not only the individual, but the quality of their work and ultimately your organisation.
  • Mitel Corporate Overview 03/18/10 1065_5197 Satisfaction includes not only work itself but factors relating to the work environment Its Telework is a method of working The use of information and communications technologies to enable remote working from the office, either for: workers who work at home full time or part time workers who divide their time between home and the office mobile workers using their home as an administrative base
  • Mitel Corporate Overview 03/18/10 1065_5197 43% of 18 to 30 year-olds willing to consider lower pay to work at home and 31% of the over 50s. 37% in London would forgo pay rise for flexible working 23% in North West and Yorkshire and Humberside. 65% of UK’s smaller businesses cite staff motivation and 50 % increased productivity to support flexible working. 59% of small business directors believe they’re as capable of offering flexible working as big business In 2005 3.8 million full-time teleworkers in the UK 5.5 million people spend part of the week working remotely Reducing stress the biggest appeal for UK workers (Epson) 81% choosing this as the reason to home work 21st February 2007 By CBR Staff Writer A study conducted in November 2007 by Affiniti, a communications integrator, and ICM Research, involving 1,000 workers across the UK, sought to identify the top employee issues in the workplace and the factors that will transform the way organizations operate. The survey found that remote working and environmental policies look set to move UK staff from the office into the home. The research discovered that two thirds of UK employees expect to be able to work from home within the next five to 10 years, with 37% indicating that they will only consider new jobs that offer remote working, and 31% of workers feeling that being at home ranks above other possible benefits. This highlights the importance with which this capability should be taken by organizations when hiring new employees. Unfortunately, three quarters of UK organizations appear to be slow on the uptake, having no home working policy in place. Staff would also like a better work/life balance, with 68% indicating that this was the main reason for wanting home working, along with increased productivity, reduced commuting time, and reduced travel congestion. In addition, the research also brought into focus how being environmentally friendly is considered critical by UK workers. Three quarters consider it important, with 20% believing that the environment will be the number one issue for organizations in the future. Again, enterprises are lagging behind employee beliefs, with one third of companies not having an environmental policy in place, and 53% intimated that being green is only 'sometimes' seen as a business issue. For example, while three quarters of businesses encourage measures such as recycling and switching off PCs, 80% of organizations still partake in unnecessary business travel. In the past, most organizations have paid little regard to the 'green' aspects of the operation, or the way resources are consumed. Now, environmental stewardship is becoming an important consideration, driven by employee awareness, as indicated by this research, as well as regulatory pressures, and equipment disposal liabilities. There can also be a cost of environmental compliance failure, including the inability to recruit good staff, lost revenue, crisis mode costs, and long-term capability building costs. This has brought into sharp focus the need for organizations to be more proactive with employees and suppliers, along with incorporating environmental factors into strategy, corporate and IT governance procedures, and ensuring processes are designed with the environment in mind. The environment must become part of company culture and high-level strategy. All stakeholders, including employees, have a role to play in engendering a 'green mindset.' While a 'green' approach is obviously good for the environment, it can also lead to a more flexible working environment and happier employees. Source: OpinionWire by Butler Group (www.butlergroup.com) http://www.cbronline.com/article_feature_print.asp?guid=F26A9A79-8E86-4734-9D12-AA57BC9FE4D7 Nearly half of UK workers say they’d be more productive if they could work remotely Almost a quarter want to work from home(You Gov Survey 2007) Despite growth in flexible working, the UK is lagging behind Europe (Equal Opportunities Commission 2007) And while flexi-time is available in 90% of German and Swedish companies, just 48% of UK companies offer it DTI
  • Mitel Corporate Overview 03/18/10 1065_5197 Source: Teleworking at BT - The Environmental and Social Impacts of its Workabout Scheme, by the University of Bradford and the UK Centre for Economic and Environmental Development, surveyed 2,000 of BT's teleworking staff. point 2 Suggested Productivity Range: 10% - 40% Data Sources: Telework & The Extended Organization, 2003 FOX GROUP Consulting. Internal Focus Staff (e.g. HR, Admin, IT, Accounting) Days per week outside of the corporate office & associated productivity gains: 1 day: 15% productivity gain 2 days: 25% productivity gain 3 days: -4% productivity gain External Focus Staff (e.g. sales, operations, consulting, service) 1 day: 25% productivity gain 2 days: 40% productivity gain 3 days: 18% productivity gain IBM Canada had teleworker productivity improvements of up to 50%. IBM, Canada City of Mesa Case Study. "Teleworkers and managers alike reported increases in productivity. Based on attitudinal surveys, both managers and employees estimated a 30 % increase in productivity. In one department where productivity is measured, productivity of employees on their telework days increased 50 %." Compaq Computer has measured productivity increases as high as 45 % that are directly attributable to teleworking. A survey by Kensington Technology Group, for example, determined that 75 percent of teleworkers polled felt they accomplished 30 percent more in the same amount of time working at home. Some studies have measured improvements in productivity for home workers of up to 45% (Source - Strategic Workstyles 2000 project) http://www.inteleworks.com/IWCBAforPDF0301.pdf Average 15% relative to non-TeleWorkers In an AT&T sponsored survey of Fortune 1000 managers, 58% reported increased worker productivity. Other studies show productivity gains of 10% - 40%. (Telecommute Fall 2000). The bottom line, according to Dow Chemical: Administrative costs have dropped 50% annually (15% of which was attributed to commercial real estate costs.) Productivity increased by 32.5% (10% through decreased absenteeism, 16% by working at home and 6.5% by avoiding the commute.) JD Edwards teleworkers are from 20 to 25% more productive than their office workers. American Express teleworkers produce 43% more business than their office workers. Colorado Telework Coalition Absenteeism The (ITAC) survey found that employers can save 63% of the cost of absenteeism, or $2,086 per employee per year, based on the average salary reported by TeleWorkers, combined with the number of days absent on which TeleWorkers were still able to work from home. http://www.inteleworks.com/IWCBAforPDF0301.pdf Absenteeism & emergency preparedness Canadians miss 10 days/year on average (11.7 for public servants) due to illness, childcare, eldercare, being home for trades people etc. This, and the cost of wages for replacement workers, cuts into payroll costs. No one expects employees to work when too ill, but teleworkers can often perform at least some of their normal work. Studies show that telework cuts absenteeism by 20%. AT&T estimates workforce productivity gains of about $65 million, primarily the result of time saved by not having to drive to work. A survey of AT&T workers in the Washington area found that about 800, or 60%, of the company's 1,400 managers, work from home at least occasionally. The company found that employees typically split the extra time they gained by not having to drive into work for work and personal activities, said Allenby. "[I]n a recent internal [AT&T] survey found that teleworking, on average, frees up an extra 80 minutes per day. Of this the teleworkers themselves gain 20 minutes extra time to themselves but the company gets an extra hour of work, each and every day." Minnesota - The average commute time statewide has grown from 18 minutes in 1980 to 19 minutes in 1990 to 22 minutes in 2000. The average commute time in the seven-county metro area has grown from 20 minutes in 1980 to 21 minutes in 1990 to 23 minutes in 2000. U.S. Census Data: Transportation Fact Sheet Utah - Commutes for Utah workers increased from a mean travel time of 19.3 minutes in 1980 to 21.3 minutes in 2000. This ranks Utah, in 2000, as having the 11th shortest commute-time among all 50 states. New York: 31.7 minutes Maryland: 31.2 minutes New Jersey: 30.0 minutes Illinois: 28.0 minutes California: 27.7 minutes Seattle: 26.5 minutes Commuter times are averaging 45 minutes and offering home working could cut congestion by 15% (The RAC Foundation)
  • Mitel Corporate Overview 03/18/10 1065_5197 Ken Landoline, VP and Principal Analyst at Saddletree Research
  • Mitel Corporate Overview 03/18/10 1065_5197 Gartner, 2002, As Found in: Revamped call centers reduce operating costs By Ann Bednarz Network World, 09/09/02
  • Mitel Corporate Overview 03/18/10 1065_5197 Mitel's Call Center solution operating at the National Center for Missing & Exploited Children (NCMEC) was used to support efforts to locate and reunite Hurricane Katrina victims in Mississippi, Louisiana, and Alabama. The system was installed and upgraded by American Telecom Solutions, a partner based in Baltimore, Maryland Flexibility in Deployment Benefit from IP Telephony by connecting the walk in centre and the call centre When staff in the walk in centre are free, they simply log in to the call centre from their desk and remotely support the call centre Connect remote sites using teleworker system to support the call centre for hours of peak traffic Staff log in remotely to support the call centre during peak hours of call traffic
  • Mitel Corporate Overview 03/18/10 1065_5197 We have already seen that the report from Citizens Advice showed how important the public deemed getting to the right person is very important. Being able to determine who is calling and what they are likely to want and thereby, transferring the caller to a specific member of staff in order to help. The UK Contact Centre Industry: A Study DTI 2004
  • Mitel Corporate Overview 03/18/10 1065_5197 Hotdesking enables an employee to turn up at any office within their organisation and log in to a phone, which downloads that person’s profile. Whoever calls the ext number will automatically be routed to that phone. From a user perspective it means that all speed dials , pick up groups etc remain the same. Message waiting lamp reflects your mailbox – everything is exactly the same as your desk phone. From your customer’s perspective, they dial a number and it reaches you regardless of the fact that you are now in a different office. Hot desking can be used with any DDI phone using Mitel Dynamic Extension, which I will come to a little later on.
  • Mitel Corporate Overview 03/18/10 1065_5197 If you are someone who wants to work from home – even if it’s a couple of days a week, what you should consider is introducing a Teleworker to your home office. All you need is a broadband link and you can connect your handset back to your office infrastructure enabling you to now be an extension off the PBX. Again using hot desking, you can log in and your profile will be downloaded – all softkeys, messaging waiting lamp etc. Incoming calls will automatically be routed to your home phone. This provides a perfect solution for employees who cannot get access to a building because of terrorism threats, floods etc. It is also another option for when there is a pandemic and people either have contracted an illness or are vulnerable and therefore, want to stay at home. If there is a rail/tube strike and you know that you wont be able to get into an office that day – again, you can work from home that day. Personal challenges, children sickness and have to stay at home for example. LIM – Line Interface module
  • Mitel Corporate Overview 03/18/10 1065_5197 Personal Ring Groups was introduced in MCD 4.0 and has received very positive feedback. Basically, you can have up to 8 devices/phones within your personal ring group. What happens is that when your extension number is called, any other associated devices within your ring group is called at the same time. So, I may have my mobile phone, blackberry and desk ext within the ring group. All three will ring, and when I answer one of them, the other devices stop ringing. One busy – all busy gives me an option to be able to take other calls (even though I might be on a call) or when I am busy, no other calls will get through. So, again, it means that if for example my home phone number is part of my personal ring group, I can now take all my calls at home, if I am forced to stay at home that day due to unforeseen circumstances. The most important thing for customers is that when they call they are answered. As an employee being contactable is key to ensuring a good relationship with clients. Personal ring group enables lots of options with respect to which phone should ring and when (to suit your circumstances that day)
  • Mitel Corporate Overview 03/18/10 1065_5197 Source: A call centre in your bedroom? Home agents more reliable, report claims... By Andy McCue Published: Thursday 27 September 2007 47,000 home-based outsourced call centre workers globally - predominantly in US - to rise to 224,000 by 2012. The AA is a big user of home-working call centre agents, with 300 home-based agents taking calls from motorists and dealing with insurance quotes
  • Mitel Corporate Overview 03/18/10 1065_5197
  • Mitel Corporate Overview 03/18/10 1065_5197 Siemens Workforce Survey 2008
  • Mitel Corporate Overview 03/18/10 1065_5197 -Source Dimension Data’s Global Contact Benchmarking Report 2008
  • Mitel Corporate Overview 03/18/10 1065_5197 Customer issues can go beyond the agent’s skill-set, knowledge, authority or system access.
  • Mitel Corporate Overview 03/18/10 1065_5197
  • Mitel Corporate Overview 03/18/10 1065_5197
  • UC Expo 2010 - How Can I Help You. Applying the benefits of flexible working in contact centres

    1. 1. How Can I Help You…. Applying the benefits of flexible working in contact centres Cath Knight Solutions Marketing Manager Flexible Working Theatre
    2. 2. About Mitel <ul><li>A leading provider of communications solutions for small, single site offices to the multi-site, large enterprises. </li></ul><ul><li>Operate from over 100 locations in over 90 countries. </li></ul><ul><li>Partner network of over 1,500 value-added resellers. </li></ul><ul><li>Using IP Telephony as the enabler for business communications applications </li></ul>Our portfolio of solutions are highly scalable, secure, easily managed, and optimized to meet the evolving communications needs of our customers.
    3. 3. Trends in Contact Centres
    4. 4. Customer Interaction <ul><li>Telephony is the most important vehicle of communication after person to person </li></ul><ul><li>Outbound and inbound communications need to be managed appropriately or an organisation can risk it’s reputation and its customer base </li></ul><ul><li>Interaction between the front and back office is missision critical to successful customer retention </li></ul>
    5. 5. Improving Phone Service <ul><li>The public thinks the things most likely to create an impression of efficient phone service are: </li></ul><ul><ul><li>Being transferred to the right place right away (50%) </li></ul></ul><ul><ul><li>Polite, knowledgeable and helpful person answering call (47%) </li></ul></ul><ul><ul><li>Call answered within three rings (43%) </li></ul></ul>
    6. 6. Staff Attrition <ul><li>Attrition in UK call centres has continually risen as staff leave because of low salaries </li></ul><ul><li>UK call centre attrition rate is now 32% </li></ul><ul><li>71% call centres are experiencing problems recruiting new staff </li></ul><ul><li>Call centre agent salaries have only increased at the same level as inflation </li></ul><ul><li>Contact Centres should move low-value interactions onto web and phone self-service channels, and use savings to pay higher salaries to agents </li></ul><ul><ul><li>This will attract and retain high-quality staff, a move which will benefit both the business and the customer base </li></ul></ul>
    7. 7. Staff Costs <ul><li>Recruitment has become a real and very expensive headache for some operations </li></ul><ul><li>It has been estimated the cost of recruitment and selection of a call centre agent at £2,500, while the turnover cost per agent is £2,244.54 </li></ul><ul><li>High staff turnover may mean that the quality of service which customers receive is lower than ideal, which is likely to have an impact upon profits & customer loyalty </li></ul><ul><li>A new agent is only 16% as productive as an experienced agent </li></ul>
    8. 8. Key Reasons for Leaving a Job <ul><li>The 2 biggest drivers of attrition are </li></ul><ul><ul><li>A lack of flexibility in work schedules </li></ul></ul><ul><ul><li>Employees’ dissatisfaction with their immediate supervisors </li></ul></ul>
    9. 9. Tips to Retain Top Talent <ul><li>Measure “soft” skills as well as hard skills. Besides output, customer satisfaction, profit, and sales, consider how work gets done </li></ul><ul><li>Create meaningful and challenging work and an environment that enables people to do their best work </li></ul><ul><li>Ensure work-life balance and support its importance </li></ul><ul><li>Teleworking is a key benefit to prospective and current employees </li></ul><ul><li>Improves job satisfaction and balances quality of life issues </li></ul><ul><li>Remote working enables employers to recruit from a wider pool of applicants, unrestricted by geographical considerations </li></ul>
    10. 10. Teleworking A New Business Imperative <ul><li>37% of men and 34% of women willing to forgo next pay rise to work from home (YouGov survey) </li></ul><ul><li>7% of employees seeking alternative employment do so because they are unsatisfied with their journey to work (Labour Force Survey ) </li></ul><ul><li>UK employees most likely to choose a job offering home working over one which does not (Epson Research) </li></ul><ul><li>70% of graduates seek flexible working -Half considered it the most important benefit (DTI) </li></ul><ul><li>Only 20% of UK employers offer tele- working, compared to 40% in Germany, Sweden and Denmark (Equal Opportunities Commission 2007) </li></ul>
    11. 11. Positive Impacts Productivity and Lower Overhead <ul><li>Higher employee productivity and morale </li></ul><ul><ul><li>2 extra days per month per employee in productivity </li></ul></ul><ul><li>Employers can save 63% of the cost of absenteeism, or £1,043 per employee per year </li></ul><ul><ul><li>Based on average salary of teleworkers, combined with number of days absent which teleworkers were still able to work from home (The (ITAC) survey) </li></ul></ul><ul><li>Evidence suggests staff are more effective away from the office: 58% of organisations report teleworkers are 15% more effective than their office-bound counterparts Source: Infoconomy </li></ul><ul><li>More than 1/3 of office space costs can be cut through remote working (Economist Intelligence Unit) </li></ul><ul><li>Teleworkers often use the saving in commuting time by working extra hours, starting earlier and finishing later than office hours </li></ul>
    12. 12. First Call Resolution <ul><li>The inability to reach the right person the first time is a major reason behind customer dissatisfaction in the customer service/contact centre environment </li></ul><ul><li>Poor first call resolution performance has been shown to make up a significant share (in some cases, up to a third) of a call centre’s overall operational costs </li></ul><ul><li>Also known as First Contact Resolution, or in government terms, “Avoidable Contact” </li></ul><ul><ul><li>First-contact resolution challenges account for at least 30% of a contact center’s operational costs (Source: The Call Center Manager’s Forum) </li></ul></ul>
    13. 13. Savings Through Better Interaction <ul><li>Greater efficiency in handling customer queries, which can translate into real savings </li></ul><ul><li>If an organisation can increase the number of queries that are resolved in a single phone call from an average of 82% to 91%, it will reduce overall call centre volume by 9% </li></ul><ul><li>In a 50-agent call centre handling 70,000 calls per month, that can amount to a saving of 4.5 full-time employees </li></ul>
    14. 14. Enhancing The Call Centre IP Means Flexibility <ul><li>Staff can be located anywhere, not just in a fixed location </li></ul><ul><li>May help to retain staff </li></ul><ul><li>IP provides the flexibility to employ part-time staff to ensure support for the call centre during peak hours of traffic </li></ul><ul><li>Staff can work from home, or work in other areas of the organisation, and simply log in to the system to support the call centre from where they sit </li></ul>
    15. 15. <ul><li>Putting the right call through to the right agent is the purpose of skills-based routing </li></ul><ul><li>Skills-based routing seems to have a significant impact on a contact centre. </li></ul><ul><li>84% of calls successfully completed without internal transfer </li></ul>Mitel Skills Based Routing
    16. 16. Using Mitel Hotdesking <ul><li>Hot desk profile includes </li></ul><ul><ul><li>Number, name </li></ul></ul><ul><ul><li>Key appearances </li></ul></ul><ul><ul><li>Message waiting </li></ul></ul><ul><ul><li>Speed-calls </li></ul></ul><ul><ul><li>Pick-up groups, hunt groups, </li></ul></ul><ul><ul><li>Class of service </li></ul></ul><ul><ul><li>Class of restriction </li></ul></ul><ul><li>Chose another desk, login & continue working </li></ul><ul><ul><li>At another branch office </li></ul></ul><ul><ul><li>At a Disaster Recovery Site </li></ul></ul><ul><ul><li>At home </li></ul></ul><ul><li>Now available at any DDI Telephone using Mitel Dynamic Extension </li></ul>Mobilises an employees profile to enable them to work from another office or even at home
    17. 17. Using Mitel Teleworking <ul><li>Enables employees to work at home </li></ul><ul><ul><li>Replicate desktop using hot desking </li></ul></ul><ul><ul><li>Teleworking sets can be resilient </li></ul></ul><ul><ul><li>Supports LIM for analogue connectivity </li></ul></ul><ul><ul><li>Supports all Mitel applications </li></ul></ul><ul><ul><li>Extend corporate VPN or use Internet </li></ul></ul><ul><li>Loss of buildings / Access to buildings </li></ul><ul><li>Managing employee illness / pandemic </li></ul><ul><li>Minor disruptions, for example travel strikes </li></ul><ul><li>Personal challenges, for example managing sick relatives </li></ul>Enables a Mitel IP desktop to be extended across a broadband link to small office / home office environments
    18. 18. Using Personal Ring Groups <ul><li>Allows a user to create a pool of possible answer points </li></ul><ul><li>Up to 8 devices - internal or external </li></ul><ul><li>Incoming call can ring all simultaneously </li></ul><ul><li>Calling line ID = Primary ring group number </li></ul><ul><li>One voicemail box option </li></ul><ul><li>One Busy - All Busy Option </li></ul><ul><li>Call Pull and Call Push </li></ul><ul><li>Loss of buildings / Access to buildings </li></ul><ul><li>Managing employee illness / pandemic </li></ul><ul><li>Minor disruptions, for example travel strikes </li></ul><ul><li>Personal challenges, for example managing sick relatives </li></ul>PSTN Call Control Personal Ring Group
    19. 19. Virtual Customer Service <ul><li>Home agents becoming mainstream (Datamonitor) </li></ul><ul><li>47,000 home-based outsourced call centre workers globally - to rise to 224,000 by 2012 </li></ul><ul><li>Workers tend to be </li></ul><ul><ul><li>older with more work experience </li></ul></ul><ul><ul><li>higher customer satisfaction </li></ul></ul><ul><ul><li>lower attrition </li></ul></ul><ul><li>Connected via IP, staff simply log in to support call centre </li></ul><ul><li>Recruit from a wider pool of people </li></ul><ul><li>Operational Benefits: </li></ul><ul><ul><li>Cost Savings </li></ul></ul><ul><ul><li>Carbon Avoidance </li></ul></ul><ul><ul><li>Part time staff </li></ul></ul><ul><ul><li>Staff with disabilities </li></ul></ul>
    20. 20. <ul><li>Contact centre Management </li></ul><ul><li>Real-time & historical reporting </li></ul><ul><li>Enhanced routing, static & intelligent messaging with call back/self service options </li></ul><ul><li>Multi-media </li></ul><ul><li>Staff forecasting & scheduling </li></ul>Mitel Customer Interaction Solutions
    21. 21. Contact Centre Agents and Diverse Applications <ul><ul><li>Although technology has helped give agents more information and better service to customers, it is also a major stumbling block to increased productivity </li></ul></ul><ul><ul><li>Most workers had to gather information from 5 applications </li></ul></ul><ul><ul><li>9% had to juggle 11 or more applications </li></ul></ul><ul><ul><li>5% had to access 15 different screens </li></ul></ul><ul><ul><li>Difficult to build a complete view of customers </li></ul></ul><ul><ul><li>More likely to make data errors or for data not to be captured </li></ul></ul><ul><ul><li>29% of an agent’s time is spent dealing with customers, the bulk of effort goes into </li></ul></ul><ul><ul><ul><li>finding the right information on screen </li></ul></ul></ul><ul><ul><ul><li>entering data, both during and after the call </li></ul></ul></ul><ul><ul><ul><li>making hand-written notes </li></ul></ul></ul>
    22. 22. Computer Telephony Integration (CTI) <ul><li>The few seconds per call that screen popping can save really adds up when annual call volumes run into many millions, and proves CTI’s return on investment very easily </li></ul><ul><li>With screen pop saving up to 8 pence per call, a call centre handling 800 calls per day will save £64 per day or over £16,000 a year based on a 5 day working week </li></ul><ul><li>53.4% of contact centres currently use CTI </li></ul><ul><li>23.3% are planning to do so </li></ul><ul><li>28.0% have implemented universal queue </li></ul><ul><li>15.9% plan to install universal queues </li></ul>
    23. 23. Technology Trends Presence and Availability <ul><li>Presence-based software allows a user to view the real-time availability status and readiness to communicate of others – both within the contact centre or across the organisation </li></ul><ul><li>For agents managing customer interactions, presence and collaboration capabilities can have a great impact on improving first-contact resolution rates. </li></ul><ul><li>Customer satisfaction can be greatly increased by avoiding callbacks, unnecessary or blind call transfers or lengthy hold times while call takers physically search for an available party to assist in call resolution </li></ul><ul><li>With presence and instant messaging tools, agents can see which subject matter experts are available on line and virtually interact with them without having to hang up and re-dial the customer </li></ul>
    24. 24. Virtual Interaction Interaction between Staff Regardless of Location <ul><li>Intuitive interface including emoticons, far-end typing, and display picture </li></ul><ul><li>Reply to an incoming call with an instant message </li></ul><ul><li>Reduce number of voicemails </li></ul><ul><li>Tag a user to monitor login </li></ul><ul><li>Multi-user </li></ul><ul><li>Chat logging </li></ul>
    25. 25. Virtualization of Mitel Applications <ul><li>Mitel UC applications on Industry Standard Servers in a virtualized data centre </li></ul><ul><ul><li>Consolidation of voice and non-voice applications </li></ul></ul><ul><ul><li>Capital cost savings due to a reduction in server hardware and real estate </li></ul></ul><ul><ul><li>Operational cost savings due to reduction in power and server provisioning costs </li></ul></ul><ul><ul><li>Efficiencies in data centre management such as time savings for provisioning servers and disaster recovery </li></ul></ul>By breaking down the barriers between the ‘telecom closet’ and the data centre, IT managers can significantly reduce costs and improve operations
    26. 26. Summary <ul><li>First Time call resolution is key to great customer service </li></ul><ul><li>Technology is not a panacea, it’s role is to support good business practice </li></ul><ul><li>Homeworking/Flexible working is a rising trend with many benefits including: </li></ul><ul><ul><li>Recruitment from a wider pool </li></ul></ul><ul><ul><li>Supports 24hr/Shift workers </li></ul></ul><ul><ul><li>Business Continuity Strategy </li></ul></ul>
    27. 27. Thank you [email_address]