How Best-in-Class Contact Centers Satisfy Demanding Customers


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Omer Minkara, Research Analyst at the Aberdeen Group, discusses how your contact center can improve productivity and give customers the service they want and deserve.

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  • Omer previously presented the #1 pressure in the call center is unpredictable customer traffic. Shown here – what actual call center volume looks like compared to how WFM schedules agents to handle historical call volume.
  • Providing agent training helped companies achieve 43% greater (36% vs. 25%) Net Promoter ScoreSource: aberdeen group
  • Matt to moderate questions
  • How Best-in-Class Contact Centers Satisfy Demanding Customers

    1. 1. Sponsored by How Best-in-Class Contact Centers Satisfy Demanding Customers 1
    2. 2. Today’s Presenters Omer Minkara, Aberdeen Group  Research Analyst, Contact Center  Author of Workforce Management in the Contact Center benchmark report  Distinguished thought-leader in Contact Center and Customer Experience Management John Wolf  CMO, Knowlagent  Call center intraday management technology to improve agent productivity and performance 2
    3. 3. Agenda • Introduction • Research Foundations • Role of Contact Center Workforce Management in Delighting Customers • Best-in-Class Steps to Success • Intraday Contact Center Management – Why & How • Case Study
    4. 4. Show me the ROI Intra-day Contact Center Workforce $2,556$2,600 Management Users Nonusers $881 in savings per$2,200 agent – each year --------------------------------$1,800 $1,675 300 agents = $264,300 in unnecessary costs$1,400 each year$1,000 Average Cost of Unutilized Time for each agent per year Percent of respondents, n=166 4
    5. 5. Why Use Research Photo credit: Inmagine 5
    6. 6. Research Foundations - Top 20% Best -in-Class Selected Performance Criteria (KPI) First call resolution rate (current) Industry Total - Middle 50% Average Customer satisfaction (YOY) Respondents: 166 Average handle time (YOY) Agent utilization (YOY) Laggard - Bottom 30% Respondents are scored individually across KPI What are Best-in-Class companies ’ ’s External forces that impact organization’s market position, Externalforces that impact anan organization market position, P ressures: Pressures: competitiveness, or business operations. competitiveness, or business operations. doing differently? What pitfalls are they avoiding? The strategic approaches that organization takes in Thestrategic approaches that an an organization takes in A ctions: Actions: response to industry pressures. response toindustry pressures. Why are they achieving greater success? (organization, process, … What technologies and services C apabilities: The businessexecute corporate strategy. process, etc…) etc ) required to competencies (organization, Capabilities: The business competenciesstrategy. requiredto execute corporate are enabling them to succeed? The key technology solutions required to support the Thekey technology/service solutions required to support the E nablers: Enablers: ’ organization’s business practices. organization’s business practices. 6
    7. 7. Why should I deploy Contact Center WorkforceManagement? 70% 65% Contact Center Workforce Management Users 50% 43% 32% 30% 10% Improve agent Improve forecast Improve the quality productivity and accuracy in of customer utilization predicting volume of interactions customer Percent of respondents, n=166 interactions 7
    8. 8. Connecting Customer Satisfaction with AgentProductivity & Utilization Top Metric to Assess 86% Performance Results: Customer satisfaction 8
    9. 9. “In addition to improved customer loyalty, managing ourcontact center workforce with an eye on customerexperience results has helped us improve our industryrating and improved our cost structure through betterprocesses and improved customer delight.”~ VP of Contact Center at Large Global FinancialServices Firm 9
    10. 10. Top Pressures Contact Center Workforce Management Users 50% 48% 44% 40% 30% 24% 20% 10% Unpredictable Increased customer High turnover of customer traffic demand for service high-quality / top-tier agents Percent of respondents, n=166 10
    11. 11. Best-in-Class Criteria Definition of Maturity Class Mean Class Performance 75% first call resolution rate 21.9% average year-over-year improvement in customer Best-in-Class: satisfaction Top 20% 15.7% average year-over-year improvement (decrease) in of aggregate performance average handle time scorers 11.8% average year-over-year improvement in agent utilization rate 62% first call resolution rate 8.4% average year-over-year improvement in customer Industry Average: satisfaction Middle 50% 2.6% average year-over-year improvement (decrease) in average of aggregate handle time performance scorers 2.1% average year-over-year improvement in agent utilization rate 28% first call resolution rate Laggard: 2.9% average year-over-year improvement in customer Bottom 30% satisfaction of aggregate performance 0.4% average year-over-year improvement (increase) in average scorers handle time 5.0% average year-over-year decline in agent utilization rate 11
    12. 12. Intra-day Contact Center Management DrivesBest-in-Class Results 80% Best in Class Industry Average Laggards 80% 75% 75% 70% 60% 57% 43% 44% 40% 37% 32% 20% Routing customers based on Predict staffing requirements Intra-day contact center agent competency skills across multiple sites workforce management Percent of respondents, n=166 12
    13. 13. Definition: Intraday Contact Center WorkforceManagement “A broad category of processes and technologies that enable contact centers to react to changing conditions throughout the day to optimize agent productivity and performance.” 13
    14. 14. Intra-day Contact Center Workforce Management –It Works! 16% 14.9% Year-over-year percent change, n=166 14% 12.7% Intra-day contact center workforce 12% management users All Others 10% 8% 5.8% 6% 4.8% 4.1% 4% 2.1% 2.1% 2.2% 2% 0% Number of quality Customer Improvement in First call SLA’s met satisfaction average handle resolution rates time 14
    15. 15. Best Practices in Intra-day Contact CenterManagement Intra-day Contact Center Workforce Management Users Nonusers 79% 80% 77% 77% 75% 70% 60% 58% 50% 45% 40% 40% 33% 30% Adjust agent schedules Determine and Use competency models Determine training to adress intra-day document the skills of to hire and train agents content for each agent overstaffing and/or successful agents with the right skills based on agent skills understaffing and knowledge gaps Percent of respondents, n=166Task Management & Staffing Training & Productivity 15
    16. 16. Empowering Agents with Intra-day ContactCenter Management Best-in-Class 81% Companies integrating intraday contact center management activities Industry achieve better: • First-call resolution rates Average 52% • Customer satisfaction • Agent utilization • Average handle time Laggards 48% Percent of respondents, n=166 16
    17. 17. Pillars of Intra-day Contact Center Management 90% Intra-day Contact Center Workforce Management Users 81% 80% Nonusers 70% 71% 70% 60% 58% 54% 50% 46% 40% Forecast agent demand by Connect customers with Assess agent skills against using historical data on agents who have the top-tier agents to determine customer traffic knowledge and skills to competency skill gaps address their needs Percent of respondents, n=166 17
    18. 18. Smart Call Distribution: The Right Step forBest-in-Class Performance 12% Year-over-year percent change, n=166 10.2% Companies routing customers 10% based on agent competency skills 8.7% All Others 8% 5.9% 6% 5.3% 5.2% 4% 2.1% 2.0% 2% 1.0% 0% Customer Number of quality First call Agent utilization satisfaction SLA’s met resolution rates rate 18
    19. 19. Technology helps Companies StreamlineBusiness Processes Intra-day Contact Center Workforce Management Users Nonusers 89% 87% 90% 78% 78% 80% 70% 60% 48% 48% 50% 43% 41% 40% 30% Time and Knowledge Workforce eLearning tools attendance management optimization management Percent of respondents, n=166 19
    20. 20. Workforce Optimization has a Direct Impact onCustomer Delight 13% 12.3% Year-over-year percent change, n=166 11% Workforce Optimization Users Nonusers 9% 7% 6.1% 5.9% 5.2% 5.0% 5% 3% 1.5% 2.0% 1% -1% -0.2% Customer Agent retention First call resolution Average satisfaction rate rate improvement in handle time 20
    21. 21. “Deploying a formal contact center workforce managementinitiative helped us with large savings through reducedunnecessary operational expenses.”~ Contact Center Manager at Large Insurance ServicesFirm based in the U.S. 21
    22. 22. The Value of the Difference Intra-day Contact Center Workforce $2,556$2,600 Management Users Nonusers $881 in savings per$2,200 agent – each year --------------------------------$1,800 $1,675 300 agents = $264,300 in unnecessary costs$1,400 each year$1,000 Average Cost of Unutilized Time for each agent per year Percent of respondents, n=166 22
    23. 23. Research Takeaways Contact center workforce management is more than agent productivity & utilization; it has a direct impact on customer delight If you’re not automating your intraday contact center workforce management activities, you are incurring unnecessary costs each year Align your intraday contact center workforce management activities to achieve Best-in-Class results Use supporting technology tools to maximize your performance 23
    24. 24. 11% of every day agents sit idle
    25. 25. According to WFM professionals... Delivery of off-phone work during idle time is a viable solution for my contact center 4% 1% 18% 30% Strongly agree Agree Neutral 47% Disagree Strongly disagree Knowlagent Survey of Workforce Management Professionals, February 2012CONFIDENTIAL 25
    26. 26. Intraday Contact Center Management
    27. 27. Intraday Contact Center ManagementUnpredictable customertraffic is a top challenge
    28. 28. Intraday Contact Center ManagementProactively send learningmaterials and off-phonework during idle time Communications Coaching/Training Back-office work
    29. 29. Activities to complete during idle timeAgents can work on any task:• Product training• Coaching• Professional development• Critical communication• Administrative tasks• Claims processing• Back-office work• HR assessments• Voice of the agent• Breaks
    30. 30. Training Impact on Customer Experience 30
    31. 31. Customer SatisfactionGetting First Call Resolution DoneMajor U.S. Telecommunications CompanyUsing Knowlagent to deliver more training, coaching, and communicationsto over 45,000 agentsIncreased Delivery“Delivered more training time to a site in 5 days using RightTimethan was delivered over 1 month when manually scheduling time” FCR up 3.5% in 90 days
    32. 32. What are we waiting for? 86% of consumers quit doing business with a company because of a bad customer experience, up from 59% 4 years ago Source: Harris Interactive, Customer Experience Impact Report It takes 12 positive service experiences to make up for one negative experience Source: “Understanding Customers” by Ruby Newell- Legner CONFIDENTIAL 32
    33. 33. Watch this presentation on-demand: