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.

1. Sponsored by
How Best-in-Class Contact Centers Satisfy
Demanding Customers
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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
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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. 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
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5. Why Use Research
Photo credit: Inmagine
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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.
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7. Why should I deploy Contact Center Workforce
Management?
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
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8. Connecting Customer Satisfaction with Agent
Productivity & Utilization
Top Metric to Assess
86% Performance Results:
Customer satisfaction
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9. “In addition to improved customer loyalty, managing our
contact center workforce with an eye on customer
experience results has helped us improve our industry
rating and improved our cost structure through better
processes and improved customer delight.”
~ VP of Contact Center at Large Global Financial
Services Firm
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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
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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
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12. Intra-day Contact Center Management Drives
Best-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
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13. Definition: Intraday Contact Center Workforce
Management
“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.”
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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
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15. Best Practices in Intra-day Contact Center
Management
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=166
Task Management & Staffing Training & Productivity
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16. Empowering Agents with Intra-day Contact
Center 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
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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
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18. Smart Call Distribution: The Right Step for
Best-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
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19. Technology helps Companies Streamline
Business 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
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20. Workforce Optimization has a Direct Impact on
Customer 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
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21. “Deploying a formal contact center workforce management
initiative helped us with large savings through reduced
unnecessary operational expenses.”
~ Contact Center Manager at Large Insurance Services
Firm based in the U.S.
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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
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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
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24. 11% of every day agents sit idle

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 2012
CONFIDENTIAL 25

26. Intraday Contact Center Management

27. Intraday Contact Center Management
Unpredictable customer
traffic is a top challenge

28. Intraday Contact Center Management
Proactively send learning
materials and off-phone
work during idle time
Communications
Coaching/Training
Back-office work

29. Activities to complete during idle time
Agents 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. Training Impact on Customer Experience
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31. Customer Satisfaction
Getting First Call Resolution Done
Major U.S. Telecommunications Company
Using Knowlagent to deliver more training, coaching, and communications
to over 45,000 agents
Increased Delivery
“Delivered more training time to a site in 5 days using RightTime
than was delivered over 1 month when manually scheduling time”
FCR up 3.5% in 90 days

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. Watch this presentation
on-demand:
http://bit.ly/Qz1xZW