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Reaching across the enterprise


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Review of survey results looking into how contact centres can improve customer service by accessing back office knowledge and skills

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Reaching across the enterprise

  1. 1. Reaching across the enterpriseImplications of increasing complexity in customerenquiries Simply Smarter Communications™
  2. 2. Plantronics – who are we• Major headset supplier to worldwide contact centre industry• Recently celebrated 50 years of innovation• Long history of partnership with CCA• CCA Excellence Awards 2012 – Plantronics shortlisted for the Contact Centres: Great Places to Work category• 2010 – Plantronics awarded CCA Global Standard© accreditation – Plantronics awarded ‘Special Recognition Award for Innovation in Operational Excellence’
  3. 3. Research Overview• Aim – To explore how departments connect with the contact centre and what improvements could be made to ensure that the customer is truly at the heart of the business• Methodology – CCA surveyed a representative sample of its members to explore the different approaches to measuring customer satisfaction within member organisations – The survey findings were analysed and interpreted in a desk research phase alongside contextual information from recent CCA research projects – CCA and Plantronics hosted a dinner meeting of CCA Industry Council in January 2012 to present and discuss the results of the research• CCA Members Participation – The participants were assembled from a CCA member survey. The respondents tended to be senior staff members and were drawn from public and private sector organisations from a broad range of sectors including retail, financial services, local authorities, health service, utilities and telecoms.
  4. 4. Key Findings - Summary• Increasing complexity leading to growing resource requirements – Calls are more difficult to resolve, and are taking longer to finalise• Issues with ownership of customers – If an escalation is needed, who owns the customer and communications with them?• Not keeping pace with technological change – Communications in the enterprise is going through a revolution, why is the contact centre not included?• Need for knowledge workers – What should our future hiring plan look like?
  5. 5. Survey - Increasing Complexity What percentage of inbound contacts need to leave the contact centre to be fully resolved? Response Percentage Trend expected by participants Increase 15.9 regarding the percentage of Decrease 43.5 inbound contacts that will need to Stay the same 36.2 leave contact centre to be fully Not sure 4.3 resolved
  6. 6. Interpretation - Why are calls leaving the contact centre?• Easier interactions are being dealt with through alternative channels such as self-service• Larger number of calls reaching the contact centre are complex, difficult to resolve• Increasing complexity through portfolio change• Empowered customers have increasing knowledge about products & services
  7. 7. Survey - Why are calls leaving the contact centre• What is the main reason for you to refer an enquiry to another department outside of the contact centre?
  8. 8. Survey - How are calls finding their way from the contact centre• How does the agent find the right person to pass the issue to?
  9. 9. Interpretation – The problems with calls leaving the contact centre• Lack of visibility to the business• No clear ownership of customer• No tracking to completion – If you can’t measure, how can you improve?• How do you measure FCR• Throwing over the wall approach – “I sent them an email”
  10. 10. Survey – What systems used to track calls leaving the contact centre• What systems are used for tracking the referral?
  11. 11. Interpretation - Problems with tracking methods• Not real time• Multiple copies can exist – Duplication – Loss• Disputes on ownership• How do you know they are there?• Many potential areas for downfall
  12. 12. Survey – What measures are used for handling hand-offs• What measures are used if a call is sent to another department?
  13. 13. Interpretation - Problems with handoff measures• Who measures?• What systems?• Which department is in control of measuring?• Again, many potential areas for downfall
  14. 14. Survey – What are the resource implications for contact centres• What are the implications for front-line agents of dealing with more complicated enquiries?
  15. 15. Interpretation - Discussion on resource implications• Implement additional training• Higher calibre employees – Knowledge workers• Increased technology – What is available to help employees?
  16. 16. Survey – Is there training in place?• What training is being put in place for back office staff or employees from other departments to help them become more customer focused?
  17. 17. Interpretation - Higher calibre employees• Recruited for problem solving ability• Higher educated• Paid more• Promoted into the contact centre• New work model – Home working – Flexible working patterns• Higher number of employees for similar FTE
  18. 18. Interpretation – Better use of technology• Unified Communications bringing new visibility to enterprise collaboration• Presence at the heart of all systems• Ability to group people by skillsets• Integration with enterprise software packages to minimise screen clutter
  19. 19. Interpretation – Better use of technology• Organisations unlikely to use UC for customer communication – Not mature enough technology yet• Best practice approach is to maintain traditional telephony for customer interface, and add UC for internal collaboration• Headset acts as a bridging point to enable collaboration between agent, customer and internal teams
  20. 20. Interpretation - Reaching across the enterprise• Break out from silo• Access skills in enterprise• Ad-hoc training for agent and back office• Tracking calls to completion• No question of ownership
  21. 21. Interpretation – Barriers to reaching out across the enterprise• Does the back office want a front line role?• Is the back office capable?• Contact centre still a silo in most organisations
  22. 22. Social media impact• Driving First Call Resolution due to increased visibility of issues, questions, requests etc• Size and breadth of social media indicates companies won’t be able to manage with single contact route – need ‘fans’ across the digital spectrum to contribute – Fans can be internal (employees) or external (customers)• Customers reaching out within their social circles to find contact at an organisation – not necessarily going to main organisation social contact• Manage social media before it manages you
  23. 23. Voice of the customer• Successful organizations listen to, and act on the voice of the customer• Just over a fifth of respondents to a voice of the customer survey1, said they share customer feedback insights across the entire organization• 10 percent retain these insights within a single function.• Further, only 11 percent of organizations reported that different functions have access to a central data repository, where they can find customer insights• Is your contact centre the silo for voice of the customer? 1Peppers & Rogers Group
  24. 24. Summary• Many ways to deal with upcoming complexity increases• More training – Ceiling on this of capabilities of current workforce• Higher calibre employees – Higher cost model for customer service• Better use of technology – Adding Unified Communications to extend voice of customer internally, and improve customer service
  25. 25. @contactcentred
  26. 26. Simply Smarter Communications™