www.callcenter20.com october 10-13, 2006 san diego convention center, san diego california...
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www.callcenter20.com
October 10-13, 2006• San Diego Convention Center, San Diego California
Delivering Top-notch Team Performance for Customer Interaction in a Virtual World
Presented by Kay Jackson, President
And Tim Kraskey, Vice President
October 10-13, 2006• San Diego California
Customer
Contact CenterContact Center
Agent Teams
Branch 1Branch 1
Voice and Data Center
Branch 1Branch 1
Remote Supervisor
Branch 1Branch 1
Subject Matter Experts
Branch 2Branch 2
Enterprise Information
NativeDocs
PDFDocs
HTMLWeb
3rd
PartyApp
Corporate HQCorporate HQ
Customer Interaction is Going Virtual
IM/Chat/Presence
Common Data Store for Answers
Cisco Agent Desktop
Unified Communicator
Cisco Supervisor Desktop
Workflows
1 2
3
5
Agent Teams
Cisco Agent Desktop
4 HomeHome
October 10-13, 2006• San Diego California
Question for the Audience - # of Sites Today?
• In how many locations do you have contact center agents today?
– 1 – 2 – 5 – 5 – 10 – More than 10 – None
October 10-13, 2006• San Diego California
Question for the Audience - # of Sites in 5 Years?
• How many contact center locations do you expect to have in 5 years?
– 1– 2 – 5 – 5 – 10– More than 10– None
What is a contact center?
October 10-13, 2006• San Diego California
Contact Center Components
Knowledge
People
Processes
Technology
October 10-13, 2006• San Diego California
Important Performance Linkages
Customer
Engineering
Fulfillment
Finance
Telecommunications
HumanResources
InformationTechnology
Sales and Marketing
October 10-13, 2006• San Diego California
Processes
October 10-13, 2006• San Diego California
Quality Management Virtual Processes
4. Continual Change Management
1Calibrate
2Remediate
Scores
3Train
Agent Quality Assurance Process
MonitorReward
&Recognize
Give Feedback
October 10-13, 2006• San Diego California
Workforce Management Virtual Process
4. Analysis (Reporting)
1. ForecastingCreate forecasts on historical data & calculates staffing requirements.
2. SchedulingSchedule agents to fill these requirements from available agents.
3. Intraday ManagementMonitor daily operational
results.Review historical information on agents and call center performance.
October 10-13, 2006• San Diego California
People
October 10-13, 2006• San Diego California
Organizing the Virtual Performance Management Team
Supervisor / Coach
Local Virtual Team
Supervisor / Coach
Agent
Agent
Agent
Agent
Agent
Quality Assurance Supervisor
Quality Management Team
Quality Assurance Supervisor
Quality Monitor
Quality Monitor
Quality Monitor
Quality Monitor
Quality Monitor
Quality Assurance Analyst
October 10-13, 2006• San Diego California
Managing Performance in a Virtual World
• Ensuring agent trust
• Developing communication practices
• Coordinating work
October 10-13, 2006• San Diego California
Technology
October 10-13, 2006• San Diego California
Why Automate Workforce Management?
Founder:
• Customers moving from manual methods to software solutions for workforce management for greater efficiency
• Workforce Management optimizes the way people are managed:
– Gains employee productivity– Reduces overtime– Improves schedule adherence– Reduces management time for
scheduling– Reduces attrition
• Virtualization has efficiency benefits – but complicates scheduling
Definition:
Workforce Management
is the art and science
of forecasting,
scheduling
and managing
contact center
resources (people)
to best serve
customer needs.
October 10-13, 2006• San Diego California
The Three M’s of Workforce Management Today
– MultiSite • A National schedule can be
generated over multiple sites and Multiple time zones. Creates a virtual call center with greater efficiency.
– MultiSkill• The customer is handled by the
agent with the correct skill set the first time without multiple transfers.
– Multimedia• Manage incoming e-mails, chats,
faxes & use historical data & business rules to determine no. of agents required to maintain service levels; which communications can be deferred & how long.
October 10-13, 2006• San Diego California
Question for the Audience – Monitoring in Place Today?
• What type of monitoring do you have in place today?
– Live – side by side or remote– Recorded calls using an in-house solution- digital
or tape recorders – Recorded calls using purchased commercial
software
October 10-13, 2006• San Diego California
New Quality Management Technology is Powerful
• Compliance and Dispute Resolution– Contact archival search and management for controlled
retrieval of recordings
• Speech Analytics– Apply speech-to-text conversion and audio analytics, searching
for key words like product names or competitor or emotional responses
– Dual-channel voice capture separate agent and customer audio on different tracks
– Call categorization – in real time
• Business Intelligence– Real-time analysis – Vital intelligence to the rest of the company for growth and well-
being
October 10-13, 2006• San Diego California
Collaboration & Evaluation
October 10-13, 2006• San Diego California
Dashboards and Reports - the Supervisor Role
October 10-13, 2006• San Diego California
Traditional IP Multi Site Quality Monitoring Architectures
Quality Management Servers for Enterprise
Synchronization archival storage and
analytics
Central Contact Center
Record Server
Remote CenterRecord Server
VoIP Core
October 10-13, 2006• San Diego California
Transformational - Architectural Diagram
Center A
Center B
Center C
VoIP Core
Record Server
Record Server
Record Server Spanlink Quality
Management
Services – Web, db, recording, event
filtering
October 10-13, 2006• San Diego California
Transformational - Architectural Diagram
Center A
Center B
Center C
VoIP Core
Spanlink Quality Management
Services – Web, db, recording, event
filtering
October 10-13, 2006• San Diego California
Edge Architecture Benefits for Virtual Quality Management
• Fewer servers = Lower capital and operational expenses
• Server independent scaling
• Fault localization
• Managed network utilization
• Workflows for identifying contacts of interest
• Creates a powerful networked grid of computers
– Storage
– Compression
– Analytics
• Virtual management system integration
October 10-13, 2006• San Diego California
Comprehensive Workforce Optimization Process
1. Capture• End point architecture
• Workflow selection via business criteria
• Voice, Screen, Data
• Contact Management
• Agent Experience
2. Evaluate• Create, assign forms on business criteria
• Establish goals to manage by exceptions
• Efficient selection & player interface for evaluator
• Collaboration tools
3. Report• Agent, Supervisor,
Manager specific role based dashboards
• Configurable standard report formats
• Spot trends, needs
5. Improve• Provide feedback
to supervisors & agents
• Targeted training
• Utilize contacts as best practices examples
4. Schedule• Quality
management inputs into WFM to schedule training
• Scheduling based on performance
• Skilling based on performance
October 10-13, 2006• San Diego California
Summary
• The virtual contact center, only an idea five years ago, is coming fast… much faster than many managers expect.
• Becoming virtual will have a substantial effect on the way centers conduct performance management.
• Quality assurance groups need to develop new communication strategies for staying coordinated, consistent, and fair.
• Need to build in time and accountability to the processes (training and calibration).
• Important new ways to leverage technology to serve the needs of the entire company.
• The time to begin planning is now.
October 10-13, 2006• San Diego California
Process Must Support Virtual Team Performance Management
• Quality Monitoring– Analytics identifies Agent needs technical training
– Evaluator confirms need for training
– Quality Monitoring sends request to Workforce Management to schedule Agent for training
• Workforce Management– Request received and ideal time for Agent’s training is identified
– Schedule for training sent to Desktops
• Agent and Supervisor Desktops– Training schedule received
– Agent automatically notified of up coming training session
– Agent is transitioned to Not Ready (reason code: training) training module is pushed to Agent’s desktop
October 10-13, 2006• San Diego California
Tim Kraskey, VP of Marketing and Business Development
Spanlink Communications
763-971-2345
www.spanlink.com
Kay Jackson, President
Response Design
609-398-3230
www.responsedesign.com
Response Design Corporation and Spanlink
White Paper on Virtual Quality Management at:
http://www.spanlink.com/casestudies/casestudies_main.html
Questions?