Moving Contact Centers from Planning into Action: The Frontline Leader’s Role

Contact centers are often the major link between companies and their customers.  It is the contact center that can drive the customer to be an unwavering fan or a discouraged critic.  And it is the experience provided to the customer by the contact center that separates the best from the merely passable.   Interestingly, most contact centers are not created to be this customer service champion; instead they evolve from changing needs of the organization.  Many companies discover they have become a contact center when they still thought they were just a retailer, bank, utility, or other organization.

To run a successful contact center, managers must understand and leverage their people and technology in new ways.  Our technologies provide a tremendous amount of data, and the best organizations utilize this information to transform the business.  With so much data available, leaders can become engulfed in reports, scorecards and dashboards without seeing any real improvement in customer service.  Or worse, the customer experience can fall even while scorecards suggest otherwise. What data to focus on is driven by the metrics identified to evaluate and improve the organization, but what drives the metrics?

http://cooneysolutionsgroup.com/files/SSaug10_PlanningIntoAction.pdf

We can help you deliver world-class:

http://cooneysolutionsgroup.com/Overview.html

Articles and free downloads can be found at

http://www.servicelevelgroup.com

Moving the Call Center from Good to World Class

What makes a contact center world class and how do I get there? This question is on the minds of more and more call center executives and leaders today because of the successes realized by companies — Amazon, Zappos, USAA and others — that have positioned service as their key differentiator.

These companies operate successfully in low-margin, high-competition industries because they’ve created loyalty and volume by focusing on a great customer experience. A recent study by the DiJulius Group found that only about 5% of companies fall into the world-class category. The majority provide customer service at average or below-average levels.

Based on how the shift by companies to a focus on customer service, the number of world-class ratings should be much higher, but many companies fall short in the area where the rubber meets the road — the contact center. If a company doesn’t get the contact center part of the customer experience right, that company will never be able to move the customer’s perception of them to anywhere near world class.

What makes a contact center world class and how do I get there? This question is on the minds of more and more call center executives and leaders today because of the successes realized by companies — Amazon, Zappos, USAA and others — that have positioned service as their key differentiator. These companies operate successfully in low-margin, high-competition industries because they’ve created loyalty and volume by focusing on a great customer experience. A recent study by the DiJulius Group found that only about 5% of companies fall into the world-class category. The majority provide customer service at average or below-average levels. Based on how the shift by companies to a focus on customer service, the number of world-class ratings should be much higher, but many companies fall short in the area where the rubber meets the road — the contact center. If a company doesn’t get the contact center part of the customer experience right, that company will never be able to move the customer’s perception of them to anywhere near world class.

Read the entire article here:

http://cooneysolutionsgroup.com/files/LTmar10_WorldClass.pdf

We can help you deliver world-class:

http://cooneysolutionsgroup.com/Overview.html

Articles and free downloads can be found at

http://www.servicelevelgroup.com

Moving Call Center Agent Metrics into Action

Even the best call centers struggle with agent metrics – we’ve got so many ways to slice and dice the data that it often feels like we’re missing something if we don’t “take advantage” of all the numbers.   This results in lots of metrics and reports with agents caught in the middle of trying to meet the numbers and serve customers.   When rewards are placed against unbalanced metrics, the numbers will win every time and the customer will get a lower agent priority.    And, given the rapid change in the call center environment, static goals can paralyze everyone  – we start looking down and back vs. where the real value is – ahead.

I’ve had the privilege to speak to thousands of call center professionals in several countries – it doesn’t matter where in the world we are, the agent metric topic always draws a crowd.    I recently delivered a summarized version of my workshop to hundreds of call center leaders during a virtual symposium.    Below is a summary of the session along with a link to download the actual PowerPoint slides and a few extras.

Moving Call Center Agent Metrics Into Action – These days, contact center costs are getting more attention than ever and the pressure is being felt at all levels of the organization.  Front-line managers are often caught in the middle and find themselves struggling to balance conflicting objectives and priorities.   When everyone isn’t aligned, it quickly finds its way to the front line and ultimately, the customer.  There’s no easy cure, but in this workshop you’ll learn practical ways to use the resources you already have more effectively and move your organization closer to getting everyone on the same “productivity page”.  Join industry expert, widely published author and popular speaker, Tim Montgomery, as he shares what he’s experienced in working with some of the world’s most celebrated service organizations.   Highlights from the session include:
–        Connecting the productivity improvement dots – how to get everyone in the organization to better appreciate call center productivity
–        Seven proven tactics for defining and improving individual agent productivity
–        Strategies for using metrics to motivate positive behavior changes – and what to avoid

http://www.servicelevelgroup.com/CRMExchangeNov09.html

Articles and free downloads can be found athttp://www.servicelevelgroup.com

Using Call Center Metrics as a Competitive Advantage

One thing is certain in every call center, no two days are exactly the same. Call centers are often caught in the middle of growth and change – keeping both the organization and customers engaged and satisfied. Adding to the challenge, call centers are flooded with metrics, making it a challenge to figure out which are truly important — particularly since this is often a moving target. Too often, the focus of the center shifts from managing people to managing real-time numbers. Instead, you need to have visibility into the right metrics and use them to help everyone in the organization focus on where to spend more time – and where to stop wasting time.

I recently led a web seminar that addresses many of the challenges outlined above. Here is a link to a free recorded version of the session:

http://www.crmxchange.com/webcast/genesysoct2.09/metrics.asp

And, here is a link to the session slides – http://www.servicelevelgroup.com/GenesysOct09.html

Good luck!

Articles and free downloads can be found at http://www.servicelevelgroup.com

Stop Attacking the Queue!

Ping Pong – get on the phone, get off the phone.   This is a common challenge is many call centers and often the source of thousands of hours in lost productivity.   We put technology in place to create queues  (the ACD) and then we put policies in place to get calls out of queue.     Queues aren’t a bad thing and part of the plan – key is to know what the plan should be and educate others.

About 5 years ago I created a seminar titled “Stop Attacking the Queue!”    It has become one  of the most popular sessions at the industry’s top events.    I’ve now delivered this message to thousands of call center leaders and it continues to create buzz and interest.    Just two weeks ago, I delivered it at worlds largest call center conference – ACCE.    Here is a link to the session slides and additional readings.   If you want to hear more, email me at timm@servicelevelgroup.com and I’ll be happy to set up a call.

http://servicelevelgroup.com/acceoct09.html

Good luck!

Articles and free downloads can be found at http://www.servicelevelgroup.com

Understanding Call Center Economics is Key to Gaining Senior Management Buy-In

During my career, I’ve had the opportunity to work with a variety of organizations — some better than others, but all focused on how to do more with the resources they have. Whether it’s applying technology in new ways, implementing new training techniques to enhance sales, or simply making customer service representatives more “productive,” everyone has some type of improvement focus going at all times. The companies that are good at this often have formal, focused ways of getting the employees involved in the solution. The best actually get the front-line employees to not only generate the solutions, but take responsibility for the design and actual organizational implementation.

Unfortunately, in many cases, the contact center isn’t given the ability to invest the necessary people time it takes to realize a measurable return. Yes, to get the full impact of a focused front-line solution initiative, agents will not only have to be given time off the phone, it must be done in a way that shows the company values their input in the same manner as their handling of a customer.  Good, valuable employee feedback is obtained when you have scheduled formal meetings and everyone invited gets to attend because you’ve planned the workload and workforce around the customers. When employees feel like the company is making an investment in them, they’re more willing to share openly and help to provide solutions that make a difference.

While this approach makes sense to most people running contact centers and executives will typically, “buy-in” to the concept, there needs to be a formal, measurable plan developed to keep everyone on focus and engaged. And because just about everything in a contact center comes with the need to justify the investment, you’ll want to have something to refer to when the “buy-in” isn’t as strong.   The ROI is easy, but you’ll need to create ways for everyone in the organization to understand the real economics of call centers.    Just this past week, I did a web seminar for the National Association of Dental Plans (NADP) on this very topic  – here is a link to the Power Point file”

http://www.servicelevelgroup.com/files/NADP call center economics July 2009.ppt

Feel free to use anything you find helpful and if you have questions, email me at timm@servicelevelgroup.com

Good luck  –  more articles and free downloads can be found at

www.servicelevelgroup.com

What is the right service level objective?

One of the most misunderstood and misapplied call center metrics is Service Level.  Most call centers have established an objective to answer a certain percent of their calls in a defied number of seconds.   In my work with call center leaders, I often find that they understand they have to have it, but don’t really know “why” it’s important or “how” it’s calculated.    To illustrate this, I start my call center focused speaking sessions with a question on the percent of calls that will queue with an 80/20 SLO given a 100 calls and a five minute handle time.    In a good session, we’ll get 10% of the audience with the correct answer – yes, the most important metric to most call center leaders is more of a goal that must be hit, than a goal that must be understood.

Key is to understand call center dynamics – it’s not rocket science, but if you understand the REAL impact of losing a few percentage points of service level, you can quickly connect the dots to customer satisfaction, agent burnout and leadership focus.   Here is a quick primer on service level that has been effective in communicating the basics to call center leaders at every level:

http://servicelevelgroup.com/4%20slides.html

Below is a link to a McKinsey story on finding the right objective  – you might be over optimizing the center and got getting the best bang for your buck.  But, remember,  you have to be consistent in hitting the low end and you’ll see in their analysis how quickly a low service level object will impact the percent of customers willing to recommend you to others.   There are some pretty good call center articles on their site, so it’s worth subscribing and getting other points of view.

http://www.mckinseyquarterly.com/newsletters/chartfocus/2009_06.htm

 

Email any questions to timm@servicelevelgroup.com

More info available at www.servicelevelgroup.com