Contact Management Magazine Issue 1 2016

THE CUSTOMER EXPERIENCE MAGAZINE ISSUE 1 • 2016

Four reasons to ❯consider speech analytics

Top customer ❯engagement trends for 2016

Increasing CSAT ❯while reducing labour costs

Privacy and social ❯engineering in the contact centre

TD Bank introduces ❯service through Facebook Messenger

Also in this issue:

The Innovation IssueNew tools, techniques and solutions for your business

2 | contact management Issue 1 • 2016

The Innovation Issue

By Emily Nielsen and Paul Van Dam

T oday’s contact centre plays a critical role in communicating a company’s brand to its customers; therefore, it is vital to ensure that

the customer experience is consistently maintained and that you are addressing all of the customer’s needs. The challenge is how do you adequately collect customer requirements and provide a consistent customer experience? You need to leverage speech analytics.

Despite its use by financial institutions and other large businesses for many years now, many organizations still view speech analytics as an out-of-reach technology. The truth is, in the last few years speech analytics has become

Four reasons to consider speech analytics

readily available as part of many existing product suites or as a third-party add-on.

If you’ve not looked into the powerful capabilities and benefits of the product, it is well worth investigating. Here are just some of reasons why you might want to use it:

1) Big DataTraditionally, most data collected about a client through the call centre consisted of client wait times, average handle time and agent wrap up codes. Information about the call was either not captured or was stored as a wav file on a server. The only way to access the data was to play back each recording. Given that a typical organization may have hundreds

of thousands of calls per year, it was impractical to access the data available in the call recordings.

Enter speech analytics. By recording every single call and translating all of the data into text, the information that was previously inaccessible can now be included as a subset of data in your overall datamart. The result is that the information contained in these recordings can now be included in a business intelligence analysis.

2) True agent performanceA big challenge that most contact centres face is the inability to effectively review and evaluate agent performance. A typical contact centre may only evaluate an agent six times

Issue 1 • 2016 contact management | 3


per month. When an agent can answer 1,500–3,000 calls per month, a typical call centre only samples 0.2–0.4% of an agent’s calls. The likelihood of identifying issues or uncovering behavioural patterns is like finding a needle in a haystack.

But, when speech analytics are used, 100% of the calls in the centre can be monitored and evaluated for basic conditions. Every call can be evaluated, categorized, linked with call outcomes and a quality assurance (QA) score can be completed using criteria based on specific wording used by agents and callers.

Using speech analytic tools, supervisors looking for calls to evaluate can identify high value calls like those that have potential sales associated with them, simply by searching on key meta-data.

What’s more, compliance-related elements can be enforced on every call. If agents are required to read a disclaimer and get consent from the caller, the system can be programmed to verify that the agent spoke the disclaimer and the caller accepted the terms.

The system could then track key positive words being used during the conversation such as the agent using upsell opportunities. Also, it can track negative words linked to customer frustration and identify when a caller asks for a supervisor. The resulting data can be used to score the agent’s performance and the overall outcome of the call.

Other identifiable attributes include long periods of silence, instances of callers and agents talking over each other and some platforms can even register the emotions of the caller and agent. These attributes, in combination with key phrases and words, can be used to generate real-time triggers for supervisors when the caller or agent becomes upset.

3) Identify trendsAnother powerful benefit of speech analytic tools is to understand why calls are occurring. Traditionally, supervisors would only have access to inbound queue volumes, but not have any real insight into the nature of the calls.

For example, the department may be receiving calls about a promotion that was accidentally released early. Traditionally, these trends would only be identified by agents entering disposition codes or by notifying the supervisors, or by supervisors directly observing agents.

However, when using a speech analytics tool each call is analyzed and common words and phrases are trended real-time on the supervisor’s desktop. Seeing a specific trend, supervisors can proactively address the issue in a way that improves the customer experience. In this example, a possible solution could be to provide additional scripting to alert callers about the issue.

The benefits of mining the data go beyond the supervisor reacting to service-affecting trends. The data captured and converted from every conversation in the contact centre can be shared with and leveraged by other departments for increased customer insight.

An engineering department could monitor complaints regarding products. Sales could analyze calls where callers ask for a new product or the number of times a competitor is referenced. Marketing could analyze calls to determine what words and phrases are being used by the callers for their campaigns. Since the contact centre is often the focal

point of customer communication, the metrics available to the business through speech analytics are immense and valuable.

4) Increase productivityWith a typical QA program, identifying trends in performance can be extremely time consuming and areas of improvement can easily be overlooked. By having access to the data from every call made, by every agent, supervisors and QA staff can perform root cause analysis on calls to identify actual trends in call performance.

For example, agents may be dealing with simple repetitive questions that could be better addressed with additional self-serve options in the interactive voice response (IVR). Without a clear understanding of the situation and the volume of calls that are impacted, it is difficult to determine if a change would be beneficial.

Final thoughtsIn today’s competitive marketplace it’s vital that organizations gain a better understanding of their client’s needs and drive the customer experience by using all of the data that is available. Speech analytics, which many have been unattainable in the past, are now readily available and within reach for most contact centres. This technology will help your operations teams hone their staff into highly efficient and effective agents and unlock a wealth of data for management teams throughout the organization.

Emily Nielsen is one of Canada’s leading communications strategists. As a business owner and entrepreneur, clients benefit from her strong business acumen and her ability to align technology projects to business needs that produce superior results. Her firm specializes in contact centre and unified communications (UC) strategies whose primary focus is on customer experience and business adoption.

Paul Van Dam is a contact centre architect and unified communications expert with Nielsen IT Consulting Inc. With over 25 years experience in contact centre technologies Paul understands both the technical aspects of the contact centre and operational requirements, providing services from strategic design to implementation support for his clients on a wide range of platforms.



Six customer engagement trends impacting contact centres in 2016



By Rachel Brink

T he contact centre space has rapidly undergone a long list of overdue changes in recent years

and the momentum is not expected to slow down as 2016 unfolds. From SaaS

integration to cloud adoption and the expansion of digital channels, there are a number of communication trends confronting the industry that every contact centre should be aware of in order to stay ahead of customer needs and expectations in 2016.

1 Businesses will create stronger alignment between sales, marketing and customer service—and their corresponding

technologies. Stronger alignment between sales, marketing and customer service teams and their corresponding technologies will perhaps be one of the greatest opportunities for businesses to grow and monetize their existing relationships in the coming year. According to the Aberdeen Group, highly aligned organizations achieved an average of 32% year-over-year revenue growth, while their less aligned competitors saw a seven per cent decrease in revenue. But despite the astounding potential, only eight per cent of companies state they have tight alignment between sales and marketing and 76% willingly admit they do not have a single customer view. With a heavy focus on understanding the entire customer journey, businesses will likely integrate more aspects of their business, from departmental data to SaaS solutions (marketing automation, CRM, customer service management, contact centre software), to help ensure their employees are operating efficiently and are working with greater insight in 2016.

2 Businesses will expand and enhance digital channel offerings. As adoption of Internet-connected devices

continues to rapidly expand, digital forms of communication (email, chat, SMS, video) are quickly increasing in popularity, expected to surpass voice within the next two years. This noticeable shift will likely encourage businesses to enhance and expand upon their digital offerings in the coming months. As it stands, only 11% of consumers believe today’s organizations are effectively converging digital, mobile, social and traditional channels. To keep up with growing demand and expectations, businesses will need to ensure their infrastructure can support cross-channel customer journeys, permitting customers to seamlessly migrate from one channel to another while allowing client data to remain easily accessible to those agents servicing them.

3 Social media will be managed by the contact centre. By 2020, an estimated 90% of customer service

inquiries will be handled through social channels—but as it currently stands, over 41% of companies currently assign all social media responsibilities to their marketing

department, a group that is typically poorly suited to address product, service or customer-related inquiries. By treating social media as a customer service channel and routing all related posts and mentions directly to the contact centre, customer inquiries can be effectively addressed by the most qualified individual with access to all relevant account details. In the coming year, businesses will likely begin integrating this channel into the contact centre to ensure all customers are responded to within a reasonable timeframe by the most eligible individual.

4 The need for business flexibility will further fuel cloud and SaaS

adoption. According to Deloitte’s recent 2015 Global Contact Centre Survey, 96% of businesses expect growth within their contact centres over the next two years, primarily to support business growth and customer experience demands. Seventy-two per cent plan to transform their contact centre through consolidation, outsourcing, remote agents and/or establishment of new contact centres. However, quickly and cost effectively making such changes will require a flexible and scalable contact centre platform—a requirement which heavily favours the continued adoption of cloud-based solutions. While the majority of contact centres continue to rely on on-premise systems and software today, an astounding 70% have stated a desire to transition to a cloud alternative within the next three years. In 2016 and beyond, the need for greater flexibility and scalability will likely continue the already growing adoption of cloud and SaaS offerings.

5 Businesses will embrace self-service and knowledge

management. As mobile device adoption continues to rapidly expand and consumers increasingly demand fast and effortless engagement with the businesses serving them, web self-

service has quickly become one of the most popular and sought-after customer service touch points. As a matter of fact, Forrester recently conducted a study that revealed web self-service to be the most commonly used communication channel for customer service—the first and only channel to exceed phone to date. But despite the growing emphasis, 40% of customers still choose to contact a live representative after having looked for answers through a knowledge base, indicating that self-service still has its limitations. In 2016, expect businesses and contact centres to invest more time and resources into creating more robust knowledge bases for their customers to facilitate their ability to resolve their own needs while significantly reducing call volume and costs.

6 Voice may decrease in popularity, but its importance will

increase. While the use of voice-based service has steadily decreased as digital and self-service channels rise in popularity, its importance will likely increase in the coming year. In fact, Forrester predicts that while voice may no longer be consumers’ first choice, it will increasingly become an escalation channel used to handle more difficult inquiries that digital channels may be ill-suited to address. And while voice is not the preferred channel for “simple inquiries,” it exceeds all other channels for more complex ones. In the coming year, expect to see a greater focus on enhancing the telephony experience through enhanced IVR menus, call-back options, WebRTC and more—because voice-based service is here and it’s here to stay.

Rachel Brink is the marketing manager at 3CLogic, with over four years of experience in sales and customer service. In her role, she routinely shares best practices regarding how to streamline business communications and enhance the customer experience through innovative technologies and processes.



Improving customer satisfaction through WFMIt’s time to learn from the telephone-centric legacy

By Andrew McNair

R esource and skill levels are being stretched like never before and in new ways. The telephone-centric

contact centre stereotype is no longer valid. In some areas, digital interactions are

starting to exceed voice contacts.Just 57% of global contact centre agents are now limited

to voice-only telephone support. While it still stands at 69% in Canada, it’s a number that’s predicted to drop further. Globally over one third of companies are blending both voice and non-voice contacts.

Now in its 18th year, research from Dimension Data’s 2015 Global Contact Centre Benchmarking Report signifies an industry in transformation. How does this impact the domestic Canadian market and where should attentions be focused to ensure differentiating services can be provided at an affordable cost?

What’s clear is that a new age of modern contact centre has arrived. A typical engagement model will soon feature up to eight different forms of contact methods to accommodate a more demanding and tech-savvy customer base. Contact management 4.0 may be upon us, but there are clearly a lot of powerful lessons to be learned from the telephone legacies being inherited.

Slow to reactDigital media has become a core component for most contact centres. It’s no longer a ‘bolt-on.’ The digital revolution is real and represents the most radical change in the contact centre business in the last 30 years. It has profound implications for the way in which organizations manage their resources and how they deploy technology to deliver and manage connected customer experiences.

Findings from Dimension Data’s annual benchmark report show that Canadian operators are lagging behind in some key areas. Many are not reacting quickly enough to optimize their working environments and expand the scope of basic operating systems to support customers in their new channels of choice.

Basic capabilities, in place as standard for telephone services, are not being introduced into the digital world. This is impacting service consistency across channels and ultimately user uptakes levels, as digital solutions continue to be managed in silos.

Unleash performance outcomesWorkforce management (WFM) has curiously been one of the most understated service-enabling components for

67% of Canadian companies can directly relate improving customer experience levels to revenue/profit growth.

contact centre operating models that are, and will continue to be, primarily formed around people (resource costs amount to nearly 78% of the entire operating budget of Canadian contact centres).

In fact, the misunderstandings around the correct application of workforce management systems have helped fuel widespread, if not entirely accurate, perceptions that WFM is part of a productivity-centric management approach. In reality the effective design and measurement of WFM systems can deliver so much more, but first the outcomes it can influence need to be more clearly understood.

Maturing approach to performance indicatorsResults from Canadian organizations participating in the 2015 benchmark report highlight that 82% of board level and executive management individuals acknowledge customer experience as the most important strategic performance indicator for their business success. Even allowing for those organizations lacking adequate analytics to measure it, 67% of Canadian companies can directly relate improving customer experience levels to revenue/profit growth. Another 78% can associate contact resolution rates to heightened

customer experience.Despite that, the cost centre

mentality is never far away, and 42% of Canadian companies do not view or are unsure if customer care can provide a competitive differentiator. This figure is strangely out of line with the three quarters of organizations at a global level who do recognize the service differentiation offered by consumer and/or contact centre services.

There’s a lingering perception of the traditional call centre being a cost centre overhead which should have as much productivity squeezed out of it as possible. It’s this same paradox that’s hindered the

operational application, awareness and subsequent success of workforce management techniques. WFM is not a stick or something to be feared, it’s a powerful enabler, but first it may require a change of mindset and better appreciation of the chosen end outcomes it can accelerate when managed well, if it’s to be optimized.

Consider that more than four out of five (82%) Canadian contact centres vote ‘ease of resolution’ as the most important factor affecting customer satisfaction with the organization. ‘Wait time to speak’ to an agent is deemed the second most impactful issue but, at 46%, it is far less of a


concern in the customer’s view as is there is a higher want to engage with a suitably qualified agent, preferably on a channel of their choosing and, most crucially, have their inquiry resolved.

The point being that WFM is not purely about boosting productivity. Rather it’s about equipping your team with the tools, or rather the resources, to succeed. Through ensuring correct skill levels are available to effectively meet the demands across all consolidated contact channels, management can enable positive outcomes on contact resolution levels and create better capacity as forecasted traffic is aligned to shift patterns. It’s not about asking for more productivity from resources. It’s about managing resources for productivity requirements.

Increasing attention to digital channelsCloser scrutiny of several basic aspects of WFM reveal some serious concerns, but also a significant opportunity for Canadian operations to apply the same attention to digital channels as is done to the telephone standard.

The 2015 benchmark report shows volume forecast accuracy targets to be missing in 32% of voice-based operations. That figure almost doubles to 68% when

we consider non-voice (digital) operations. Why such a discrepancy between the two?

Additionally, just 68% of contact centre managers are tracking schedule adherence levels, with little more than half (54%) taking steps to align shift patterns to contact arrival patterns. It all results in inefficiency.

The opportunities available through WFM are highlighted in other ways. Just 14% of centres include agent satisfaction as a measure of effectiveness in their planning. This implies that the majority are scheduling without any employee input. If the workforce understand and are included in the process, they’re more likely to support it, which also means they’re more likely to be offering a good service to customers.

Technology to support the contact

centre across all of the above has been around for many years. There are numerous tools available for planning and scheduling digital interactions, but as an example 64% of organizations have nothing in place for email—a long established service channel. The percentage of centres operating blindly increases dramatically when we examine the back office (73%), and relatively new digital channels such as social media, where less than 10% have any sort of automated WFM solution in place.

This creates wastefulness in non-voice departments to a level we just don’t see in telephone channels where the level of scrutiny, but also experience of management, is much greater.

WFM is one area in which the modern contact centre is clearly behind the curve… and losing efficiency. Without a consolidated approach, the desired performance outcomes can only be achieved by either over-pressurizing the work environment or through costly overstaffing. If left unaddressed both will cause consistently high absence levels and attrition across roles.

Big Data and analytics tools are predicted to be the strongest trend to shape the contact centre industry over the next five years. Understanding the intricacies of individual transactions as well as the context of customer behavior over multiple contacts and channels is paramount. Strong WFM methodologies will help set the organization’s frontline teams up for success and ensure they are equipped to address customers’ issues, shape their experiences and enrich the engagement, creating greater value for both parties. Can your organization keep up? If not, customers will simply abandon channels that don’t work and follow those that do, for that is their fundamental and primary need.

Andrew McNair has been with Dimension Data for 14 years and head of global benchmarking since 2010. With 18 years’ senior customer management experience across the UK, Europe, Australia, North America and South Africa, he possesses exceptional industry insight and a wealth of strategic vision. Andrew’s role encompasses responsibilities as head of solutions, allowing for continued practitioner involvement on the evolution of the industry.


Workforce management effectiveness(targets and measurements)

Do you have targets in place to measure the effectiveness of the following workforce planning areas? (Canada)Source: Dimension Data’s 2015 Global Contatct Centre Benchmarking Report (c) Dimension Data 2015

Service level adherence

Volume forecast accuracy – voice interactions

Schedule adherence levels

Alignment of shift patterns to contact arrival pattern forecasts

Volume forecast accuracy – non-voice interactions

Management satisfaction with WFM process

Agent satisfaction with WFM process

None of the above

68.2

68.2

63.6

54.5

31.8

18.2

13.6

13.6



How Great Wolf Resorts increased customer satisfaction while reducing labour costs

By Gavin Gustafson

A s a premier family entertainment brand and an icon in the hospitality industry, Great Wolf Resorts is

focused on “creating family traditions, one family at a time.” Its 12 resorts raise the

industry standard by combining quality accommodations with the finest in family recreational activities, all under one roof. The themed vacation packages provide more than 2.5 million guests each year with the ability to customize their experience to enjoy specialty restaurants, several recreational activities, spas and their well-known indoor waterparks.

Proving it can be doneFor Great Wolf Resorts, the search for better technology started with the need for a progressive and integrated solution that allowed for seasonal fluctuations. Historically, Great Wolf Resorts’ contact centre used a

variety of legacy systems with no integration and insufficient features for supporting a call centre of the size it had become. This led to inefficiencies in labour management and ineffective customer experience tracking. The previous scheduling tool was substandard and time-intensive; and the customer survey tool could only capture feedback from converted sales. Survey results were skewed and not actionable.

A proponent of innovative technology, Jim LeMere, director of the customer contact centre at Great Wolf Resorts, knew they had to positively impact the customer experience and prove contact centre

value through metrics and reporting. LeMere wanted “on-the-fly control” and found that the best way to demonstrate value and streamline procedures was with an integrated cloud-based solution that would scale for the quickly growing contact centre.

“My philosophy is to always stay cutting-edge and make sure you do it right the first time,” remarks LeMere. He began by hand-picking a team that would make the business case for inContact’s solutions and act as internal champions for a move to the cloud. The plan was aggressive, but as LeMere states, “You need to push hard and prove it can be done.”



Forecasting for successThrough their partnership with inContact, Great Wolf Resorts successfully reduced agent labour costs and have also experienced a 10-second decrease in average handle time. In order to predict the impact of inContact and demonstrate future success with workforce management (WFM), LeMere’s team set up a WFM lab that acted as a mock contact centre.

In the lab, they applied a variety of scenarios and tested multiple full-time/part-time shift block combinations. The Great Wolf Resorts team wanted to know how each decision would impact their agent labour costs, efficiency and revenue.

LeMere explains, “As we went through situation after situation, we were able to evaluate which model increased productivity and the corresponding agent labour impact. We wanted to get up and running at a steady state, but we also needed to know what made the most sense for our business. It took time, but it was worth it. We were able to provide real examples to senior leadership and say, ‘In this scenario, we will save $5,000 per week.’ That’s pretty powerful.”

With inContact fully implemented, LeMere’s Workforce Manager Nick Cooper is able to test new ideas in the WFM lab. He examines how a newly developed staffing model runs in the lab for a week or two. Then, only when he is happy with the result and secure in its impact on the business does the team consider it for production. LeMere projects that Great Wolf Resorts can save upwards of 15% in agent labour costs with some of the workforce modeling.

Focusing on agent needs“When deciding on which WFM lab scenario we would implement, we also had to be acutely aware of the impact to our team. The change would not just influence revenue and cost, it was going to change the way our people work. You can’t tell your agents that processes are changing and let it be. You have to prepare them,” states LeMere.

The number one priority at Great Wolf Resorts is creating an employee culture that “feels like coming home.” With an aggressive implementation plan, LeMere recognized the need to keep his employees empowered and informed.

The team re-wrote policies and procedures while setting agents up for success through one-on-one meetings and by providing enticing perks with the new system.

For months, agents had been asking for weekends off, but the previous system made it a painstakingly manual process. With inContact’s solutions, Great Wolf Resorts could deliver on that request in a timely manner. In order to engage employees in the switch to inContact, LeMere shared that the new solution could easily manage a program that provided rotating weekends off. “That gained a lot of buy-in right away. I wanted to let my Pack Members [LeMere’s term for his team] know that we listen and plan with their feedback in mind. Of course they were excited about having some weekends off, but more importantly, they knew we cared about them and that we were being transparent. That was worth a lot when it came time to roll out the new program,” says LeMere.

inContact has proven valuable for employee and manager relationships well beyond implementation. With Quality Monitoring (QM), there is a heightened level of communication between team leads and agents. Rather than spending large amounts of time pulling reports out of the system, managers now spend 85% of their time proactively coaching. Two-way communication enabled by

integrated technology and processes supports active dialogue, allowing Team Leads to immediately correct issues as they arise.

Improving the customer experiencePrior to implementing inContact, collecting customer feedback at Great Wolf Resorts meant utilizing an inadequate online survey tool that could only be sent to converted customers. Responses provided little insight into the overall customer experience and people that did not make a purchase were never given an opportunity to share feedback.

All that changed when Great Wolf Resorts implemented ECHO, inContact’s customer satisfaction feedback survey.

“Before ECHO, our data was skewed and we were unable to coach our agents based on specific feedback. With inContact, agent awareness is at an all-time high and we offer 100% of our customers the opportunity to provide commentary on their experience. Their voices are heard,” states Courtney Franklin, LeMere’s call centre manager.

With ECHO, Great Wolf Resorts’ agents have access to their individual results. The access takes the guesswork out of how customers are responding and provides real-time performance metrics. This allows them to modify behaviors and improve as they go rather than waiting on supervisor feedback.

Great Wolf Resorts also uses ECHO to reward agents for strong performance. The incentive program recognizes agents that have achieved a certain level of customer satisfaction (CSAT) in front of their peers. And, agents are partially compensated on score—the higher their score, the more money they make.

“Our CSAT score has gone up significantly since employing ECHO,” shares LeMere, “We currently sit around an 89%, and we are able to report it because we know exactly where that number comes from. I

am able to stand behind that rating and give our senior leadership clear insight into how our customers feel about us.”

Gaining simplicity and flexibilityThe ease of managing the inContact platform and integrating its technology with business processes have yielded solid benefits to LeMere. Being familiar with contact centre best practices and day-to-day management, LeMere and team can easily make changes using logical call flows and scripting tools.

LeMere’s team also uses the system to load balance for business continuity and service level management using the per cent allocation tool. “It’s easy to run and we don’t have to get IT involved in the basics. Our per cent allocation switch intelligently looks at our program flow and routes our calls to the right locations accordingly,” says LeMere.

With the success to date, LeMere is now exploring additional ways to help the Great Wolf Resorts’ contact centre achieve projected growth and reduced costs over the prior year. The team continues to forecast the impact of potential changes with the WFM lab and utilizes customer feedback to direct the team. LaMere states, “By making inContact’s solutions a standard, we adapt quickly to changing customer needs and ultimately make better business decisions for our customers.”

Gavin Gustafson is communications manager at inContact and has been with the company since 2014. He is primarily responsible for maintaining, promoting and growing the inContact brand and public image as a leader and expert in cloud-platform contact centre solutions. Gavin has more than 11 years of experience in corporate communications, marketing and public relations within the software and contact centre industries. He holds a BS in Communications from Utah Valley University.

“We were able to provide real examples to senior leadership and say, ‘In this scenario, we will save $5,000 per week.’ That’s pretty powerful.”



Privacy & social engineering in the contact centre“The emerging reality of the global economy is that our data and information is more at risk than ever. To address this, governments are tightening up on the requirements organizations must abide by as it relates to the collection, storage and security of personal information. This requires increased upfront authentication to ensure compliance which means more time ensuring the person on the phone is validated. This flies in the face of the traditional mandate of the contact centre which is to deliver superior customer service in a timely manner. We need to educate our customers as to why we are doing this and how important these steps are in ensuring their personal information stays secure.”

—Katherine Thompson, chair, CATA cyber council

By Sangeeta Bhatnagar

W hy are hackers targeting contact centres? One of the easiest and most successful ways to breach privacy is to break through a company’s

most vulnerable point—it’s people. Hackers use social engineering to influence, persuade and sometimes intimidate the agent into giving them information. And the fact is it’s not only working, it’s on the rise. Why? The main driver is the culture of the contact centre which caters to the skilled criminal because they know the person on the phone is encouraged, even incented, to ensure the customer is happy and satisfied with the transaction. Add to this the fact that currently agents are not trained to identify a social engineering attack nor are there systems in place to monitor and mediate, so the hacker is relatively unchallenged in carrying out their objective.

There are several kinds of social engineering currently being used to attack contact centres:

Impersonation:• pretending to be someone else, giving partial information to gain more information.Emotions:• pretending to be super friendly, crying or irate to manipulate the person into giving the information or completing the task that the social engineer would like.The overly helpful help desk:• through a desire to help the customer, the agent discloses too much information to the social engineer without proper authentication. Third-party authorization:• when the social engineer quotes someone of stature in the company, intimidating the agent to disclose private information and possibly skipping some authentication that would have normally been conducted.Tech Support:• someone pretending to be from technical support, asking for passwords, access to your systems, etc.

Why are privacy practices essential to the contact centre?There are varying factors motivating the implementation and enforcement of privacy and security policies. Changes to legislation both in Canada and abroad are certainly a driver. For contact centres currently operating outside of Canada, there will be requirements around reporting of privacy/data breaches in a timely manner. There are also fines associated with privacy breaches that could impact a company’s financial results, brand and consumer confidence. Along with government fines, organizations that fail to implement rigorous processes and procedures around the protection of personal information will find themselves facing potentially costly lawsuits from those whose information has been compromised.

In Canada, organizations should be aware of the upcoming obligations that PIPEDA will place on them with respect to breaches of their security safeguards. This



aspect of the law will come into force once regulations have been finalized. Once the applicable provisions are proclaimed, PIPEDA will define “breach of security safeguards” as a loss or unauthorized access or disclosure of personal information that results from either the breach of an organization’s security safeguards or an organization’s failure to establish these safeguards. For outsourced contact centres that already face questions from clients around how data is managed and protected, a failure to comply and clearly demonstrate adherence to legislative requirements can result in a loss of revenue as many clients may deem the risk of sharing this information with a third-party provider too great.

Challenges around tightening privacy practices in a contact centreThe biggest challenge for the contact centre without a doubt involves shifting the culture away from the speed and efficiency of the customer interaction. In an environment that is based on ensuring customers receive first call resolution in a timely and respective manner, implementing thorough privacy and security protocols is a shock to the contact centre and to the customer. But in reality, it is what will be required to ensure that risks are minimized for the organization and the customer’s privacy going forward.

Frontline training to teach agents to understand and flag when a social engineering call is taking place will be increasingly crucial to organizations. Monitoring suspicious calls will be essential to the security efforts

to ensure sensitive data of the organization’s remains secure.

Creating a culture of securityThe success of any initiative around privacy and security is contingent on the buy-in you get from your employees. To ensure buy-in, security should be part of your company’s culture. This begins with senior leadership taking an active role in communicating the importance of privacy policies to all team members so there is a wide and deep understanding of why policies are put in place and how important it is that these policies are followed. Without this, the likelihood of long-term success is minimal.

There must be a full cultural change from one focused on speed to one that values security and protection as part of delivering a great customer experience. Protecting the customer should be the priority instead of getting them on and off the phone quickly.

With corporate privacy breaches a recurring theme on the nightly news, customers are increasingly

questioning how their personal information is managed. To get ahead of the curve and, more importantly, reassure your customers that you take the security of their personal information very seriously, forward thinking organizations need to embrace a “secure and satisfied” approach to customer experience.

Sangeeta Bhatnagar is principal at SB Global Human Capital Solutions, where she helps companies recruit, retain and develop top talent. Sangeeta is an instructor at Seneca College and chair of the Greater Toronto Area Contact Centre Association. She is passionate about both the current state as well as the future state of the contact centre industry. Sangeeta is recognized nationally as an innovative and engaged voice for the issues and opportunities facing the industry and is the first in the industry to recognize front-line security training as a requirement for the future. She can be reached at [email protected], @sbhatnagar212 and www.sbglobal.ca.



TD Bank introduces customer service through Facebook Messenger

Q&A with John Capozzolo,

senior vice president, direct channels,

TD Bank Group

By Sarah O’Connor

I n December 2015, TD became the first bank in the world to offer customer service through Facebook Messenger.

“Whether it is in a branch, over the phone or on your mobile device, the core of what we do is about delivering legendary experiences for our customers and unparalleled convenience and service every single day,” said Theresa McLaughlin, incoming chief marketing officer, TD Bank Group. “We are excited to be able to extend our ability to engage with our customers in a convenient and timely way through Messenger. More than 16 million Canadians use Facebook every day, so it is an important communication platform for us to make a more personal, human connection with our customers.”

In 2011, TD was the first bank in Canada to offer customer service 17 hours a day, seven days a week through a dedicated North American Social Customer Service team on Twitter and Facebook. Earlier this year TD launched texting as part of Social Customer Service, TD Helps (the TD online advice community). The company has announced that it will soon launch live chat on tdcanadatrust.com.

“More than 700 million people use Messenger to stay connected to the people and now, businesses, they care about. We’re pleased that TD Bank Group is leading the way in the financial services sector, delivering their customers the best way to communicate quickly, conveniently and within context… all inside one of their favourite apps,” said Jordan Banks, managing director, Facebook Canada.

“We know Messenger is a popular and widely used platform and this demonstrates our belief in making sure we bring customer service to where our customers are,” added McLaughlin.

Direct Marketing interviewed TD Bank Group’s Senior Vice President, Direct Channels John Capozzolo to learn

more about this innovative new offering.

Q: How and when was Facebook Messenger identified as a key channel that TD wanted to engage with customers through?A: Our customers are at the centre of everything we do and our mobile journey is no different. Facebook Messenger is one part of a larger mobile strategy at TD that includes a history of firsts when it comes to offering customers more ways to engage with us.

When Facebook approached us in 2015 to be a pilot partner in their new Messenger for Business program, it was a great opportunity for TD to again become early adopters for our customers. With more than 16 million Canadians using Facebook every day, we’re thrilled to offer our customers the choice to connect with us via the channel they prefer, when they prefer—in branch, on the phone, SMS, online, digitally or via social media.

Q: What security considerations initially stood in the way, and how were they overcome?A: TD is committed to providing our customers with a safe and secure environment no matter when or where they connect with us. We use the latest security technology to ensure that customers can interact online with us safely and confidently.

Q: How did you prepare/train staff for interactions via this channel? A: TD is committed to offering

comfortable and convenient customer service through each of our channels. We’re training our employees to be fluent in different types of technology to encourage them to be strong advocates. As our digital services evolve to meet the needs of our customers, we’re developing additional training as more capabilities are introduced through Messenger and other platforms.

Q: How has customer response been so far? A: Customer response has been extremely positive. Since we launched the service in December 2015, we have interacted with thousands of longstanding and potential customers. We’re excited to extend our customer service support to a channel that is important to our customers.

Q: Have there been any unexpected challenges or benefits?A: Canadians are continually becoming more mobile savvy and this recent launch is part of the journey to ensure we’re delivering comfortable and convenient experiences for our customers any way they choose to connect with us. We’re always challenging ourselves to deliver legendary customer service through new channels. We’ve done this by collaborating with start-ups and looking at market innovations to elevate the digital experience by creating more intuitive, personalized service that makes our customers’ lives simpler.

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Contact Management Magazine Issue 1 2016

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