How Best-in-Class Contact Centers Satisfy Demanding Customers

1

Sponsored by

How Best-in-Class Contact Centers Satisfy Demanding Customers

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

Today’s Presenters

2

John Wolf CMO, Knowlagent

Call center intraday management technology to improve agent productivity and performance

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

© AberdeenGroup 2012 4

Show me the ROI

$881 in savings per agent – each year

--------------------------------

300 agents = $264,300 in unnecessary costs each year

$1,675

$2,556

$1,000

$1,400

$1,800

$2,200

$2,600

Average Cost of Unutilized Time for each agent per yearPercent of respondents, n=166

Intra-day Contact Center WorkforceManagement UsersNonusers


Why Use Research

Photo credit: Inmagine


Research Foundations

What are Best-in-Class companies doing differently?

What pitfalls are they avoiding? Why are they achieving greater

success? What technologies and services

are enabling them to succeed?

P

A

C

E

Pressures:External forces that impact an organization’s market position, competitiveness, or business operations.P ressures:External forces that impact an organization’s market position,’competitiveness, or business operations.

Actions:The strategic approaches that an organization takes in response to industry pressures.A ctions:The strategic approaches that an organization takes in response to industry pressures.

Capabilities:The business competencies (organization, process, etc…) required to execute corporate strategy.C apabilities:The business competencies (organization, process, etc…)required to execute corporate strategy.

Enablers:The key technology solutions required to support the organization’s business practices.E nablers:The key technology/service solutions required to support the

’ organization’s business practices.

Selected Performance Criteria (KPI)

First call resolution rate (current)Total

Respondents: 166

- Top 20%

- Middle 50%

- Bottom 30%

Respondents are scored individually across KPI

Best -in-Class

Industry Average

Laggard

Customer satisfaction (YOY)

Average handle time (YOY)

Agent utilization (YOY)


Why should I deploy Contact Center Workforce Management?

65%

43%

32%

10%

30%

50%

70%

Improve agentproductivity and

utilization

Improve forecastaccuracy in

predicting volume ofcustomer

interactions

Improve the qualityof customerinteractions

Percent of respondents, n=166

Contact Center Workforce Management Users


Connecting Customer Satisfaction with Agent Productivity & Utilization

86%Top Metric to Assess Performance Results:

Customer satisfaction


“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


Top Pressures

48%44%

24%

10%

20%

30%

40%

50%

Unpredictablecustomer traffic

Increased customerdemand for service

High turnover ofhigh-quality / top-tier

agentsPercent of respondents, n=166

Contact Center Workforce Management Users


Best-in-Class Criteria

Definition of Maturity Class

Mean Class Performance

Best-in-Class: Top 20%

of aggregate performance scorers

75% first call resolution rate 21.9% average year-over-year improvement in customer

satisfaction 15.7% average year-over-year improvement (decrease) in

average handle time 11.8% average year-over-year improvement in agent

utilization rate

Industry Average: Middle 50% of aggregate

performance scorers


satisfaction 2.6% average year-over-year improvement (decrease) in

average handle time 2.1% average year-over-year improvement in agent

utilization rate

Laggard: Bottom 30% of aggregate

performance scorers


satisfaction 0.4% average year-over-year improvement (increase) in

average handle time 5.0% average year-over-year decline in agent

utilization rate


Intra-day Contact Center Management Drives Best-in-Class Results

80%

75% 75%

70%

57%

44%43%

37%

32%

20%

40%

60%

80%

Routing customers based onagent competency skills

Predict staffing requirementsacross multiple sites

Intra-day contact centerworkforce management


Best in Class Industry Average Laggards


“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.”

Definition: Intraday Contact Center Workforce Management


Intra-day Contact Center Workforce Management – It Works!

14.9%

12.7%

4.8%4.1%

2.1%

5.8%

2.1% 2.2%

0%

2%

4%

6%

8%

10%

12%

14%

16%

Number of quality SLA’s met

Customersatisfaction

Improvement inaverage handle

time

First callresolution rates

Yea

r-ov

er-y

ear

perc

ent c

hang

e, n

=16

6

Intra-day contact center workforcemanagement users

All Others


Best Practices in Intra-day Contact Center Management

79%77% 77%

75%

58%

45%

33%

40%

30%

40%

50%

60%

70%

80%

Adjust agent schedulesto adress intra-dayoverstaffing and/or

understaffing

Determine anddocument the skills of

successful agents

Use competency modelsto hire and train agents

with the right skills

Determine trainingcontent for each agentbased on agent skillsand knowledge gaps


Intra-day Contact Center Workforce Management Users Nonusers

Task Management & Staffing Training & Productivity


Empowering Agents with Intra-day Contact Center Management

Companies integrating intraday contact center management activities achieve better:• First-call resolution rates• Customer satisfaction• Agent utilization• Average handle time

81%

52%

48%

Best-in-Class

Industry Average

Laggards



Pillars of Intra-day Contact Center Management

81%

70% 71%

54%58%

46%

40%

50%

60%

70%

80%

90%

Forecast agent demand byusing historical data on

customer traffic

Connect customers withagents who have the

knowledge and skills toaddress their needs

Assess agent skills againsttop-tier agents to determine

competency skill gaps


Intra-day Contact Center Workforce Management Users

Nonusers


Smart Call Distribution: The Right Step for Best-in-Class Performance

10.2%

8.7%

5.3% 5.2%5.9%

2.1% 2.0%1.0%

0%

2%

4%

6%

8%

10%

12%


Number of quality SLA’s met

First callresolution rates

Agent utilizationrateY

ear-

ove

r-ye

ar

per

cent

cha

nge,

n=

166 Companies routing customers

based on agent competency skills

All Others


Technology helps Companies Streamline Business Processes

89% 87%

78% 78%

48%

41%

48%43%

30%

40%

50%

60%

70%

80%

90%

Time andattendance

management

Knowledgemanagement

Workforceoptimization

eLearning tools


Intra-day Contact Center Workforce Management Users

Nonusers


Workforce Optimization has a Direct Impact on Customer Delight

12.3%

6.1% 5.9%5.0%5.2%

-0.2%

1.5% 2.0%

-1%

1%

3%

5%

7%

9%

11%

13%


Agent retentionrate

First call resolutionrate

Averageimprovement in

handle time

Yea

r-o

ver-

yea

r p

erce

nt c

han

ge, n

=16

6

Workforce Optimization Users Nonusers


“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.


The Value of the Difference

$881 in savings per agent – each year

--------------------------------

300 agents = $264,300 in unnecessary costs each year

$1,675

$2,556

$1,000

$1,400

$1,800

$2,200

$2,600

Average Cost of Unutilized Time for each agent per yearPercent of respondents, n=166

Intra-day Contact Center WorkforceManagement UsersNonusers


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

11% of every day agents sit idle

25

30%

47%

18%4% 1%

Delivery of off-phone work during idle time is a viable so-lution for my contact center

Strongly agreeAgreeNeutralDisagreeStrongly disagree

According to WFM professionals...

CONFIDENTIAL

Knowlagent Survey of Workforce Management Professionals, February 2012

Intraday Contact Center Management

Unpredictable customer traffic is a top challenge



Proactively send learning materials and off-phone work during idle time

Communications

Coaching/Training

Back-office work

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

Training Impact on Customer Experience

30

Customer SatisfactionGetting First Call Resolution Done

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”

Major U.S. Telecommunications Company

FCR up 3.5% in 90 days

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 agoSource: Harris Interactive, Customer Experience Impact Report

32CONFIDENTIAL

It takes 12 positive service experiences to make up for one negative experienceSource: “Understanding Customers” by Ruby Newell-Legner

Watch this presentation on-demand:

http://bit.ly/Qz1xZW




Date post:	15-Jan-2015
Category:	Business
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