Www.callcenter20.com October 10-13, 2006 San Diego Convention Center, San Diego California...

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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


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


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?


Contact Center Components

Knowledge

People

Processes

Technology


Important Performance Linkages

Customer

Engineering

Fulfillment

Finance

Telecommunications

HumanResources

InformationTechnology

Sales and Marketing


Processes


Quality Management Virtual Processes

4. Continual Change Management

1Calibrate

2Remediate

Scores

3Train

Agent Quality Assurance Process

MonitorReward

&Recognize

Give Feedback


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.


People


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


Managing Performance in a Virtual World

• Ensuring agent trust

• Developing communication practices

• Coordinating work


Technology


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.


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.


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


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


Collaboration & Evaluation


Dashboards and Reports - the Supervisor Role


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


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


Transformational - Architectural Diagram

Center A

Center B

Center C

VoIP Core

Spanlink Quality Management

Services – Web, db, recording, event

filtering


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


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


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.


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


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?

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