Author
Rating
Published
Tuesday January 10th 1pm
Back To The Future For 2012
Management
Performance
Ah, the time of year for resolutions! As I look back on 2011 and consider my resolutions for 2012, I wonder how much has really changed in the contact center industry and how much has stayed the same. After all, don't we struggle with the same old recurring issues year after year? Agent attrition, low and/or erratic performance (be it sales close rates, technical support issue resolution, etc.), poor service level delivery, and intense cost pressures – go back to 1995 and you'll see the same list of issues. So, what has changed and what can we do about these issues in 2012 to actually improve contact center performance?
I have three resolutions for 2012 that will help to make it truly a banner year – one in which we can actually improve the business results vs. simply doing more of the same.
Resolution Number One – I will deal with the facts as they are, and not take action until I fully understand the facts. While this sounds pretty simple and basic, time after time I see management jumping to conclusions about how to solve a problem without digging deep into what the actual problem and the best ways to solve it. A classic example is when performance is poor on issue resolution for technical support or customer care issues. Countless number of times I've seen management immediately conclude that the problem is some variation of "the agents need more coaching", triggering an increased number of side by side and remote monitoring sessions, additional QA scores, "remedial training", and related actions. Yet, instead of blaming agents for poor performance, a deep dive into the data more often than not finds the fundamental reasons are poor process design (e.g., quickly identifying emerging issues and getting the fix to the agents in very short order, unclear support boundaries, etc.), bad tools (e.g., knowledge base, IVR scripting and design, etc.) and inadequate reporting (e.g., reporting on data that is easy to get vs. data that is important to know).
So, in 2012 – I will work with facts first, even when my "experience and gut feel" tell me what the problem is – I'll dig first before reacting! I'll work on root cause analysis for low-resolution rates, and dig into why agents attrite after just a few months of work. I'll use lean and other methodologies to truly understand the processes and tools that are in place, and to make them better.
Resolution Number Two – I will incorporate the capabilities and needs of other departments in my organization to improve our ability to service our customers. All too often, contact centers operate in a reactive mode and in relative isolation from other departments. Classic disconnects include the marketing and sales departments not being tightly coupled to the contact center; this results in the contact center being the last to know of new product launches, policy changes, or other factors that significantly impact volumes and handle times. Can you imagine how many calls Verizon's centers took after they announced a $2 "convenience fee" to simply make a payment? And then withdrew it after the well-deserved firestorm ensued? My bet is the first time the contact center knew of the fee was when a customer called to ask about it!
It is the contact center's responsibility to reach out to the various departments and organizations within the organization, not only to find out what they are up to and their needs but also to communicate the contact center's needs. Human resources, in particular recruiting and training organizations, typically react to the needs they know the most about, and if the contact center communicates it's needs poorly, then they will be the last department taken care of. Given the tremendous advances being made in recruiting techniques and methodologies, this is one department where an excellent rapport pays big dividends.
So, in 2012 – I'll make outreach to other departments part and parcel of my business plan for the year. I will communicate our plans and objectives, and be sure to get the same from my colleagues in other departments. I'll explain how the contact center can only do so much on its own to improve resolution rates and customer satisfaction, and lay out how the other departments can help. I'll roll up my sleeves with HR and training to get solid data on the characteristics of agents who stay vs. those who attrite after only a few weeks on the job.
Resolution Number Three – I will learn about Social Media and its growing impact on the Contact Center. No longer a fad, Social Media is a growing phenomena and one that is totally changing the face of customer service. Verizon's "convenience fee" is just the latest example of how Social Media has turned customer communications literally on its head. In a matter of a few days, one person on Facebook connected with over 50,000 friends to oppose Verizon's plan to impose a fee to simply make a payment. What started off as a way to quietly pluck the consumer's pocket turned into a customer relations disaster, and only by acting quickly did Verizon put out the flames.
I've seen some analysts say its impact will be as big as the Internet, and others claim it is a flash in the pan. While no one can predict the size of the impact Social Media will have on contact centers, I think the odds are great that the impact will be tremendous. When people learn they can get answers faster through social than from trying to contact organizations directly, they'll move in that direction. Microsoft asserts that over 50% of its customer interactions are driven in peer-to-peer conversations vs. Microsoft to customer interactions. I work with one organization that is building cloud based applications to manage 60,000 to 100,000 social interactions per day, and treat them like calls in the sense they are prioritized, routed, tracked, and measured in the same way calls, emails, or chat sessions are done today.
In 2012, I'll get myself, and my organization, ready to take on the challenges and opportunities brought about by social media. I'll strive to understand how to use it as a true service tool to take better care of our customers by being in their channel of choice. I will understand the financial and operational considerations, and be out in front of the issue vs. reacting to it.
I'm looking forward to 2012! It is an exciting time in the contact center space, and change is everywhere. By focusing on the positive changes we can make, starting with our own attitudes, we will make our contact centers excellent places to work and centers of innovation for our organizations.
See Alton Martin at the Contact Center Conference Spring 2012. Alton will lead Session 401: Changing the Game with Vested Outsourcing from the Strategic Planning track.