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 www. callcenter 20. com
Customer Interaction is Going Virtual Contact Center 1 Branch 1 Cisco Agent Desktop 2 Agent Teams Branch 1 2 Unified Communicator 5 Customer Subject Matter Experts Workflows IM/Chat/Presence Cisco Agent Desktop Corporate HQ Common Data Store for Answers 3 Enterprise Information Native Docs PDF Docs HTML Web 3 rd Party App Agent Teams 4 Home Voice and Data Center Cisco Supervisor Desktop Remote Supervisor October 10 -13, 2006 • San Diego California
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 October 10 -13, 2006 • San Diego California
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? October 10 -13, 2006 • San Diego California
Contact Center Components Knowledge Technology People Processes October 10 -13, 2006 • San Diego California
Important Performance Linkages Customer Information Technology Sales and Marketing Human Resources Engineering Fulfillment Telecommunications Finance October 10 -13, 2006 • San Diego California
Processes October 10 -13, 2006 • San Diego California
Quality Management Virtual Processes October 10 -13, 2006 • San Diego California
Workforce Management Virtual Process 1. Forecasting Create forecasts on historical data & calculates staffing requirements. 4. Analysis (Reporting) Review historical information on agents and call center performance. 2. Scheduling Schedule agents to fill these requirements from available agents. 3. Intraday Management Monitor daily operational results. October 10 -13, 2006 • San Diego California
People October 10 -13, 2006 • San Diego California
Organizing the Virtual Performance Management Team October 10 -13, 2006 • San Diego California
Managing Performance in a Virtual World • Ensuring agent trust • Developing communication practices • Coordinating work October 10 -13, 2006 • San Diego California
Technology October 10 -13, 2006 • San Diego California
Why Automate Workforce Management? • Customers moving from manual methods to software solutions for workforce management for greater efficiency Definition: Workforce Management • Workforce Management optimizes the way people are managed: – Gains employee productivity – Reduces overtime – Improves schedule adherence – Reduces management time for scheduling – Reduces attrition Founder: • Virtualization has efficiency benefits – but complicates scheduling is the art and science of forecasting, scheduling and managing contact center resources (people) to best serve customer needs. October 10 -13, 2006 • San Diego California
The Three M’s of Workforce Management Today – Multi. Site • A National schedule can be generated over multiple sites and Multiple time zones. Creates a virtual call center with greater efficiency. – Multi. Skill • 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. October 10 -13, 2006 • San Diego California
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 October 10 -13, 2006 • San Diego California
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 wellbeing October 10 -13, 2006 • San Diego California
Collaboration & Evaluation October 10 -13, 2006 • San Diego California
Dashboards and Reports - the Supervisor Role October 10 -13, 2006 • San Diego California
Traditional IP Multi Site Quality Monitoring Architectures Central Contact Center Record Server Quality Management Servers for Enterprise Synchronization archival storage and analytics Vo. IP Core Record Server Remote Center October 10 -13, 2006 • San Diego California
Transformational - Architectural Diagram Record Server Center A Spanlink Quality Management Services – Web, db, recording, event filtering Record Server Center B Vo. IP Core Record Server Center C October 10 -13, 2006 • San Diego California
Transformational - Architectural Diagram Center A Spanlink Quality Management Services – Web, db, recording, event filtering Center B Vo. IP Core Center C October 10 -13, 2006 • San Diego California
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 October 10 -13, 2006 • San Diego California
Comprehensive Workforce Optimization Process 1. Capture • End point architecture 2. Evaluate • Workflow selection via business criteria • Create, assign forms on business criteria • • Establish goals to manage by exceptions Voice, Screen, Data • • Contact Management Efficient selection & player interface for evaluator • Agent Experience • Collaboration tools 4. Schedule 5. Improve • Provide feedback to supervisors & agents • Targeted training • Utilize contacts as best practices examples • Quality management inputs into WFM to schedule training • Scheduling based on performance • 3. Report • Agent, Supervisor, Manager specific role based dashboards • Configurable standard report formats • Spot trends, needs Skilling based on performance October 10 -13, 2006 • San Diego California
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. October 10 -13, 2006 • San Diego California
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 October 10 -13, 2006 • San Diego California
Questions? 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_main. html October 10 -13, 2006 • San Diego California
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