If I'm totally honest, measuring schedule adherence in the contact center is a bit of a white elephant; we know it's out there and necessary, but it can be more trouble than it's worth.
And when you take into consideration that agents are encouraged to obtain higher adherence scores while deviations of non-agent activities are often masked in the system, the old standard of apportioning blame on agents is not the answer.
Whether you’re trying to win the Super Bowl or just want to help take your organization to the next level, the fundamentals of coaching remain the same. However, a football coach has a clear indicator of success—they’re either holding the trophy or not. What about the contact center coach; how do they gauge their success?
There’s nothing like a great loaf of fresh baked bread. However, given time even the fluffiest most delicious bread will go stale – likewise an unattended Quality Management program will become stale and irrelevant.
I remember walking into a previous role as QA Manager feeling excited by the opportunity to create something that would impact customers, associates and the organization.
Let’s face it - nobody likes a situation where managers can monitor employees for every click of a button, every app used or website visited from their company computer. This may feel ‘big brother-ish’, but it will also make employees conscious about their online activities.
It’s easy for organizations to get caught up trying to please their customers in every way possible. Shorter wait times? Check. Loyalty programs? Check. But must the focus be solely on the customer? Not quite. The employees deserve just as much TLC. 2014 is the year to shift the focus from the customer to the employee.
A true coaching master doesn’t just tell their trainee what the goal is, they help reveal the underlying behaviors that drive mastery and goal achievement.
NICE Coaching guru Andy Elkind reminds us that while progress is measured in goals achieved, progress is made when behaviors change and good techniques are practiced daily. In his latest coaching video, Elkind uses the metaphor of a sports coach.
We, at NICE, have a handful of Jedi Masters – people who are experts in their fields. They’ve committed years to learning their craft, possess unprecedented passion to helping people do their best work and help transform organizations in ways that even Yoda would envy.
I’m a little late on Mother’s day but I’d like to celebrate my mom’s long reign of dominance at family game night. We love to play the board game, Clue, despite the fact that Mom wins time after time—she is the maestro of solving murder mysteries.
Companies are increasingly focusing on customer experience as a form of differentiation.
But how will they improve the customer experience? It starts with looking inward – engaged employees are the prerequisite for change. Engaged employees consistently deliver better customer experiences at lower cost.
Some contact centers claim to prioritize customer satisfaction, but all they’re accountable for are operational metrics. The result of lip service? In a 2006 Bain study, 80% of companies surveyed claimed they offered a “great” customer experience. That only sounded impressive until Bain went on to survey the customers of those companies. Only 8% of those customers claimed to have received “great” service. The cause of this gap was the fact that the leaders of the organization were disconnected with what’s going on at the frontline. Total alignment is the key to improving CX.