Blog

Imagine an aspiring baseball player who is trying to perfect his swing. He spends hours in training sessions. He watches videos of how the top hitters swing the bat and he tries to imitate them. Still, his performance stats aren’t where they should be. But when a knowledgeable coach works with him; watches him swing the bat; explains what he’s doing wrong; and shows him specific techniques he can use to correct it, he is able to make great strides in improving his swing and his performance. It’s the personal focus and one-on-one guidance that makes all the difference.

Try to recall a recent interaction you had with customer service. Was it a better, more enjoyable experience than previous interactions? That’s the real crux of the question: what makes certain experiences better than others?

Strategic workforce planning is part of the workforce management process used to predict the number of employees that are needed and then schedule and manage them to the operational goals.

Every contact center engages in some form of Call Quality Monitoring in order to improve agent performance and customer satisfaction. The goal is to identify calls that are failing to meet your standards for good quality, and to implement corrective measures. Even with call quality programs in place, many contact center managers find they are spending far too much time trying to obtain an accurate and fair picture of what is happening on interactions between staff and customers – and even more time getting to the root causes of why.

Contact centers regularly deal with highly confidential information such as payment card numbers, Social Security numbers, and other sensitive data. A single breach of that information can spell disaster, instantly damaging the trustworthiness of any organization, even if they have a stellar reputation and pristine history.

Every call center has a large volume of performance management information produced from all the systems that they use. But call center performance management is, by no means, an easy job. The elements of a good performance-management system are simple, but integrating them into a business’s fundamental operating system is more difficult than it seems. It requires strategic vision, hard work, difficult decisions, the ability to motivate people to hit tough targets, and much more.

How does the call center know that it provides high-quality services? It’s tempting to believe your team is operating at peak performance and delivering exceptional service, but is there a way to measure it? Better still, is there a way to prove the level of quality your teams deliver?