Contact center managers and analysts often feel like they are in the dark ages of data collection when it comes to tracking call drivers. That’s because this type of tracking activity has historically involved many people. Either your agents tracked the primary reason for calls on their phone, or in your CRM system, or even on a paper tracking sheet. Your Quality Analysts or Supervisors tracking the information on evaluation forms may have even done this.
All of these processes included some level of trust that the agents/evaluators were keeping accurate track of the calls they received. It also depended on enough call driver options for agents/evaluators to select so that the majority of calls didn’t fall under the “other” category.
But just when all seemed lost, the white knight of Interaction Analytics rode in, providing greater automation, accuracy and tools to support root cause analysis. Everyone is awestruck during the sales demo, and now that your organization has purchased and begun to implement an analytics solution, everyone is chomping at the bit to get involved so they can better understand his or her team’s calls.
So how do you determine who owns this new toy or at least how to define the boundaries of the sandbox?
Interactions Analytics 101
While it is technically possible to just plug Interaction Analytics in and start working, it is highly recommended to invest in solid planning and preparation to ensure you receive valid and actionable results. Such preparation will result in a quicker time to value and much more organized processes for the long run. Those who “own” the Analytics spend quite a large amount of time reviewing interactions, tuning for accurate results, analyzing for root causes, and recommending interventions. While the functionality could be given to existing groups, such as the Quality Management department, the Reporting department, Operations, etc., this is the least recommended approach. Consider the adage “Jack of all trades, but master of none”. Having one primary focal point has proven to work best. This can vary from one person to a full team, based on several organizational properties. A few options to mention:
- Dedicated Business Analyst: a single point of contact, this structure works often for smaller organizations. The Business Analyst is the focal point for the Analytics Consultant as well as internally in the organization.
- A Centralized Business Analysis Team: This team works together with the different departments, lines of business and other parts of the organization to carry out workflows and recommendations and manage new initiatives. This works for medium-large organizations with several lines of business and a centralized management
- Business Analysts in Each LOB/Department: smaller teams in each LOB, who meet regularly to coordinate efforts and maintain streamlined decision making. This works for all sizes of organizations, in which the different departments / LOB’s operate separately from each other. It is strongly recommended to align efforts regularly.
Aligning with Business Objectives
The Interaction Analytics owners are responsible for utilizing a variety of analytical techniques to address business objectives set by the enterprise, using the Interaction Analytics tool and other data sources within the organization. This function is responsible for supporting organizational initiatives with benchmark data and insights, support internal and external processes, analyze associated impacts, and suggest improvements based on data analysis. Additionally, the IA Owners are responsible for the business configuration and maintenance of the Interaction Analytics solution.
Main functions of the Interaction Analytics Owners would include:
- Business Consultancy
- Translate business objectives into analysis plan and functional design
- Exercising business acumen and analytical skills, utilize the IA solution to identify improvements and insights based on organization goals and priorities
- Provide recommendations of how to implement and monitor suggested changes
- Effectively and accurately communicate analysis results to the stakeholders, including deliverables, conclusions, and recommendations
- System Maintenance / Administration (related to Analytics)
- Serve as focal point for all stakeholders’ requests and queries
- Design, create and tune new categories to address new initiatives
- Maintain existing lexicons, and queries
- Maintain existing categories and monitor results progress
- Define root cause analysis items and views
- Design and setup analytics reports to address business objectives
- Schedule and maintain trending reports
- Setup dashboard views for the various business users and decision makers
While Interaction Analytics is “owned” by the IA Owner(s), do not allow this to become some type of mysterious black box operation. Have key stakeholders from the business participate in the initial training and design of the analytics categories so they understand the terminology and the work that goes into providing results and insights. One way to ensure that everyone feels involved is to provide frontline Managers and Supervisors with immediate access to analytics results through queries, reports or dashboard views.
“Unfortunately, there seems to be far more opportunity out there than ability.... We should remember that good fortune often happens when opportunity meets with preparation.”
â€• Thomas Edison
Jon Lynch is viewed as an expert facilitator, skilled problem solver, negotiator, presenter, and customer-centered individual with over 24 years of Contact Center experience at both a major financial services company and a multitude of NICE customers in a variety of industries. Jon’s experience includes training and facilitation, training management, quality management, project management, and supporting services operations. Jon has a Bachelor of Business Administration degree from Ohio University.