Considerable discussion in recent years has extolled the principle that technology must support business objectives. While this is undoubtedly true, what has been less apparent is the diligence of “Business” to focus the microscope on their operations and the derivative processes that drive customer interactions. Consider your contact center as a valuable “tool” driving or supporting the overall organization in its customer facing activities. More precisely it is a multi-functional “smart tool” that can deploy in different modes to achieve desired results.
The processes define success or failure
Consequently, the underlying technology running your contact centers must provide value and help you achieve service related objectives. Most contact centers are already heavily invested in technology and staff. When addressing the need for increased efficiencies the spotlight is often singly placed on staff–individual and collective performances driven by metrics. Monitoring and measuring performance is a worthwhile and mandatory endeavor. However, the binding threads often overlooked are “processes” that weave your technology into the business services you are providing.
Is your technology adequately utilized?
The technology in use must support your tactical service objectives. Are your agents doing numerous workarounds due to technology constraints? Are you actually utilizing the full capability of the technology you already own? Are you overlooking technological capabilities that might streamline your service? Are your customers demanding more information and service options than your current capability can support?
Processes integrate technology and resources
Contact Center Operations and Technology assessments provide the required analysis to embark on a Technology Optimization project. Our optimization efforts focus on the business processes that integrate the investments you already have in staff and technology. If our analysis does indicate a lack of technology in your contact center we can make appropriate recommendations to remedy the deficiency.
Areas of analysis
- ACD and PBX platforms
- IVR applications
- Predictive Dialing applications
- Skills Based Routing
- Quality Measurement systems
- Work Force Management (WFM) implications
- All software applications utilized to accomplish work activities
- Business functions performed in the contact center
- Automated and non-automated work activities
- Manual workflow processes versus non-automated processes
- Documented processes for work flow
- Documented Change Management program
- How well current technology is being utilized
- Limitations due to existing hardware or software
- Does technology already exist that will accommodate existing manual work activities?
- Are multiple systems being utilized as a “work around”?
- Is there value in every step (sub-processes) of your current service?
- Does current systems use accurately reflect the documented procedure?
- Are processes accurately defined and clearly understood?
- Will additional technological capability improve specific service function activities and is there sufficient value to do so?
- Do your procedures require certain things from customers just to accommodate your current technology?
- Is your technology frustrating your customers?
- Are there limited effort “wins” that can improve service capability or customer satisfaction?
Perhaps you are considering new hardware or applications in an effort to improve contact center efficiency or performance. Before making incremental investments in technology it would be prudent to ascertain whether you have actually achieved maximum proficiency with the tools you have in place. A new productivity tool will not accomplish the desired results if you don’t have the appropriate business processes in place. Contact Center 411 can analyze your current operation and provide assurances that you are maximizing service with the technology you have today.