The ways in which we communicate today are very different from the analog wired telephony world of 1968, when the nation’s first PSAP began serving the public. The advent of mobile text messages, mobile video, automatic crash notification systems, geographic positioning systems and other communications channels provide an exciting opportunity to provide faster and better emergency services. Leveraging these new technologies is just one of many reasons for the federal government-sponsored Next Generation (NG) 9-1-1 initiative. 

911 voice logging recorder systems in NG9-1-1 are evolving to become standardized functional elements connected to other systems on a common network to log a variety of significant events. The problem is, the vast majority of the legacy PSAP recorders in use today were designed for a voice-only world and a circuit-switched network. They were purchased primarily on the basis of reliability and cost, not the flexibility of features and technology that would be flexible enough to adapt to these changes.  Some of these units have the ability to capture and store screen actions initiated by the call-taker but virtually none have the ability to capture, index, archive, or retrieve text messages, video, telematics and other data calls.  There are many other glaring deficiencies in legacy PSAP digital logging recorders.  Here’s a brief summary of five of the most frequently reported limitations:

1. Unable to capture multi-channel events
2. Not architected to readily conform to coming changes
3. Lack the security and authentication requirements of NG9-1-1
4. Are not well integrated with leading VoIP, radio and CAD vendors
5. Lack dispatch and call taker quality assurance evaluation tools

1.  Capturing Multimedia Communications

Legacy Recorders: Majority are not designed to capture, store, and retrieve data messages.  This is because PSAP call servers cannot capture and route data messages.  However, IP-based multi-channel call servers have been available for many years and are in wide use in business enterprises and commercial contact centers.  Many manufacturers do not even produce analog and TDM call distributors today and those that do are in the process of phasing them out.  PSAPs will have to replace or upgrade (if possible) their legacy call servers with current-generation IP-PBX’s or ACD’s to meet the specifications of NG9-1-1.  At that time, they will also need to replace the PSAP recorder.

Next Generation Recorders: Handle analog and digital TDM as well as VoIP voice, data, and text messages in a unified, consolidated fashion –this will facilitate your transition cost-effectively and enable unified capture of and access to all incident information, regardless of the channel that was used to report and resolve it.  

2.  Adaptability to Readily Conform to Changes – Open Architecture

Legacy Recorders: Closed systems designed with either fully or at least partially proprietary hardware and software - not economically scalable and often cannot be modified for IP.  Consequently, PSAPs cannot use industry standard servers with common operating systems and file formats of captured communications.  Legacy 911 logging recorder systems do not have open interfaces –that are recommended by NENA and US DOT under NG9-1-1 initiatives - and so cannot seamlessly integrate with the other PSAP systems that are (or will be) built to open standards.  Examples include the new database formats specified for NG9-1-1 infrastructure, to include CAD systems, mapping software, and more.  With closed systems, each integration point is a custom job adding to costs of acquisition and ownership and creating unnecessary complexity to the task of replacing legacy sub-systems. 

Next Generation Recorders: Designed from the ground up with fully open, service oriented architecture that is inherently adaptable and flexible, open to integrations with other standards-based systems. The standards-based architecture of latest-generation recorders directly translates into lower investment and lower costs of operations – users can leverage COTS hardware and other 3rd party interfaces and data to subordinate the rules and procedures for data access to processes and policies. These recorders will capture inputs from any device; including, voice, data, and video.  Each incident will be indexed with ANI/ALI information, incident number, and other identifiers like call taker name or ID and associated information such as CAD logs and maps.  Incident scenarios will include all communications sequenced just as they happened, all plotted on a map to improve visual analysis

3.  Security and Authentication Measures

Call recordings are often used as court evidence.  It is very important that the recordings be secured from access by unauthorized personnel and if there is an intrusion that there be a mechanism for identifying and tracing the security breach.

Legacy Recorders: Many do not offer encryption of recordings and data, nor they come up with built-in audit trails to monitor and alert on access violations.

Next Generation Recorders: Delivered with encryption, file watermarking, password-protected exports, audit logs and more. 

4.  Tight Integration with Leading VoIP, Radio, CAD, and other Emergency Communications Systems

Legacy Recorders: Virtually none or only limited, expensive capability to convert to recording VoIP, CAD data, or P25 Radio voice and data. In some cases, the recorder is compatible with only one VoIP switch or radio system vendor.  However, different vendors handle communications in different ways and with different communication protocols. While the ultimate objective of NG9-1-1 is to unify communication protocols, this transition will be very gradual.  

Reliable and error-free integration between communications systems and the recording platform is rather important   The recorder must be able to read the ANI, ALI, CLID, trunk ID, call taker ID, incident number, and other data captured by the call server, radio system, or CAD.

Next Generation Recorders: The top recording vendors will have proven integrations with the major PBX, CAD, and radio vendors. They would be development partners with multiple such manufacturers – to have full and complete access to the latest specifications and be able to certify that the recorder functions properly with various versions and releases of the vendor’s switch.

One of the many benefits of NG 9-1-1 is that by adopting Internet Protocol as the common voice and data communications language, subsystems and applications will be able to communicate with each other both internally and externally.  The need for costly integrations will slowly diminish as savvy vendors will design their products to accommodate not only today’s complex environment but the all-IP environment of tomorrow. To learn more about NG9-1-1 recording requirements, check out this recent Podcast featuring Guy Clinch from Avaya and Patrick Botz from VPI.

5.  Integrated Dispatcher Quality Assurance Evaluation and Coaching Tools

The ability to maintain or improve quality of emergency response and objectively monitor progress is critical especially at the time of implementation of new NG9-11 infrastructure. 

Legacy Recorders: Typically unavailable with integrated quality assurance feature sets, not designed to assist with the selection of calls for supervisor evaluation, nor to provide management with helpful tools for designing and completing the evaluation forms.

Next Generation Recorders: Automatically present evaluators with targeted evaluation forms and synchronized interaction audio and screen video (if captured) – selected manually or automatically based on rules for identification of critical calls - to enable efficient assessment of single calls or entire incidents.

Thanks for reading! We welcome the opportunity to answer any questions you may have.

Did you know that almost one in every 25 jobs in the US is within the contact center industry? Pretty thought provoking, huh? But just what does the future hold for the people, processes and technologies of this constantly evolving environment? As the leading developer and provider of contact center workforce optimization solutions and services, we at VPI decided to compile a list of compelling statistics that are shaping the future of customer contact and our solution portfolio. Check it out:

Customer Experience

1) Even in a negative economy, customer experience is a high priority for consumers, with 60% often or always paying more for a better experience. (Source: Harris Interactive)  Tweet This Stat!

2) 86% of consumers quit doing business with a company because of a bad customer experience, up from 59% 4 years ago. (Source: Harris Interactive)  Tweet This Stat!

3) 89% of consumers began doing business with a competitor following a poor customer experience. (Source: Harris Interactive)  Tweet This Stat!

4) 59% will try a new brand or company for a better service experience. (Source: American Express)  Tweet This Stat!

5) The top three drivers for investing in customer experience management are:

• Improve customer retention – (42 %)
• Improve customer satisfaction – (33 %)
• Increase cross-selling and up-selling – (32 %)

(Source: Aberdeen)  Tweet This Stat!

What These Customer Service Statistics Say about the Future of Contact Centers

These stats make it clear. Your company’s customer service simply can’t be ignored. Customers are choosier and more discerning than ever before. If you neglect the quality of your customer service you will lose key customers to your competitors. Interestingly, these customers are actually willing to pay more for better service and a superior experience.

Self-Service and Call Automation

6) By 2020, the customer will manage 85% of the relationship with an enterprise without interacting with a human. (Source: Gartner)  Tweet This Stat!

7) The number of consumers preferring automated self-service has doubled to 55% in the last five years. (Source: Convergys)  Tweet This Stat!

8) US contact centers spend $12.4 billion annually verifying the caller is who they say they are. 59% of calls require identity verification, but only 3% of these are handled entirely through automated processes. (Source: ContactBabel)  Tweet This Stat!

  9) The IVR accounts for an astounding 27% of the total call experience. However, only 7% of organizations currently offer an IVR solution that delivers a better experience (CSAT) than their live agent experience. (Source: JD Power & Associates) Tweet This Stat! 

What These Self-Service Stats Say about the Future of Contact Centers

Self-service is growing by the minute. Your customers’ preferences are rapidly changing. They expect and demand immediate service and satisfaction. These days,regardless of age, gender or occupation, customers expect almost instant gratification when it comes to customer service – they have tools at their fingertips that provide constant and immediate communication. They don’t want to have to wait on hold and they don’t want to have to repeat their information. Can you live up to their expectations? It’s crucial to adapt to your customer’s self-service needs or you may be left behind.

Artificial Intelligence is now being applied to self-service to make it smarter, faster and better. To learn more about the next generation in voice self-service – Virtual Call Agents powered by Artificial Intelligence – watch this short video and listen to these virtual agent call audio samples.

At-Home Agents

10) There are an estimated 3 million Americans who work primarily from home today, an increase of 61% since 2005. (Source: Forrester)  Tweet This Stat!

11) An estimated 60% of contact centers utilize home agents today in some capacity and the forecast is 80% by year-end 2013. (Source: Customer Contact Strategies)  Tweet This Stat!

12) More than half of the contact centers in the U.S. today, 53% have some percentage of their agent population functioning from a home office. More than 70% of those currently supporting at-home agents plan on increasing the number of their at-home agents in 2013. (Source: National Association of Call Centers)  Tweet This Stat!

13) Ovum expects the number of home-based customer service agents to grow at a compounded annual growth rate of 36.4%, one of the strongest expansion levels of any outsourcing market sub-segment. (Source: Ovum)  Tweet This Stat!

14) By 2016, 63 million Americans will telecommute. (Source: Global Workplace Analytics)  Tweet This Stat!

What these Home Working Stats Say about the Future of Contact Centers

Working from home is becoming an increasingly common practice – quite possibly the single biggest phenomenon changing the customer contact landscape in over a decade. Telecommuting offers employees a flexible schedule and higher job satisfaction rate. Without the limits of geography, employers benefit from the ability to cherry pick candidates from a vast labor pool beyond the confined radius of a brick-and-mortar facility. Consequently, more and more companies are hiring at-home agents, but this means they need a way to monitor the performance and productivity of the agents.

To learn more about best practices for implementing a successful at-home agent program,  download your complimentary white paper on ‘Call Center At-Home Agent Best Practices,’ authored by analyst firm DMG Consulting, and consider attending one of Michele Rowan’s world-class ‘At-Home Agent Strategies for Success Workshops.’ As the former VP of Performance Management at Hilton, Michele led the expansion of the Hilton@Home program from 200 to 1000 at-home agents, and has since helped hundreds of other organizations successfully deploy home working programs.

Quality and Performance Management

15) Only 31% of organizations closely monitor the quality of interactions with target customers. (Source: Forrester Research)  Tweet This Stat!

16) Two-thirds of organizations view access to real-time or nearly real-time metrics is a very important capability. However, very few companies (8%) receive their metrics as soon as they are generated. Fewer than one-fifth (18%) receive them on the same day, while at the remaining companies it can take up to four weeks for the metrics to be delivered. (Source: Ventana Research)  Tweet This Stat!

17) 92% of contact center leaders see high value in sharing metrics in real-time with front-line agents. The top 5 metrics of greatest value when shared in real-time with agents are # of calls in queue, service level, customer satisfaction, schedule adherence, and first contact resolution – in that order. (Source: Good to Great: Rapid Results with Real-time Performance Management, A Saddletree Research Paper, 2012) Read the full benchmark research report.  Tweet This Stat!

18) 60% of all repeat calls are process or training driven – business processes are not in place to meet the customer’s need, and agents have not been given the training required to meet the customer expectations that have been set by marketing or elsewhere in the business. (Source: Frost & Sullivan)  Tweet This Stat!

19) Organizations that focus on frequent training see advantages in first call resolution - 65% vs. 58% for those who don't. (Source: Parature)  Tweet This Stat!

20) Only 31% of organizations recognize and reward employees across the company for improving customer experience. (Source: Forrester Research)  Tweet This Stat!

What these Quality and Performance Management Stats Say about the Future of Contact Centers

Clearly, these stats show that companies need to pay more attention to agent quality and performance management in order to maximize the potential of each employee and provide the training the agents need to be successful.

When empowered with real-time performance metrics and information, front-line agents and supervisors thrive. The problem is that most contact centers struggle to extract customer insights from multiple siloed systems and applications that share data. It takes time and resources to produce spreadsheets and reports that have already become stale and outdated by the time they're delivered. Fortunately, with the availability of Real-time Performance Management software, the ability to consolidate metrics from multiple disparate contact center telephony and business applications and deliver them just-in-time to agents, supervisors and executives has now become an affordable reality.

To get more value from Quality Assurance efforts, it’s important to re-think your approach to Quality Assurance (QA). Traditional QA which has been primarily focused on monitoring and improving internal agent quality and compliance for the past 30 years, is now also being used to uncover valuable insights to improve business operations and customer satisfaction. The emergence of workflow automation and embedded analytics with new QA solutions are helping customer facing organizations around the world reduce the manual steps required by most traditional QA programs by 60 to 80 percent. Better yet, analytics-driven QA takes you straight to what really matters – delivering insight into critical business issues and opportunities to improve customer experience and revenue outcomes.

Multi-Channel

21) Contact channels other than the phone, such as email, Web self-service, chat, and other online techniques, now account for more than 30 percent of customer service engagements. Web self-service and email dominate this mix. (Source: CFI Group)  Tweet This Stat!

22) 25% of consumers utilize one to two channels when seeking customer care and 52% of consumers utilize three or four channels. (Source: Ovum)  Tweet This Stat!

23) 57% best in class companies measure support center success across email, chat, web, and voice, and 62% use integrated voice response (IVR). (Source: Aberdeen Group)  Tweet This Stat!

24) In the US, 21% of online shoppers prefer live chat, close to the same number as those who favor using the telephone (23%) and ahead of social media (2%). Email remains the most popular method for online shoppers to communicate with customer services, with 54% saying they prefer this method. (Source: BoldChat )  Tweet This Stat!

25) 60% of adults aged 25–29 live in households with only wireless telephones. (Source: Centers for Disease Control)  Tweet This Stat!

What these Multi-Channel Stats Say about the Future of Contact Centers

Today’s contact centers are using many different channels to reach their customers. In this era of constant, ‘round-the-clock communication, customers expect to be able to interact with a company through any channel – whether via phone, going online or even live Web chat. In addition, an increasing number of businesses and contact centers are implementing live chat to meet this rising demand. In addition to being able to evaluate and analyze voice interactions with customers, organizations need to place equal or greater weight on the ability to assess and extract insights from self-service, Web chat, email and social media conversations. This leads us into the next major trend – Speech and Text Analytics.

Speech and Text Analytics

26) Currently, there are 3,170 active, successful speech analytics implementations. (Source: SpeechTech)  Tweet This Stat!

27) Speech analytics was one of the top two fastest-growing call center tools in 2012 – the adoption of speech analytics grew by 59% and Web chat jumped by 60%. (Source: ContactBabel)  Tweet This Stat!

28) Speech analytics was among the top five technologies evaluated, with 24 percent saying that they intended to evaluate it for purchase in 2012. (Source: Saddletree Research) Tweet This Stat!

29) The speech analytics market is projected to continue to expand over the next several years, growing by 25 percent in 2013 and 20 percent in 2014. (Source: DMG Consulting) Tweet This Stat!

30) Speech analytics solutions are currently in use in 24% of all organizations, predominantly used by services, outsourcing and finance organizations. There is an appreciable amount of interest in implementing a new speech analytics system or replacing the one they have within the near future, especially in the medical sector (45% of companies), insurance sector (54%) and retail (40%). (Source: ContactBabel)  Tweet This Stat!

What these Speech Analytics Statistics Say about the Future of Contact Centers

These statistics clearly demonstrate that speech analytics may be the fastest growing trend impacting the future of contact centers today. The possibilities are endless. Speech analytics allows you to identify calls that can be better handled, helps you improve First Contact Resolution and reduce customer churn, and enables you to increase sales and collections by sharing best practices.

Social Media

31) More than 50% of Facebook users and 80% of Twitter users expect a response to a customer service inquiry in a day or less.(Source: Oracle)  Tweet This Stat!

32) Failure to respond via social channels can lead to up to a 15% increase in churn rate for existing customers. (Source: Gartner)  Tweet This Stat!

33) 56% of customer tweets to companies are being ignored. (Source: Huffington Post  “100 Fascinating Social Media Statistics and Figures from 2012 )  Tweet This Stat!

34) 19% of consumers who had unsatisfactory service interactions shared their experiences through social networks in 2010, a 50% increase over 2009. (Source: Forrester)  Tweet This Stat!

35) Customers who wrote about their contact center experiences on social media sites and then received follow-up from the company rated their overall satisfaction with the contact center experience nearly 20%higher and are 15% more likely to recommend the company than those who received no follow-up. (Source: CFI Group)  Tweet This Stat!

36) Servicing via social media boosts customer satisfaction by 15-20%. (Source: CFI Group)  Tweet This Stat!

37) 80% of users prefer to connect with brands on Facebook. (Source: Huffington Post)  Tweet This Stat!

What these Social Media Stats Say about the Future of Contact Centers

Social Media has had a huge impact on the future of the contact center industry. After interacting with your company, a customer can immediately vent theirfrustrations or share their positive experiences with the click of a button. This is why customer service you provide is more important than ever before. Additionally, since word now travels so fast, companies can lose business opportunities if they don’t regularly respond to their customers’ requests and comments on social media sites such as Facebook, Twitter, Linkedin, blogs and others. With the advent of Social Media, QA is becoming more important than ever before as it takes just seconds for a customer to rave about or complain and bash a brand to thousands.

Cloud Computing

38) By the end of 2015 more than 18 percent of contact center seats will be delivered by cloud-based contact center infrastructure providers. (Source: DMG Consulting)  Tweet This Stat!

39) At year-end 2016, more than 50 percent of Global 1000 companies will have stored customer-sensitive data in the public cloud. (Source: Gartner Predicts)  Tweet This Stat!

40) 57% of cloud computing users feel that it actually increased their security when compared to traditional methods for computing and data back up. (Source: Mimecast)  Tweet This Stat!

What these Cloud Computing Stats Say about the Future of Contact Centers

When a vendor offers a free trial I immediately become suspicious. Call me paranoid, but there’s always a catch, right? Hidden fees, binding contracts and non-refundable cancellation costs are just some of the nasty little surprises we’ve come to expect fromt these fabulous “free trial” offers. Well, I’m happy to announce the launch of a truly free trial. No, really. VPI has gone to great lengths to take the pain out of the notorious “risk free” trial offer. With the launch of the VPI VirtualSource 30-Day Challenge, qualifying organizations can take advantage of a free 30-day trial of VPI's conversational virtual call agents powered by Artificial Intelligence. The VPI VirtualSource virtual call agent service effectively automates a wider variety of inbound and outbound call types and off-loads the mundane and repetitive tasks from human agents that drive up costs and negatively impact agent satisfaction. Hailed as the perfect supplement to traditional insourced and outsourced contact center agents, the cost-effective, scalable virtual workforce in the cloud enables organizations to gain a competitive service advantage while maintaining the highest levels of customer satisfaction.

"Organizations have absolutely nothing to lose and everything to gain," said Mike Mercadante, VPI's chief technology officer. "With so many delighted VPI VirtualSource customers, we have complete confidence in the effectiveness of our conversational virtual call agents and will take care of everything to get you successfully automating calls. From design, implementation, integration, quality monitoring and tuning, we will do all the work and absorb all of the services costs. We will even provide 30 days of free usage."

So, what exactly is a "Virtual Call Agent?" VPI's intelligent virtual call agents provide a conversational experience that was previously impossible with traditional touchtone or a speech IVR system. Virtual agents dynamically adapt to conversation flow in real time for expedited, personalized call resolution - they use their short-term memory to keep track of prior conversation flow and long-term memory to recognize callers and remember their actions and preferences from previous calls. Eighty percent less expensive than human agents, VPI VirtualSource automates a much broader range of call types at a significantly lower cost per call. Still a bit unsure of what to expect from a virtual agent? Check out this brief video below and listen to several actual virtual agent calls to experience the major differences vs. a traditional speech IVR. 

Prior to implementation, VPI works with you to establish a self-service success rate goal that is mutually acceptable, and if VPI doesn't meet or exceed that goal, you can stop using the service - and pay nothing. Simply agree up front, that when the goal is achieved within 30 days, to pay just 25 cents per minute or less for usage at the same or larger capacity for one more year. So, there you go. No risk. A truly “free trial” and absolutely nothing to lose. Who knew?

What is VPI VirtualSource?

Want to improve the quality of your mission-critical communications? Still grappling with impending Next Generation 9-1-1 (NG9-1-1) changes?

You’re not alone. Public safety and security agencies nationwide are working hard to meet the challenges of these demanding new regulations. Many are busy updating their voice logging software to a fully compliant NG9-1-1 recording system and integrating their call recording equipment with call quality assurance software. However, despite significant emphasis upon the adoption of new technologies and processes, one thing that’s often overlooked is the impact this huge transition is having on call takers and dispatchers. Their jobs are already incredibly stressful. The last thing they need is to be buried under a ton of new protocols while struggling to familiarize themselves with new software and hardware. With this in mind, I encourage you to check out Katerina Vetrovec’s excellent article, which was recently published in NENA's The Call Magazine. The article,“Public Safety Quality Assurance and Training Best Practices: How to Optimize Communications Center Performance and Job Satisfaction,” examines ways in which call takers can be trained with call center training software more efficiently and effectively in the wake of NG9-1-1. Vetrovec also discusses the latest methods that can be successfully deployed to keep call takers happy and motivated in an increasingly stressful, demanding work environment, such as the implementation of automated Quality Assurance and Coaching Improvement tools.

The article points out that the vast majority of dispatchers and call takers are under-trained and inadequately monitored. All too often, there isn’t even a basic call center quality monitoring process in place. Under these circumstances, it seems pretty unreasonable to expect these PSAP professionals to work to the best of their abilities. Vetrovec outlines various ways in which PSAPs have successfully overcome these problems. She also discusses the advantages of implementing some of the latest enabling technologies, and valuable lessons learned from other industries. I think you’ll find it’s well worth taking the time to check out this insightful, informative article.

Boosting customer satisfaction is more important than ever before. Consumers today live in an instant gratification society and are not only choosier with how they spend their money, but also demand an exceptional customer experience. Now's the time to take control and learn how to improve customer satisfaction and reduce operating costs by reading VPI's article on 'Quality Assurance 2.0: Using Analytics to Focus QA on Outcomes," which has been featured as the top story in the Quality Assurance & Training Connection (QATC) newsletter.

Quality Assurance 2.0: Using Analytics to Focus QA on Outcomes

Have you attended NENA’s recent webinar on “Quality Assurance & Improving PSAP Call Taking”?  Clearly, NENA sees, encourages and supports the progression of PSAP (Public Safety Answering Point) communications towards better standardization in communication protocols and procedures, backed by improved quality control that leads to timely improvements - before call taker knowledge gaps or procedural problems end up costing human lives. This was a great affirmation for many attendees of the webinar who already started this process or are preparing to get started. Indeed, our experience with hundreds of PSAPs around the nation and engagement in NENA’s NG9-1-1 partner program point towards the pressing need to rethink the way PSAP communication standards are implemented, communicated to employees, and enforced through Quality Assurance (QA) and Quality Improvement (QI) processes.    

A least 60% of PSAP centers have already wised up to the trend of objective and consistent quality monitoring of their emergency communications - they have implemented or are about to implement formalized QA and QI tools and processes.  Has your agency joined this forward-thinking majority, or do you participate in the other 40%?

Successful PSAP Quality Assurance process does not really need to be expensive or painful to implement, even though some agencies still perceive financial and staffing constraints as delaying factors. Let’s take a closer look at these four signs of succcess:

1. Standards, protocols first – standardization of PSAP communications and information gathering procedures should always be the first step in the QA process, as that’s what you ultimately want to enforce.  Apart from obvious gains in accuracy and efficiency in your emergency communications, the ability to demonstrate that you follow standard protocols will help you in a court room or in communications with general public or media. This approach also greatly helps with acceptance and cooperation of your PSAP employees – you will need everyone’s buy-in for the QA program to be successful.  Agencies who do not have formalized protocols in place can either purchase a toolset that includes them or they may be able to learn from surrounding agencies who are more experienced in this area.

2. Communicate before you implement QA – without proper introduction to all PSAP employees where objectives, methods, and standards of the new QA process are explained, chances are rather high that the QA monitoring process will be seen as punitive, distracting, or otherwise negative.  Open book approach is what works best – present the new program as a team effort and a source of timely help, appealing to the desire of emergency communicators to provide best possible service to citizens.  After all, a vast majority of them applied for this job because they want to help people in need.

3.  Align your QA & QI tools with standards and protocols – the notion that one size doesn’t fit all couldn’t be more pronounced in PSAP QA.  Since different call types require different knowledge, protocols and attitudes, plan for a set of evaluation forms that are closely aligned with the requirements of different calls.  For example, you wouldn’t want to evaluate a call where a domestic violence problem is reported by using a generalized police dispatch QA form, or a form that has a mindset of assisting a heart-attack victim. The latest QA software can be inexpensive yet powerful, allowing you to define any number of QA forms and then automatically associate those forms to the right call types. With VPI QALITY, you can even automate the selection of most important calls for evaluation, as those communications where human life is at stake require much closer attention than a cat in a tree problem.

4. Integrate Quality Improvement - consistent, objective QA evaluation is likely to uncover gaps in employee knowledge, consistency, or even procedural defects and will inevitably point towards opportunities for improvement.  This works best when the improvement mechanism is directly integrated into the QA process.  For example, VPI QUALITY call taker evaluation software can be set up to send alerts to supervisors about potential or actual problems that are serious enough to require timely personal attention.  Call takers and dispatchers can be automatically notified about results of their evaluations (good-bye surprises long time after the call), along with automated, personalized selection of learning materials that will help them improve – without the need for personal meeting with a supervisor to discuss every minor problem.  Employees will also appreciate timely recognition – when they earn a high QA score, you can have the system set up to send them a congratulatory message immediately. Top achievers can and should be recognized publically – you can broadcast this information through automated, built-in processes as well.   

By now, you may be thinking: “great, but this looks like it will take a lot of work and money.”  The good news is that you don’t have to buy much hardware, software and invest a great deal of your own time to get your QA/QI program off the ground. Look into special incentives offered by QA vendors like VPI in 2012. And did you know that it is now available as a third-party service? Something to consider, even if you intend to be on your own at some point in the future.  With a QA service engagement, you will gain a great deal of know-how, which will prove to be rather helpful in planning your next steps. 

Just like a home that sometimes needs to be refreshed, traditional quality assurance has reached a fork in the road of its 30-year life. Now's the perfect time to re-evaluate the way we monitor and measure our call center agents and “cleaning house” in the Quality Assurance (QA) department to make room for analytics-oriented QA tools and best practices. By implementing this makeover in your contact center, you can radically reduce manual steps required by most QA applications by more than 60 percent. And, who among us can’t use 60% less manual work?

Get started with these key items of focus in the new article 'Extreme Makeover: Contact Center QA Edition' authored by Patrick Botz, VP of Workforce Optimization at VPI, featured this month’s issue of Contact Center Association’s Inbound Magazine:

• Random Selection = Random Results The focus is no longer just on recording calls or randomly checking on how well agents adhere to scripts and policies, but rather upon prioritizing customer interactions according to their business value – so that every minute of the in-depth quality evaluation is optimized by its potential to deliver business insights.
• Embrace the New Generation of QA The new generation of QA goes far beyond internal agent compliance – representing a rebirth and evolution of the concept of QA designed to meet the needs of today‘s contact centers. The new, intelligent QA systems rapidly identify and deliver insights into critical business issues and opportunities to improve the customer experience and revenue.
• Using Analytics to Focus QA on Desired Business Outcomes Tagging data directly from desktop screen analytics enables you to focus your QA resources on calls with outcomes such as: Was the call put on hold? Was it transferred? What level of employee was it handled by? Was it a VIP customer? Was there a sale or no sale? What was the value of the sale?
• Re-evaluate your current QA Evaluation Forms As your business evolves every year, so should your QA forms. Ask questions on your call center quality assurance forms that are interesting to your business. Any question that makes the form should be owned and some should be held accountable for that question. For example, if “Upselling” falls below a certain threshold, who is accountable for making sure that agents are being properly coached and trained on upselling? And consider using different QA forms for different call types to get more valuable information from your QA program.
• Rapidly Close Skill Gaps With an automated QA solution, instead of flying blind, every agent, supervisor and executive gets their own personalized desktop ticker, dashboard and scorecard displaying all the metrics or KPIs on which they’re measured in real-time. This level of transparency often leads to improved agent satisfaction and supervisor efficiency.

Spring cleaning may not have been enough this year. Is it time for an Extreme Makeover: QA Edition in your contact center? Check out the full article here. What are you doing to keep your contact center quality assurance program fresh?

 

Ahead of this year's holiday season, consumers charged more to their credit cards for second straight month. Robust holiday spending is driving the speculation that U.S. consumers are shifting their use of credit and debit toward credit. Early spending patterns do suggest that total credit card spending is increasing, as it has all year. Worldwide, consumers carry more than 1 billion Visa cards alone. More than 450 million of those cards are in the United States. The number of U.S. identity fraud victims rose 12 percent to 11.1 million adults last year. Credit and debit card fraud is the No. 1 fear of Americans in the midst of the global financial crisis. Concern about fraud supersedes that of terrorism, computer and health viruses and personal safety – one in ten Americans have already been victims of credit card fraud. Software.net found that as many as 40% of its transactions were fraudulent. Expedia.com lost $6 million due to fraudulent credit card purchases.

During the holidays and throughout the year, contact centers that engage in catalog sales, up-selling and/or cross-selling, service providers, and collection companies that take payments in the form of credit or debit cards can become unsuspecting targets of cyber criminals. The card information is typically entered by agents into a CRM or other sales automation software and may be recorded by voice and screen recorders. And there it resides - thousands and even millions of card records inviting remote criminals or even greedy employees to extract consumer card data for personal gain or sell into a sophisticated secondary market.

The payment card industry (PCI) established a Council to define technical standards aimed at minimizing the risk of cyber crime to the misuse of credit cards. The Council subsequently issued a Data Security Standard (PCI DSS) which details security requirements for members, merchants and service providers that store, process or transmit cardholder data. Contact centers and other organizations that accept credit card payments are generally prohibited from archiving sensitive information such as account numbers and security codes after payment authorization has been received. Compliance to PCI-DSS is now mandatory for all non-credit card 'issuing' organizations dealing with credit, debit and ATM cards, as defined by the PCI Security Standards Council - size of an organization and its annual sales are no longer a factor for exceptions. While being compliant to PCI DSS - an already daunting task - is the first part, it it also required that you prove your organization's compliance to PCI-DSS. This PCI Audit is performed either with a set of questionnaires or by a Qualified Security Assessor, external to the organization.

On October 28, 2010, the Payment Card Industry Standards Council made a major update to the PCI Data Security Standard to clarify it. PCI DSS version 2.0 went effective on January 1, 2011. In PCI DSS version 2.0, the PCI DSS standards were clarified to require that no sensitive credit card information be stored within recorded calls, even if those calls are encrypted. The standards committee made the change because of the availability of sophisticated malware that could penetrate encryption algorithms. Organizations that do not take action by December 31, 2011 to ensure compliance with these new PCI call recording requirements could face costly fines. 

Achieving PCI DSS Compliance

To help organizations ensure compliance and avoid costly fines, VPI has developed an effective, affordable solution. The VPI CAPTURE PCI call recording system has the ability to detect when an agent enters an application screen with sensitive information, when sensitive information is inputted, and when they leave a screen containing sensitive information.  The VPI telephone voice recording system then has the ability to promptly mute sections of recorded audio and mask screen video during this sensitive portion of the call.


To further secure sensitive information, the VPI CAPTURE PCI DSS call recording system help you:

• Secure File and Data Transport and Storage Encryption – VPI uses built-in end-to-end data encryption and key management to secure the SQL database that holds attributes of all recordings. The media manager provides for AES 128, 192, 256 or variable bit encryption/decryption when files are stored and accessed from the media manager.
•  Ensure Authenticity with File Watermarking - Every call within the VPI system is wartermarked in real time to ensure authenticity. VPI offers a powerful application to validate the authenticity of any WAV file.
• Monitor User Activity with Detailed Audit Log Reporting – VPI records all user activity within the system so that organizations can conduct full trace audits to determine who accessed any recording in the system and when - for playback, export, or any other critical events.

Renowned contact center market research firm Pelorus Associates just published a new and exciting resource guide on the use of analytics in the contact center. In it, they discuss 7 problems that can easily be solved with desktop analytics:

1. Measurement and analysis of first call resolution (FCR)
2. More effective agent evaluations
3. Optimizing call handle time
4. Campaign analysis
5. Identification of at-risk customers
6. Collections optimization and compliance
7. Achieving PCI-DSS compliance

Chief analyst and author Dick Bucci does a great job of illustrating the power of contact center analytics by describing the challenges faced by the contact centers of a fictional cable company. By digging deeper, desktop analytics like VPI Fact Finder can, for example, identify outstanding agents out of seemingly poor-looking call handle time statistics by uncovering call types, processes, and policies that are unnecessarily increasing handle time. Other compelling examples include the poor results of a marketing campaign that were turned around once analysis showed that agents were having to return calls due to lack of training. Once the agents received proper training, the campaign met its revenue goals.

Another powerful capability of call center analytics is providing more effective agent evaluations. The primary aim of these evaluations should be to improve performance by identifying specific target areas for coaching and training support. Call center analytics software allows for selection of call monitoring on the basis of several criteria, including call type, call length, repeat callers, customer type, disposition code, credit score, account balance, and many others. You can even combine criteria to track very specific types of calls.

Finally, desktop analytics is a critical factor in increasing collections while maintaining compliance with federal regulations.  It can help to identify best practices that help speed collection of overdue accounts and ensure that all contacts made are within compliance guidelines.

Download your complimentary copy of the guide 'How to Solve 7 Everyday Contact Center Problems with Analytics' now to learn how you can put this powerful tool to work in your contact center.

• It is timelier and less costly
• It enables companies to prioritize the review of the interactions by categorizing interaction recordings by business issues and outcomes
• It has a more unified structure
• It is more objective, so all participants can trust the outputs

Leading industry analyst firm, Gartner, predicts that employees will account for up to 80 percent of contact center budgets in the increasingly demanding world of customer interaction. Such a substantial investment cannot be left to chance, yet, it is often an area that is overlooked and rarely reviewed by managers.

Like many other industries in which employee performance is crucial to the customer experience, the utility industry provides an essential commodity to the public. As they are often under intense scrutiny, utility companies must also take steps to minimize their exposure to liability issues. For utilities that provide direct service to retail power customers, the large volume of customer service calls they manage demands both courtesy and accuracy on the part of call center agents. And, consequently, their contact centers need reliable and effective quality monitoring and training solutions. Similarly, "upstream" energy providers specializing in transmitting power to other utilities need interaction recording systems to accurately record 100% of their service and event calls to and from their technicians (and other utilities) for liability protection and to recreate major incidents.

By now, most successful utility contact centers have already adopted baseline call recording and quality monitoring solutions –  the fundamental building blocks for any type of workforce optimization solution. However, although useful, these solutions can be of limited value if they are outdated, early generation quality monitoring applications,  and may be due for review and reevaluation..

The good news is that quality assurance technologies have evolved significantly. They have now reached  the point where they can enable contact centers to focus the entire process on what really matters and what can make the biggest impact on business performance – all without losing objectivity in the assessment of agent performance.

Anticipate and Plan for Agent Satisfaction to Maximize Operations and the Customer Experience

Customer service and help desk environments have traditionally been known as high-turnover environments, where employees tend to consider their positions to be transient or temporary. There are many things that contact centers can do to overcome this challenge.

To anticipate and reduce  turnover, it is best to give agents some time away from the phone for cross-training and multi-skilling. Allowing agents to respond to email or perform other administrative duties while they are mastering the skills of becoming expert contact center professionals makes their jobs feel more fulfilling and enables them to provide a better customer experience.

It is also crucial to provide ongoing training. This will keep agents engaged, alert and empowered to quickly and accurately resolve customer issues. In fact, with today’s tightly integrated quality monitoring and coaching software tools, skill development can be highly personalized according to the needs and objectives of each agent.

The Right Technology Can Help

In addition to process improvements, implementation of the latest technologies can be crucial to the continued success of utility contact centers. When liability and accuracy are the challenges, it is vital to adopt an interactions recording solution that can record 100 percent of calls and data interactions. Using an advanced telephone call recording solution, utility companies can determine what to retain, for how long, and on which storage device by implementing flexible, intelligent business rules. Recordings can be unified across audio and data sources and multiple locations while users can freely search, locate, playback and share using instant searches and filters.

The beauty of a completely integrated suite of workforce optimization applications is the interoperability. Each technology application – recording, QA, performance management, analytics, coaching, E-earning – has valuable capabilities, but multiple solutions can work symbiotically to provide even greater results. Beyond the immediate improvements in contact center performance and lowering operating costs, workforce optimization solutions allow for quick decision making, which helps resolve customer issues.

By adopting advanced technologies for monitoring quality and optimizing customer service — including analytics-driven call center quality assurance systems that help identify and automate routine contact center tasks — utility companies can dramatically improve performance and profitability. The decision to choose one solution instead of another depends on the specific utility’s needs, goals and circumstances. However, with modular workforce optimization software suites, there is a sensible, financially sound path for every budget and objective.

So many of our customers today are conducting business over the phone, which frequently includes processing credit card transactions. We all know how crucial it is to keep that personal data safe and secure – protecting the identities of the buyers and the reputation of the companies taking their sensitive information.

What some companies don’t know, however, is that in October 2010, the Payment Card Industry Council made a major update to the PCI Data Security Standard that tightened the rules for recording and access to sensitive credit card data. Like many other regulations, the requirements are detailed, the information is overwhelming and it may be hard to discern whether or not you are truly prepared.

PCI DSS version 2.0 went into effect on January 1, 2011. Organizations that do not take action to ensure compliance with these new requirements by December 31^st, 2011 could face costly fines and possibly even revocation of their rights to process credit card transactions.  Larger organizations will be required to pass PCI security audit to prove their compliance. VPI is here to offer insights and guidance.

For a limited time, you can download your free copy of the Call Recording Guide to PCI DSS Compliance authored by chief analyst, Dick Bucci, from Pelorus Associates, to learn:

• How the new PCI DSS requirements will affect your organization
• Important PCI DSS requirements that impact telephone call recording and call center quality assruance
• How to protect against breaches of sensitive card and personal information without sacrificing performance management, quality assurance call monitoring and call center coaching and training
• Six alternatives for preventing unauthorized recording, storing and access to sensitive credit card authentication data
• Best practices for securing at-home and remote employees

Internal efficiency coupled with quality of patient care, customer service, and communications within a network of linked organizations are quickly becoming top objectives for healthcare insurance plan providers and care givers alike. Since overall quality scores will directly drive healthcare funding incentives versus disincentives, organizations face an urgent need to reevaluate their tools and processes for measuring and improving quality. And that must include a close look at monitoring of call quality and operational effectiveness in contact centers. These new priorities are driven by the fact that healthcare is undergoing a major transformation today. The purpose of the reformation is to address the many challenges including increasing costs and decreased, outcome-based reimbursement. Healthcare organizations are also grappling with internal pressures like spiraling out-of control costs, critical shortage of qualified healthcare workers and high employee turnover, combined with external pressures such as stricter CMS quality guidelines and pressure to achieve high star ratings to earn adequate funding, HIPAA compliance, increased insurance fraud and an aging population that is placing increasing demands on the entire healthcare industry.

Strikingly, only 5% of patients account for 60% or more of medical expense today, mostly due to high costs of managing chronic conditions – prevalent in our aging population. Out of the 3.8 million boomers aging into Medicare every year starting in 2011, 60% already have at least one chronic condition, so the pressure on healthcare insurance and care providers is about to grow even more dramatically. Amongst the many high level concerns to tackle, there are two significant concerns which keep healthcare executives awake at night and these are increasing operating costs and medical errors. Many leaders including federal, state and patient advocacy agencies have begun to address these critical issues by challenging previously held assumptions about these two factors. Evidence shows that elimination of errors alone leads to significant cost reductions. Therein lays the challenge to implement change to the patient experience. Historically, most efforts to manage the needs of these patients-customers have been stifled by a fragmented delivery system and lack of true care coordination. This simply will not be sustainable going forward. One of the areas that can positively impact this is at the contact center level which handles and serves patients, doctors and healthcare providers.

New call quality monitoring tools are helping contact centers within these healthcare organizations make a contribution to improve the overall experience of patients and healthcare network participants. They have helped to make significant costs reductions in training dollars through targeted coaching which helps the overall process improvement effort. All of these elements of patient care dictate renewed focus on the quality of communications among all parties – patients, healthcare plan providers, hospitals, specialty physicians, pharmacists, social services, home health, nursing homes, and a variety of ancillary providers. Periodic, intelligent capturing and assessment of information from patients, their employers, the insurance providers, the physicians and all other pertinent data sources leads to executive insights into operational effectiveness, as well as options for activities that would help address rising cost and eliminating defects. As a result, these healthcare providers are embracing innovative contact center quality monitoring tools that enable them to pinpoint critical business issues with laser-like precision. The latest-generation interactions recording and quality monitoring systems come with built-in analytics, which helps automatically sort out recorded communications according to their type and value – the financial value and the recording’s potential to provide insights into operational inefficiencies or errors. Gone are the days of hunting and pecking through all calls to identify issues.

This new generation of evaluation systems can present quality metrics automatically based on the multi-dimensional information that is automatically captured with each recording. Plus, they drive management attention to high value calls for detailed evaluation, while still providing objectivity for periodic evaluation of each agent. These systems can automatically trigger alerts or notifications when thresholds are crossed or errors occur – based on metrics that result from detailed quality evaluations, as well as data that is collected at the time of recording interactions. These early warning indicators could also be in the form of real-time dashboard graphs or desktop tickers that alert employees when certain thresholds are missed and targets are not met. Actionable nature of this monitoring system is further enhanced with automated training delivery. Coaching and E-learning content can be automatically assigned to the agents according to their individual quality scores, in addition to encouraging their progress with new learning opportunities. This has proven to help improve morale and increase agent satisfaction. These are some of the practical innovative solutions that help answer the very real challenge of managing healthcare contact center problems - in a systematic, disciplined, and productive way - the collective potential of individuals to continuously enhance the value delivered to patients, their families, and the communities in which they provide healthcare services.

Credit unions and community banks are increasingly coping with federal and local legislation, interest rate hikes and volatility in capital markets, all of which entails placing greater emphasis on local and regional customer retention, quality assurance, internal controls, as well as more careful compliance and risk management. Although these smaller banks share many common challenges with large contact centers, they have unique needs that can be addressed using today’s modular, highly customizable call quality monitoring and workforce optimization solutions.

Small- to mid-sized financial services contact centers face a number of operational challenges relatively unknown to the larger contact center. With limited resources and shrinking budgets, a Branch or Regional Manager for smaller contact center needs to carefully keep an eye out for inefficient practices to find opportunities for cost reduction. He or she needs to carefully plan capital expenditures, and training investments, while keeping up with significant hardware and software investments within their broader organization.

Traditionally, customer service and help desk environments are known as high-turnover environments. This is rather typical for smaller financial services contact centers as well, where employees tend to consider helpdesk positions to be transient or temporary. To anticipate and reduce the impact of this phenomenon, it is best in the early days of their careers to give agents some time off the phone for cross-training and multi-skilling to respond to email or perform other administrative duties while they are mastering the skills to becoming expert contact center professionals.

Another necessity is ongoing training to keep them engaged, alert and empowered to resolve customer issues quickly, while they answer phone calls during their careers. In fact, with today’s tightly integrated quality monitoring and coaching software tools, skill development can be highly personalized according to the needs and objectives of each agent and simultaneously targeted directly at business goals of the contact center as well as the broader home organization. Gartner predicts that staffing will account for up to 80% of contact center budgets in the new world of customer interaction. The need for such a substantial investment just cannot be left to a chance. Yet, it is often an area that is overlooked and not really routinely reviewed by managers.

Regardless of size, every contact center must provide excellent customer service, reduce costs and maintain a healthy profit margin to thrive in the new economic model. By adopting advanced technologies for monitoring quality and optimizing customer-service and contact centers — including analytics-driven call center quality assurance systems that help identify and automate routine contact-center and customer-service tasks — mortgage companies and credit unions can dramatically affect their performance and profitability.

By now, most successful contact centers have already adopted at least baseline grade digital call recording and quality monitoring solutions. They are the fundamental building blocks for any type of workforce optimization solution, but they are just a start that may be due for review and re-evaluation, especially if they come from early generations of quality monitoring that couldn’t see beyond the horizon of individual agent compliance with (possibly outdated) internal rules and policies. These older technologies did not really have a good way of connecting standards for customer/agent interactions with evolving business objectives of the bank, let alone being able to incorporate voice of the customer into any part of the quality management process. The good news is that the call center quality assurance technologies evolved to the point where contact centers can focus the entire process onto what really matters and what can make the biggest impact on business performance, without losing any objectivity in assessing agent performance. In fact, evaluating agents based on their quantifiable contributions to the contact center’s business success supports their drive to do well, succeed in their jobs and avoid defection.

The proverbial “needle in a haystack” is now rather easy to find – with the implementation of advanced desktop screen analytics, supervisors can easily identify and evaluate the calls that resulted in a customer cancelling their account and taking their business elsewhere. Or the calls where agents attempted an upsale successfully or unsuccessfully, or where they saved a customer by resolving their issue during the first call – even without unnecessary concessions. Instead of wasting time and adding costs with reviewing completely random selection of low-value calls, why not concentrate on evaluating those calls that provide insights into the bank’s business practices every time, so that something could be done about it before opportunities are missed or lost forever?

Real-time performance management and automated E-Learning tools are the latest additions to the workforce optimization family of solutions that can be closely tied into quality management processes, to provide options for action mechanism whenever a manager needs to be notified or agent supported by just-in-time help.

The decision to choose one solution instead of another depends on a company’s needs, goals and circumstances, but with modular workforce optimization software suites, there is a sensible, financially sound path for every budget and objective.

The beauty of a completely integrated suite of workforce optimization applications is interoperability. Each individual solution has valuable capabilities, but multiple solutions can work symbiotically to provide even greater results. Beyond the immediate improvement of contact center performance involving operating costs, workforce optimization solutions allow for quick decision making which in turn helps resolve issues for customers. Easy access to call recordings can help contact centers give better customer service. Call records can be used to settle disputes quickly and with minimum inconvenience.

Recorded calls provide excellent material for training purposes – real-life examples of good and bad agent-customer interactions. This helps the manager effectively intervene when agents are underperforming. The latest-generation solutions have the capability to automatically select and assign coaching and training through courses, tips, quizzes, training flashes, pre-shift announcements and bulletins according to individual agent needs, identified through quality evaluations or simply by monitoring their performance metrics. This tool allows you to set rules that send targeted coaching and training to individual agents or groups when they reach predetermined thresholds based on their performance scores, customer survey results and more. By targeting the right training to the right person at the right time, your agents will be empowered with personalized guidance that will make it easier for them to offer improved service, thus heightening customer satisfaction and ultimately increasing both, agent productivity and satisfaction with the job. Managers can track sales and address marketing and service challenges quickly.

Integrated workforce optimization systems can accomplish this in a cost-effective manner while decreasing expenses, increasing revenues and enhancing customer loyalty and satisfaction – all of which can lead to strengthened market position, customer loyalty and long-term bottom-line growth.

Are you interested in keeping up-to-date on the latest developments in contact center call recording, quality monitoring, analytics, performance management or eLearning technologies?

As organizations look to optimize the performance of their contact centers and the vital role agents play in providing customers with the right experiences as they handle interactions, the demand for thorough research into vendors and products that support agent performance management is becoming critical. Ventana Research has just released this ground-breaking independent research report on Contact Center Agent Performance Management solutions.

You can download your complimentary 2010 Value Index for Agent Performance Management Research Report by Ventana Research at http://www.VPI-corp.com/2010-Value-Index to learn:

• What tools can help you more effectively manage of all the business activities associated with handling customer interactions to ensure an optimal customer experience and alignment to a common set of customer and revenue goals and objectives.
• A framework for buyers to thoroughly review technology vendors as they seek to purchase new systems to support their efforts.
• How 13 agent performance management software vendors and their products were ranked in several categories.
• Why VPI achieved the highest 'Hot Vendor' rating and was rated #1 in Customer Assurance.

Measuring performance is fundamental to contact center operations of all sizes. The call center quality assurance (QA) measurement process is often one of the main performance data collection vehicles for management. However, few contact centers have implemented a program or have adequate resources in place for meaningfully tracking and improving performance, let alone providing feedback from customers to the rest of the organization to enable strategic-level business improvements. Many contact center managers operate with a haphazard collection of uncoordinated and often irrelevant performance statistics that require too much time and error-prone manual work to interpret, which often leads to misguided decisions. In these conditions of ad-hoc “analysis”, wasteful utilization of resources can go undetected for long periods of time and business objectives may not be achieved, as managers take ineffective actions to correct deficiencies which are aimed to attack symptoms instead of root causes. The problem is deepened by the fact that most quality and performance measurement tools are rigid or inflexible to change. Some efforts focus on compliance-driven performance tracking and call center reporting - in accordance with internally developed standards and procedures that are outdated, outmoded, or even assuming that the contact center is already providing the right products and services to its customers. What’s more, many contact centers have not discussed the business strategy with their front line agents or supervisors. Consequently, there is often a great need to go back and revisit their goals and objectives and to adjust the functions of their department in order to ensure that the right products and services are being provided by the agent.

To start recovering from this situation, managers must first recognize that measuring of performance in a coordinated, systematic, standardized way that provides true insights and direction for achieving business objectives is a basic need of an organization - and a fundamental responsibility of management. It is the key to any organization’s survival.

To achieve high-value business insights as they track performance, contact center managers should focus data collection, interpretation and analysis on a set of measures that answer the following questions:

·         Are we providing the correct services to our clients, using the most skilled agents?

·         Are we able to resolve customer issues and overcome objections in a timely manner?

·         Are our agents providing a positive and memorable experience to our customers?

·         Do our agents and their immediate supervisors really understand what is expected from them?

Using VPI Empower, you can consolidate all data that is periodically collected from disparate source systems in your contact center. Once you have all data in one place, apply real-time performance tracking tools, intuitive graphical call center reporting dashboards, and business rules-driven alert system to monitor key performance indicators. Now you can measure progress towards meeting business objectives for the contact center, gaining insights that can be acted upon in an effective and timely manner – for optimization of service delivery. Call center quality assurance goals can then be subordinated to the overall strategy, so that they support the mission and objectives of the organization. The specific call center quality assurance goals defined in this process should be strategic, tactical, and operational, depending on the level of service channel that is being supported. They may include the definition of quality, timeliness, resource utilization, or customer satisfaction from the customer’s point of view.  

Call center quality assurance processes should be guided and supported by performance measures as they define specific standards that allow the calibration of performance and overall quality, which, when made actionable and acted upon, ultimately leads to more business from happier customers. Performance measures should be selected carefully and funded proportionately to their value, in order to support corporate goals and strategy, contact center objectives, and critical success factors for an effective call center quality assurance program. Review them regularly to evaluate how well the delivery system is performing and whether the correct products and services are provided. The value of adequate recruitment, selection, training and education of line managers to execute these objectives should not be underestimated. Success ultimately rests on their coaching effectiveness and their ability to cultivate skill while inspiring their staff to higher levels of performance.
 

The days of monitoring contact center agents randomly to find out what they have been doing wrong on calls is history. In these days of enlightened leadership and sophisticated intelligent routing technology, call quality monitoring has also evolved from the days of internal surveillance to performance improvement and skill development.
 

It is no wonder, that these two organizations have continued to keep their customers and staff extremely happy.