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?

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

Lately it’s been tough to find much positive news about business and the economy. However, the latest report from the National Association of Call Centers (NACC) shows a very positive outlook for the contact center industry. The benchmarking report shows that the contact center industry has rebounded from the recession and has been steadily growing over the past couple of years. In fact, 95% of the respondents felt that economic and business conditions in 2011 will be the same or even better than they were in 2010. Download the North American Contact Center Industry 2011 Mid-Year Update and Forecast research report now to learn more about how our industry has weathered the tough times and come out smarter, stronger and prepared for the future.

In this report you’ll learn what the NACC sees as some of the contributing factors to the industry's resilience, including:

• Advances in Workforce Optimization technology, including quality monitoring, performance management, E-learning and workforce management.
• Growing interest in Social Media
• High interest in Desktop Analytics solutions
• How First Call Resolution is being tracked
• Key Unified Communications trends
• Contact Center Hiring patterns and trends

I always appreciate sitting down and chatting with leaders in the contact center industry. It gives me the opportunity to learn about new trends or issues and I get to share how VPI is helping solve those issues.  Patrick Botz, VPI’s VP of Marketing, recently had such a chat with Rich Hand, the Director of Membership and Publications for Contact Center Association (CCA). The topic was the critical nature of analytics in the performance and success of contact centers. Listen to the Queue-Talk podcast on the CCA Web site to learn how leveraging analytics improves not only the customer experience and quality of the contact center, but ultimately the business overall.

But wait there’s more! Patrick will also be speaking about the importance of analytics at CCA’s Contact Center Conference Fall 2011, Oct 3-6 in Phoenix, Arizona. His session, “Analytics-Driven Quality Monitoring and Coaching: The Next Generation in Contact Center Quality Management,” will be held on Wednesday, October 5 at 2:30 pm. This is an outstanding conference for anyone involved in the management of the customer experience and success of your contact centers. Hope to see you there!

Will you be attending the Contact Center Conference? Let me know!

Recently, VPI teamed up with Ovum Research, a premier analyst firm in the technology and telecom sectors, on a new white paper titled “Getting Workforce Optimization Right: How to Align Your Agent Training and Management with the Needs of Your Customers.” It was a great opportunity for us to learn firsthand what Ovum Analyst, Aphrodite Brinsmead, sees as the “must haves” for best-in-class contact centers to use as Workforce Optimization Technologies (or WOTs as she calls them). She specifically focuses on the many advantages of levering an integrated workforce optimization suite, like VPI EMPOWER suite.

As I’m sure you’re painfully aware, contact centers are under immense pressure to improve customer satisfaction while at the same time, reducing costs. It seems that the mantra for businesses these days is “Do More With (much) Less.” This is challenging in any enterprise, but the contact center is unique in that its performance metrics and satisfaction scores are usually separated. It’s tough to know where to cut back or where to add staff when you can’t pinpoint the problems! Ovum believes that enterprises need to connect those traditionally siloed customer satisfaction metrics with agent performance, and tailor training accordingly. Makes perfect sense, right? But, in many cases, easier said than done!

This is where WOTs clearly provide a clear competitive advantage. This white paper shows you how to harness the power of these unified solutions in your own contact center. I really liked the graphic Ovum created to illustrate how the tools work together and the role each plays in the overall success of the contact center:

1. Quality Monitoring + Analytics: Desktop or speech analytics can be integrated with quality monitoring/call recording to automatically select important calls or call from a particular category to be monitored.
2. Quality Monitoring + Performance Management: This enable managers to combine quantitative and qualitative information for a complete assessment of contact center productivity and its contribution to the bottom line.

Think contact center analytics may improve your operations and customer experience?

The latest research indicates it can – and will.  

Today’s toughening business landscape dictates that contact centers revamp their goals, processes and performance measures to improve the profitability of customer interactions.  This requires strong leadership and a clear view of the path to progress.  Both can be profoundly supported by contact center analytics technology that captures performance data and generates the metrics needed to drive improvement.

This major research on Contact Center Analytics, the latest from leading business technology research firm Ventana Research, analyzed input from hundreds of organizations around the world to assess the maturity and direction of their efforts. Ventana Research undertook this benchmark research to acquire real-world information about maturity, trends and best practices in how contact centers use analytics. It explores how they do this now, how their people feel about the current processes and tools, plans they have to change or improve them, and benefits they hope to gain by doing so.

"Organizations are advancing in their ability to apply analytics to improve both the operations of the contact center and its contributions to the organization's performance, but there is substantial room for improvement," said Richard Snow, VP of Ventana Research and head of its Customer and Contact Center Research practice. "This benchmark research shows that companies can still do more to improve the way they provide efficiency metrics and that most have yet to devise effectiveness metrics. It indicates that a narrow focus on cost is obstructing improvement in customer service and the customer experience. Moreover, the research makes clear that the timeliness of both metrics and the underlying data is increasingly an issue for companies."

Download your complimentary copy of the Contact Center Analytics Benchmark Research executive summary to learn about:

• Today's most commonly measured contact center metrics.
• How leading contact centers are using contact center analytics today.
• 15 strategic recommendations and best practices for use of contact center analytics.
• How contact center executives, managers and front-line employees feel about their current processes and tools, the plans they have to change or improve them and expected benefits.

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.

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.

First contact resolution (FCR) is one of the most important metrics in contact centers today. It speaks volumes about how effective your systems are, how on target your agents are, and ultimately, how satisfied your customers will be.

We can all use to learn a thing or two about improving FCR so watch this complimentary training Webinar on 'Accelerating First Contact Resolution with Analytics' presented by 20+ year call center industry veteran, Penny Reynolds, from The Call Center School, and Patrick Botz from VPI.

Improved FCR rates lead to substantially reduced operating costs, increased opportunities to sell, and improved employee productivity. However, many today’s contact centers struggle to find the best ways to track and improve this elusive metric. The good news is that new, affordable analytics tools are making the quest for enhancing FCR much easier.

View complimentary on-demand training session at here to learn the pros and cons of the various methods used to measure FCR; how tp make measuring FCR more accurate and actionable with analytics; how to identify the root cause of repeat interactions and how to prioritize tracking, analysis and improvement of FCR to maximize your business benefits. This is a jam-packed educational session you should be sure not to miss!

You may have felt the pain yourself. For three decades now, the Quality Assurance (QA) process for most contact centers has been a cumbersome undertaking. But there is a light at the end of this tunnel. New research reveals that the next generation of call center quality assurance solutions is here and can seriously streamline your QA processes.

Among the findings are that workflow automation and contact center analytics can reduce the manual steps required by most QA applications by 60 to 80 percent, while ensuring that you still hear the very important voice of the customer (VOC).

There is so much to learn about what's next for call center quality assurance, and you can get your complimentary white paper with all of the details at http://www.VPI-corp.com/New-QA.

The paper discussed how this new generation of call center quality assurance and workforce optimization (WFO) solutions automate low-value tasks that do not require human cognitive capabilities. It illustrates the differences between the 'old' way of doing QA and new closed-loop automated processes, and how those processes can enhance the customer experience, increase agent satisfaction and improve QA specialist productivity by 15-20%.

It's time to see how you can adopt a new approach to contact center quality assurance today! Download your complimentary copy of the white paper now.

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.

Early this year, I went behind enemy lines. Actually, I was on vacation with a client in Manila and took up her invitation to visit their manager Betty who manages several help desk centers for large global organizations. I spent a few hours inside the contact center and Betty noticed that I wanted to listen to calls the moment I walked into this high tech facility. I sat next to Dave who spoke very good English and listened in on a few calls as part of my research. He seemed eager to speak with me on what he does on inbound and outbound calls. It was refreshing to see data and information providing analytics with real-time performance information displayed on monitors above the clocks with the times of all the locations that they serve. Surprisingly what was missing were the "coaching moments" which one would assume happens frequently in the course of a day in the role of a Supervisor at a contact center. Unfortunately, that did not happen much to my surprise as I wanted to be able to observe and give feedback to the Supervisor. In the vast real-estate that I covered there, less than 10% were allocated for specific coaching and training of the agent. Did someone miss the memo here during the design stage? Was this intentional or was there lack of rooms for coaching and ad-hoc meeting rooms?

For most people, a job in a contact center is a foot in the door, a starting position in an extremely competitive market for talent. Some of the work can be repetitive and boring like the one I observed. Hence it is no surprise that attrition in some cases can be as high as 50% for agents in the contact center. It is probably the same for Supervisors however there is a correlation to this phenomenon. The churn rates and the lack of a coaching environment in which these young men and women work in could be root causes to these symptom. I know it can be relentless and unforgiving in the best of times. Aside from the compensation, most agents like Dave agree that they would like to spend more time honing their skills and move up in the organization but Supervisors have no time in their day to coach, develop and build trust with their people. They are so busy putting out fires and managing the low performers that the mid and high level performers are often ignored.

What is this relationship between a Supervisor and an Agent? It is not about buying pizzas or sharing personal stories after work (although that is important too). It is about building confidence and trust in these fragile relationships at the workplace. These elements starts the relationship, sustains it through coaching interactions and becomes the foundations of success in a contact center. It is a proven fact that teams that take coaching seriously have better results in attrition and career development of their agents. Employee and Customer surveys increase and most of all, customers stay loyal through the good and bad times, just like our agent Dave or Betty. I know I stuck around long enough with Heather (my first Supervisor, God Bless Her) in my early years because of her commitment to my personal and professional development while under her supervision. Coaching takes less effort once it is done effectively, with the right tools and the right supervisor. It is one of the key enablers in the knowledge economy where time is money and money is created by agents who are engaged, motivated and well coached. Enhancing their confidence by focusing on skill development in the contact center with meaningful metrics designed to build customer (and agent loyalty) should be a key priority especially in these tough times.
 

In today’s challenging economic climate, analytics is changing the way companies do business and dramatically improving contact  center operations, managers want quick and  accurate insights into the effectiveness of their contact center operations in order to make prudent, timely decisions, but they don't have the time or resources to listen to and review  the vast amount of customer interactions  handled by the agents every day. 

In addition to this there is no shortage of performance metrics available from their PBX and ACD. These days there seems to be more sophisticated tools including multimedia recording, desktop analytics, instant chat, self service options in the IVR, cloud computing,  etc. Managers and supervisors today are able to choose from a myriad of options to manage performance but where do they start to do their quality evaluations in a systematic manner using complex algorithmic mathematical formulas combined with scientific methodologies and their own intuition? Therein lies their dilemma. So little time, so much to accomplish in the course of a day...

Quality monitoring systems offered today are not only to evaluate agents but also to evaluate a contact center reputation. Yes, reputation, might sound obvious but too often contact centers seem to miss this critical view point. A customer's perception of service captured in a call recording or video file says a lot about the culture of the organization. Call Center Reporting and Call Monitoring Systems are a means to an end in that one has to learn from the information and who else to translate these to actions and outcomes than the Supervisor. This has to be one of the most critical and unforgiving roles within the contact center next to the agent. Sort of being a start quarterback being called in to throw a touchdown on each attempt when the offensive team is on and the line backer when the defensive line is on.

The role of the supervisor and their agent has been so devalued over the years that it is not a surprise the attrition rates for these roles are in double digits. This is not a malaise or a disease or caused by the recent global financial crisis or globalization. We did this to ourselves. We have become part of a culture that communicates via a keyboard than by voice skills and the traditional skills that our parents taught us about being polite and respectful. We complicate the connection with our customers and prospects through voice prompts and boring scripts to keep the agents from really having a connection with the customers.

Enter VPI and it's Empower suite of products. In my humble opinion, this product is a god-send for managers, supervisors and front-line agents. VPI has truly defined the new expectation of a customer through a fresh set of lenses. It shatters the level of "mediocrity" to "excellence" in quality and performance from the customer's point of view. The power of the data can now be turned into knowledge which in turn can be turned into wisdom for coaching to excellence and that translates to actionable analytics and outcomes.

Quality Assurance is everyone's responsibility and by giving power to the people who  influence agent behaviors, then the Supervisor should be the quarterback that determines the outcome of the game. Like they said in the movie, if you build, the customers will come. VPI has started this movement by building on a framework that is supervisor-friendly for QA success. If we synthesize all these goals, the aim of QA and Call Monitoring becomes a matter of linking outcomes of calls to a customer's behavior not only the agent's behavior. As a result, contact centers can also learn what effects, if any their approach to training and coaching agents have on customers and ultimately the outcomes.

Being proactive and giving agents a larger stake in the pie by identifying areas of strength, best practices and also key training to be used for modeling success. In this way, a contact center can leverage the VPI Empower suite of products and establish guidelines and standards for handling calls instead of dictating what agents should or should not do. In the larger picture, the role of the supervisor and the agent has to be supported through all levels of the organization. As a result, success and a best practice model will show up sooner than later!
 

VPI invites you to download this insightful Frost & Sullivan authored white paper to learn how advanced call center performance management and contact center analytics solutions and integrated call center coaching and training tools can identify and address employee skill gaps and deliver the right information at the right time - enhancing performance and driving greater effectiveness in meeting customer needs.

Download your copy of the complimentary white paper authored by premier research analyst firm Frost & Sullivan, to learn how to:

• Make Better Decisions with Real-Time Information

• Provide Real Time Metrics to Motivate and Empower Employees to Improve

• Achieve Consolidated Reporting from Multiple Systems and Locations

• Drill Down Through Dashboards and Reports to Identify the Root Cause of Problems

• Ensure Alignment of Operational Objectives with Corporate Goals

• Benefit from attractive ROI and Quantifiable Call Center Optimization Benefits