Join VPI and Straumann for an exciting webinar showcasing the powerful reporting solutions for Cisco UCC Contact Centers. You'll learn how Cisco and VPI helped Straumann develop and award-winning real-time contact center performance reporting solution.

Date: Wednesday, February 29, 2012
Time: 1:00 PM ET, 10:00 AM PT
Register here.

Now you can get even more value from your Cisco UCC Express (UCCX) or UCC Enterprise (UCCE) investment. VPI, a Cisco Solution Developer, VIP and SIP Partner, has integrated its award-winning VPI Performance contact center reporting and performance management software application with Cisco. This functionality complements and enhances the UCCX and UCCE platforms greatly by consolidating data and presenting actionable, real-time information in the form of Web dashboards, interactive reports, scorecards and desktop tickers to empower contact center managers, supervisors and agents to make better, quicker decisions.

Learn how Cisco and VPI customer Straumann, a global leader in dental implant solutions and restorative dentistry, enhanced the capabilities of its Cisco Unified Contact Center system and operations with VPI’s award-winning real-time Cisco reporting software solution.

Register to attend the complimentary Webinar, hosted by subject matter experts from Straumann and VPI, to learn how you can:

• Create and report on metrics based on Cisco UCCX, UCCE and other contact center data (CRM, ERP, QA, WFM) to meet business objectives.
• Report across multiple teams and queues, locations and Cisco UCCX/UCCE systems to get a holistic view of contact center operations.
• Perform true historical reporting with unlimited data collection – get insights into trending over time and a historically accurate representation of your agents’ group assignments.
• Create flexible grouping structures to report on groups and teams in any manner that makes most sense to your business.
• Drill through layers of data for root cause analysis and trigger targeted alerts, notifications and Coaching assignments based on performance thresholds to promptly correct performance gaps.

Scheduling Conflict? Register for the Webinar and we'll send you the recorded version.

Presenters:

Carlo Wise - IT Specialist, Straumann

Carlo Wise serves as a senior IT Specialist at Straumann, a global leader in dental implant solutions and restorative dentistry, leveraging his strong background in all facets of telephony and network systems integration. He is an experienced IT and Contact Center professional with over 16 years of experience in supporting and implementing Contact Center technologies in small to large Contact Center environments. Mr. Wise holds a variety of industry certifications, including Cisco, CompTIA and Redhat.

Delee Shields - Channel Sales Director, VPI
 
Delee has been instrumental in working closely with Cisco in developing VPI's Cisco Developer Network (CDN) Solution Developer, Value Incentive (VIP) and Solutions Incentive (SIP) partnership programs. She is responsible for working hand-in-hand with Cisco customers and channel partners through the entire sales process. She has extensive knowledge of Cisco Unified Communications product platforms and is highly experienced in Cisco reporting software, Cisco call recording software, workforce optimization, VoIP, LAN, WAN, MAN and wireless solution design. Prior to joining VPI as a sales engineer in 2007, she worked in sales and sales engineering capacities promoting Cisco solutions as well as earning her Cisco CCNA and CCNP certifications.

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.

• 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

August 7^th, the start date of this year’s APCO International Conference and Trade Show, is approaching fast - we are looking forward to seeing you in Philadelphia, Pennsylvania!  We are particularly excited about this event as APCO selected our customer City of Edmond to share the best practices for latest-generation communications recording and quality assurance at a Training Session that has been scheduled for 4pm on Monday, August 8^th. This is a must-see presentation that breaks the barriers of what was once seen as too much to ask from recording and quality assurance technology. As a bonus, we are certain that you will enjoy the dynamic, engaging presentation style of Matt Stillwell, Director of Emergency Communications for the City of Edmond, Oklahoma and senior advisor at APCO.

In the meantime, or if you're unable to make it to the APCO Conference this year, we invite you to watch the video here to learn about:

·      Smart new ways of the City of Edmond's 911 center and other departments to record and share communications.

·      What you really need in recording and multimedia incident recreation technology.

·      How to implement an effective QA program to get better insights in less time and prepare for upcoming new standards.

If you have any questions about this video or would like to schedule a private meeting or demo with us at the conference (our booth number is 1001), please contact Patrick Botz at pbotz@VPI-corp.com. Thanks and hope to see you there!

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.

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.

2011 is certainly shaping up to be VPI's year - VPI Quality Pro recently received the 2010 Product of the Year Award from Customer Interaction Solutions (CIS) magazine! Even better, this is the second consecutive year we've won the award. And while our most valued praise always comes from our customers, it never hurts to receive recognition from the industry. We know that selecting a call center Quality Assurance solution is a big decision, and most people rely on industry resources such as TMC and CIS magazine to help guide their decisions.

So, you may be wondering what this award is all about. Each year, CIS presents its Product of Year awards to products and companies in the contact center and CRM industries that help users deliver an enhanced customer experience. Why did CIS choose VPI Quality Pro? First, it's built on our secure and powerful VPI Empower platform. This gives users confidence and reliability. Plus, VPI Quality Pro allows users to automatically categorize and prioritize recordings by customer names, products offered, transaction values and more -- across multimedia communication channels -- so that contact centers can focus on their most critical business issues instead. Now managers have these crucial recordings at their fingertips and can act quickly to resolve issues, improve performance and increase productivity. We're proud to deliver this innovation to our customers and the industry.

Does your contact center use VPI Quality Pro? We'd love to hear what you think! Or click here to learn more about VPI Quality Pro.

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.

The contact center business can be a tricky one when it comes to motivating and praising agents. It’s a sentiment that was widely recognized and shared at the 2010 Quality Assurance and Training Connection (QATC) Annual Conference in Nashville, Tennessee. I had the pleasure of attending and sponsoring this exceptional 3-day, information-packed event where we exchanged ideas and shared best practices with over 150 Call Center Quality Assurance and Training professionals.

One of the liveliest discussions we had was around the concept of a Call Center Quality Assurance Olympics as a creative way to maximize the value of quality monitoring technologies and processes. It got me thinking that there are some really creative, innovative ways to get call center staff involved and interested in what each of them are doing.

So, here are a few ideas for you to use if you want to put together your own Call Center Quality Assurance Olympics.

1. Create a set of categories into which agents, QA analysts and supervisors can enter their best recorded interactions. Categories may include Best Turnaround Call (i.e. customer was retained), Most Successful Sales Call, Most “Over-and-above” Expectations Call, Funniest Call

2. Have them enter their recordings into a category in the competition via email with their name and a brief synopsis of why they should win.

3. Offer unique prizes to really get their juices flowing. Ideas include one extra paid vacation day, dinner for two at a local restaurant, or movie or concert tickets.

4. Share winning recordings and give out prizes at a group Call Center Quality Assurance Olympics lunch catered by the company.

After the Olympics is finished, there is still more you can do with the greatness that has been uncovered. Setting up a “Model Call Library” with example of best-practice interactions can help with hiring, training and retention.

Hiring – By sharing these interactions with potential employees during the interview process, you’re giving them an inside look at the caliber of work your organization delivers and setting an expectation with the individual.

Training – Drawing from the Model Call Library during training is a great way to show employees examples of what you want them to be doing - - the recordings provide great illustration of things they should be  aware of when they review their own interactions. With the Web-based QA tools available today, it is easy to empower agents to access their own recorded calls, see feedback on their handling of the call, review quality ratings and comments, add their own feedback, and apply what they learn to future interactions.

Motivation and Retention - Employees that have an excellent call worthy of the Model Call Library should be recognized among their team peers or the entire contact center. Public praise in this regard goes a long way in motivating and retaining great employees. It also encourages healthy competition among other employees to achieve praiseworthy results.

How do you motivate your agents to share their best practices?

It is that time of the year where contact centers are gearing up for the holiday season over the next couple months. Traditionally, this means hiring and training more agents than usual, based on forecasted volumes.  Due to the seasonality of contact center work, expectations and stress placed on contact center resources rise  - this affects especially team supervisors and their agents who are more prone to turnover during higher-stress periods. In fact, multiple  factors contribute to turnover - the most significant variable is the nature of the work the agent does and how they perceive their role within the center. 

While recently visiting an outsourced contact center, I was able to observe how training was delivered to a new hire training class. It turns out that my high school sports coach was right   - coaching and teamwork matter, especially today when selecting the right  agents from a pool of candidates, training them and getting them certified to be on the phones must be done in less than a month. I witnessed extraordinary collaborative effort expended to get the job done. However, the impressive enthusiasm of the contact center team clashed with their process design and technical challenges.
 
Dave, the Director of Operations advised me that it costs approximately USD $12,500 before an agent is competent enough to satisfactorily handle calls. He was perplexed with why in spite of this significant investment, he was experiencing a large turnover of his new agents within the first 30 days on the floor. When  we visited the contact center floor,  I noticed that the agent to supervisor ratio was rather high - around 1:25. I have immediately noticed that call center management was insufficient, as was mechanism for providing agents with timely, intraday feedback on their performance or guidance for improvement.  It looked like the agents were “abandoned” after their initial training. There was call recording equipment and workforce management software in the IT room. However, the center had no visible individuals who actually owned the metrics or were responsible for the generation of scorecards that would provide information to Dave on how the center was doing in the course of a day or, for that matter, a week.  This tough situation was further complicated by the fact that Dave only had four Supervisors to manage a team of hundred agents AND each Supervisor had  less than one-year tenure! . And as if that weren’t hard enough, one Supervisor was on vacation and  another called in sick. Sadly, it is an experience all too familiar to contact center managers today. Successfully managing a multi-channel contact center is one of the most difficult roles in business today due to the dynamic nature of the environment and all the intricacies woven into the equation. 

The contact center is often the only place that customers turn to when they require assistance or to purchase products and services. As shown in our example, working as an agent in a contact center can be a rather stressful job. As a result, turnover can be as high as 50% annually. That is a significant number that directly affects the operating costs of a center. But my question is - what is the real cost of this common phenomenon within a contact center?  Clearly, it will be  reflected in hard-to-measure ways each Monday morning to start with. Agents are likely to develop apathy and grow ever less engaged in their work due to the unsupportive environment that has been created for them. They will be less receptive to new ideas and more importantly, less willing to follow the coach or go the extra mile for the customer or the team. All of this triggers a cascade of  consequences for the business - reduced customer satisfaction, high agent turnover, and negative impact on  profitability.  And that’s exactly the opposite of what the holiday season promises to deliver for the business. Contact center managers must do their homework in order to understand the causes of their challenges as well as available options for addressing them.

Research at VPI has shown that agent and supervisor satisfaction and productivity can be dramatically improved through  an effective strategy of keeping everyone in the loop at all times.  You can achieve this by using call center performance management software that presents real or near-real time scorecards and other forms of status updates - personalized for each employee role according to their responsibilities, goals and needs.  Better yet, tie real-time call center performance management with intelligently triggered e-learning and coaching to help front-line agents learn and grow, supporting their individual skills and talents, giving them the tools and knowledge to please customers.  You will be soon rewarded with higher job satisfaction of the contact center staff and related cost savings. Customers will respond with increased trust and loyalty – so that you can be on the forefront of their choices during the holiday season and beyond.

Real-time Call Center Performance Management - Sample Agent Desktop Ticker


Real-time Call Center Performance Management - Sample Agent Web Scorecard

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!
 

For the past 15 years, APCO has been carefully crafting a list of operational standards in order to ensure the best possible quality in public safety emergency communications. Now, in collaboration with NENA and associated industry bodies, this lengthy endeavor has culminated in the development of Next Generation 9-1-1 (NG9-1-1) standards, along with soon-to-be introduced Quality Assurance (QA) standards. These new requirements are raising the bar for the quality of service required from the nation’s public safety agencies.

Quality of service is impacted by both the performance of employees and the processes in use.  Periodic, systematic quality evaluation of emergency contact center communications can provide invaluable transparency to everyone involved and expose inadequacies in both employee and process areas. This is especially critical in the current transitional period when old, inadequate communication systems are being replaced with Next Generation technologies and 9-1-1 centers are expected to handle various different types of communications - not just voice and TTY communications any more. Plus, the increasingly complex nature of public safety communications entails new regulations that PSAP centers will have to demonstrably comply with. The traditional approach to quality management is being replaced with evaluation of multiple communication streams and types involved in incidents, along with a variety of supporting evidence, such as images, videos, text documents and data. Prioritization of such evaluations is driven by significance of various incident types, so selection of recordings for evaluation has to be subordinated to that. When correctly planned and executed, the latest-generation software-driven quality evaluation can deliver valuable insights into the best course of corrective actions to support the new demands.

In response to the introduction of the new NG9-1-1 and QA standards and the difficulties faced by cash-strapped organizations in attempting to comply with them, VPI is launching its ‘Upgrade to Quality’ program for public safety and security organizations.  The program, valid from now through June 30th, 2011, stretches the tight budgets of public safety and security organizations by enabling them to affordably upgrade their legacy recording systems with VPI’s state-of-the-art VPI CAPTURE™ voice logging system and provides double the value by including free VPI QUALITY™ call taker quality assurance software. VPI CAPTURE is an affordable, NG9-1-1 ready recording system that installs quickly to reliably and securely capture, manage and share critical incident information and to provide insights to optimize workforce efficiency.

For more information, conditions and restrictions on VPI’s ‘Upgrade to Quality’ program, visit http://www.VPI-corp.com/Quality or contact us at 1-800-200-5430.