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Is the contact center committing another costly mistake?

2018-05-15 09:54:03 Author: Source:CTI ForumComment:0  Click:


CTI Forum (ctiforum.com) (Compile / Lao Qin): EvaluAgent questions why some contact centers have invested heavily in artificial intelligence and automation but still use spreadsheets for quality assurance (QA).
We all make mistakes. This is a fact of life. But when we see the same mistakes appear over and over again, at least we must question the reasons behind this influence, otherwise we will never learn and we will never correct.
I believe that in many cases, the main reason is the long-term desire to reduce costs, and the ultimate effect is the devaluation of the customer experience (CX).
There is no doubt that this seemed reasonable at the time, but you can't help but wonder what power it is driving. Are they really blinded by data that fail to anticipate the consequences of their actions?
The future is bright, and then...
I was lucky to start my career with Orange (now EE). I say very lucky because it is the coolest brand in the mobile phone industry.
Orange emerged from the shadow of its huge competitor Vodafone and Cellnet (now O2), challenging their dominance and demonstrating energy, motivation and creativity, all of which are branded by the Wolff Olins brand.
This is also reflected in the customer service department, a vibrant and enthusiastic center with posters, whiteboards, and banners everywhere on the walls. National rewards reflect the success of an efficient operation, achieved by active and dedicated employees.
The future is bright and the future is Orange.
After a period of turmoil, France Telecom acquired Orange, and soon afterwards introduced measures to reduce costs from above. As the head of customer service insight, I have no incentive to watch our once-famous customer service relocated overseas.
In just a few years, a national survey showed that 91% of consumers like to deal with companies that do not use overseas call centers. Not surprisingly, the vast majority of customer service soon returned to its former location.
Many contact centers took a long time to recover (some did not recover), and today it is still a joke in many jokes: "I work in the call center. The commuting time to Delhi will be very long."
Industry costs: millions of pounds + reputation loss in the eyes of consumers + poor customer experience.
Lessons learned: You need a skilled, motivated, and dedicated employee to deliver a great customer experience (CX).
Use quality monitoring to crack down on agents instead of improving and improving
After a short stay at the city's Barclays Bank, I joined Vertex Data Science as the director of customer experience and operational excellence.
Over the next three years, I led a team of experts to develop customer experience improvement programs and agent quality and guidance frameworks for approximately 40 major customers in the United Kingdom, North America, India, and Australia.
One of our goals is to improve the experience of all our customers. This is achieved through the use of quality resources as a means to promote improvement.
Unfortunately, a large number of customers have very different attitudes towards the role of contact center monitoring software, especially in terms of quality. Many people simply use quality monitoring to improve efficiency and reduce AHT (average processing time), and even encourage loading issues such as "whether the agent uses all methods to complete the interaction as soon as possible."
In the entire industry, in order to increase efficiency and improve agent productivity, contact centers are increasingly turning to performance indicators and workforce optimization. Once again, cutting costs becomes the biggest driving force.
Because contact centers rely too heavily on performance indicators, agents are becoming less and less involved. Under pressure, the lack of motivation was blamed by the public and the completion and turnover rate quickly reached the highest level in history.
Ultimately, customer experience (CX) suffered losses, and performance indicators improved.
The cost of the industry: fewer and fewer employees and non-spirited employees + poor customer experience (CX).
Lessons learned: You need a skilled, motivated, and dedicated employee to deliver a great customer experience (CX).
Does artificial intelligence and automation really solve all our current problems?
Many of the current challenges can be directly attributed to the need for new digital multi-channel capabilities, so it is not surprising that the division seeks solutions and technologies.
In fact, this is completely understandable. In recent years, technology has advanced by leaps and bounds, and consumers of digital culture are finding it easier to get answers from machines and devices.
But there is no doubt that cost plays an important role in this decision. Companies want to adopt artificial intelligence and automation not to improve the customer experience (CX), but to replace the increasingly resource-consuming features.
But buyers must be careful. Although this will bring a series of short-term benefits, it will soon be realized that technology will not solve all problems.
Technology will make us more productive (by taking over simpler and more mundane tasks), but it will also lead to the growing demand for human activities. Human intervention is indispensable not only when technology fails, but also when it cannot solve complex challenges.
Equally important, even if the Digital Customer Experience (CX) program is successfully implemented, it will only provide standardized services for the entire industry. How can a company look and respond in the same way based on the first-class customer experience (CX), so as to provide a personalized service with competitive advantage?
Automation also has its limitations. We need to learn how to collaborate with technology in ways that enhance human skills so that agents can assume a higher-value, more fulfilling role.
Failure to do so will only lead to another high-profile failure and will also weaken the reputation of the industry.
The potential costs are: an employee who is increasingly out of work and frustrated + a bad customer experience (CX) + loses competitive advantage.
Lesson: You need a skilled, motivated, dedicated employee to deliver a great customer experience (CX).
In the age of artificial intelligence and automation investment, but are you still using outdated spreadsheets?
When you think about it, it's hard to believe. Contact centers are investing heavily in artificial intelligence and automation, but they are still using decades of methods to monitor the most critical functions of contact centers.
If spreadsheets do work well, it will not be so bad, but in the fast-paced world of modern contact centers, when information is fed back to the seats, they have become history.
Delays due to the need for long input and operation leads to loss of context and learning opportunities. In other words, when feedback arrives at the seat, it becomes obsolete and useless.
However, this is again an overlooked employee and a customer experience that is suffering (CX).
A simple spreadsheet does not give you a complete picture of the customer, but the EvaluAgent quality platform can, because it allows you to create custom scorecards, produce advanced operational reports, review the performance of agents in near real-time, and accurately monitor regulatory requirements. .
Therefore, you will get more skilled, motivated, and dedicated employees who can provide a better and differentiated customer experience (CX).
Assessing the quality of seats is one of the key elements of our employees' participation in the management platform. This is a good example of how the future will use technology to enhance rather than eliminate people's participation and influence.
Bright future, future labor force participation management
My experience with Orange has given me a valuable lesson: hire enterprising people and give them the right tools to do their jobs effectively, and they will provide a first-class customer experience (CX).
Similarly, in the days of Vertex, companies like M&S have proved that more enlightened companies are willing to invest in tools that support customer experience (CX) and drive change. They also realize that it is equally important to communicate with employees and deal with customers.
The common characteristic is that they want to give full play to their subjective initiative, fully participate in and have the ability to deliver customer experience (CX), and ensure that they are in a leading position in the competition.
This is why I and two colleagues left Vertex to focus on developing tools that can actively participate in and motivate agents. As a result, EvaluAgent was born.
A few years ago, this approach was called Employee Engagement Management (WEM) and it was supported by Forbes, Xerox, Gallup, AON Hawitt, and Accenture. ) With the support of such heavyweight companies as Gartner.
Employee involvement management is about using technology to cultivate a new generation of agents: participation, knowledge, enthusiasm, and the ability to provide a first-class customer experience (CX).
It has been proven that contact centers that provide such opportunities for employees perform better than competitors and truly stand out through customer experience.
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