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Real-Time Performance Management Improves Contact Center Results
Tuesday, April 21, 2015
Donna Fluss – President, DMG Consulting
Jim Mannion – Director of Marketing, Inova
Housekeeping
• All participants will be on mute during the
presentation
• Please type any questions you may have
in the Q&A section
• Questions will be answered at the end of
the webcast
• 2 question survey
• Presentation and recording available
About Today’s Presenters
President of DMG Consulting LLC Donna is highly regarded by industry, enterprise, contact center and financial leaders as one of the foremost experts on contact center, analytics and the back office. She has 30 years of experience helping organizations build contact centers and back office operating environments and the author of the book The Real-Time Contact Center and the Contact Center QA Guide
Director of Marketing & Channel Development, Inova Jim has been with Inova for three years and enjoyed working in the B2B technical marketing and channel space for over fifteen years. Most of that time has been focused on the Telecommunications and Contact Center sectors, including ten years at Avaya. While at Avaya, Jim helped launch many successful products as well as Avaya’s Professional and Managed Services lines of business.
Donna Fluss
Jim Mannion
Agenda
• Real-time contact center performance
management
– Top reasons for investing
– Benefits
– Is it right for you?
• Best practices for implementing a real-time
CCPM solution
Donna Fluss, President Customer-Focused Strategy, Operations & Technology
Real-Time Performance Management Improves Contact Center Results
April 21, 2015
© 2015 DMG Consulting LLC 6
“If you can’t measure it, you can’t improve it”
- Peter F. Drucker
The Contact Center Reporting Challenge
© 2015 DMG Consulting LLC 7
3 Modes of Contact Center Reporting
Real Time
Next day/week/month As it’s happening Within 5-15 minutes
Tracks performance of a broad group of KPIs over a period of time to identify agent, procedural, operational, and system problems, so they can be fixed
As it’s happening
• Re-train agents
• Improve training program • Fix systems
• Modify procedures
• Enhance operations
• Defuse difficult customer situations
• Retain customers
• Increase revenue • Speed up call handling
Gives agents and supervisors real-time data to alter the outcome of an interaction
Gives management and agents data that changes agent behavior and improves outcomes
• Deliver targeted agent coaching
• Remind agents to adhere to schedule
• Modify agents’ schedules
• Calm agents • Cancel breaks
• Notify IT of problems
Historical Near-Real Time
Action
Purpose
Time Frame
© 2015 DMG Consulting LLC 8
What is Contact Center Performance Mgt?
Goals Enterprise Contact
Center Agent
Data Sources ACD/PBX/Dialer IVR Recording/QA Surveying/VOC Speech/Text
Analytics Desktop Analytics WFM Social Media CRM/ERP/SCM HR
Review Process
Balanced Scorecards Enterprise Contact Center Site Team Agent
Action Coaching/Training/
eLearning Gamification Rewards & Recognition Pay-for-Performance Enhance Policies &
Procedures Updated Schedules
KPIs/ Metrics CX Revenue Customer
Retention Productivity/
Effectiveness Expenses
© 2015 DMG Consulting LLC 9
Collect, aggregate and analyze information in real or
near-real-time from multiple operating systems
Calculate and generate KPIs
Identify out-of-compliance situations
Notify and alert appropriate parties
Share data in many formats
Feed contact center and enterprise historical PM
solutions
Provide mobility
Best-of-Breed Real-Time CCPM Functionality
© 2015 DMG Consulting LLC 10
Inaccurate
Reports /
Bad Data
1 Reports from siloed servicing systems, ACD, dialer, interactive voice
response (IVR) and other applications are inconsistent
2 Reports are not credible or trusted
Poor
Reporting
Technology
3 Reports do not provide timely data
4 The contact center lacks the ability to produce consolidated performance
reporting and dashboards – one view of the truth
5 Systems do not provide OLAP functionality, and there is no way to
analyze the data to identify trends and opportunities
6 Reporting environments are hard to use and do not support drill-down
7 There is limited custom/ad hoc reporting functionality
Reports Do
Not Provide
Useful
Information
8 There are dozens of reports, but no useful information
9 The department lacks quantifiable data upon which to base decisions
10 The contact center lacks accurate metrics/KPIs
11 Need to quickly and cost effectively modify metrics/KPIs
Top Reasons for Investing in a Real-Time
CCPM Application
© 2015 DMG Consulting LLC 11
Data Is Not
Actionable
12 Reports do not deliver actionable data
13 Reports do not identify high-priority problems, or how to fix them
14 Reports do not show agents and supervisors if they are meeting
their productivity, AHT, adherence, revenue or collections goals
15 The contact center cannot produce balanced scorecards
Cannot
Provide
Timely
Feedback to
Agents
16 Agents complain that they are not receiving timely feedback
17 The contact center cannot deliver real-time data (KPIs, coaching,
etc.) to agents and supervisors
Lack of
Reports for
Senior
Management
18 The contact center cannot show its value to the enterprise
because its data is not aligned with corporate goals
19 The contact center is unable to provide appropriate data to feed
the enterprise performance management solution
20 The contact center cannot measure customer satisfaction
Reporting
Resources 21
The contact center does not have business analysts to manage
the various system reports
Top Reasons for Investing in a CCPM
Application – Continued
© 2015 DMG Consulting LLC 12
• Reduces transaction handle time • Reduces telecom costs • Improves effectiveness of coaching &training • Improves agent occupancy and adherence • Streamlines reporting requirements
Reducing Operating Expenses
• Motivates agents • Identifies training opportunities • Reduces agent attrition • Reduces average handle time • Identifies process that need to be changed • Improves satisfaction of supervisors • Identifies pay-for-performance opportunities
Improving Productivity / Effectiveness
• Improves agent quality • Increases customer satisfaction • Improves FCR • Reduces transfers and hand-offs • Decreases number of calls put on hold • Increases agent satisfaction • Enhances relationship with customers
Providing Outstanding Customer Experience
• Grows sales/up-sells/cross sells • Increases sales closure rates • Better identifies sales opportunities • Improves effectiveness of each sales attempt • Reduces cost of sales
Generating Revenue
• Recognizes and rewards agents for retaining customers • Identifies successful retention approaches and techniques • Builds customer loyalty
Retaining Customers
Benefits of CCPM Enterprise
Contact Center Agents
Customers
© 2015 DMG Consulting LLC 13
Decision Framework: Is Real-Time
CCPM Right for your Contact Center? YES NO
Have access to KPIs that tell you in real-time if you are meeting your goals?
Know when the department AHT is greater than the goal?
Know when the abandonment rate is higher than planned?
Have visibility into how each agent is performing throughout the day?
Know immediately when interaction volumes are greater than plan?
Know immediately when the self-service application is malfunctioning and not properly delivering calls to agents?
Know when too many agents are unexpectedly out and there are not enough agents to address transaction volumes within the service level?
Know immediately when a new business, procedural, system or support issue comes up that agents do not know how to address?
Know when customers get angry at your organization or agents?
Know when agents get angry and yell at customers?
Know right away when a customer is highly dissatisfied with your company?
Have an early warning system to notify management when a customer issue may go viral?
Best practices for implementing a real-time CCPM solution
“If you can’t see it, you can’t measure it”
Goals
• CSAT
• Consistent SL
• Agent engagement
• Competition
• Lower costs
• Better productivity
Environmental Markers
• Objectives Driven
• Qualitative Measures
• Planning and Analysis
• Staff Engagement
Real-Time Data
• Right now, right now
• Cumulative, right now
• Contextual
Productivity
• Call Handled
• Conversion %
• Total Sales
• Tickets Closed
• Upsell %
Efficiency
• Shrinkage
• ABN %
• Avg. Speed to ABN
• Queue Volume
• FCR
Logistical
• Avail Agents
• Agent State
• Time in State
• Schedule ADH
• Occupancy Rates
Customer Focused
• Avg. Hold Time
• CSAT / NPS
• SL% / Resp. Time
• QA Scores
• Hold & Transfer %
Metric Selection – Categories
WFM/QA/Recording
• Agent ADH
• Occupancy Rate
• Forecast Accuracy
• Avg. QA Score
• QA Compliance
CRM
• Total Revenue
• % to Sales Goal
• Conversion %
• Cases Opened
• Cases Closed
Social Media
• Applicable Volume
• Response Rate
• Redirect Rate
• Avg. Resolve Time
• 1st-Post Resolve
ACD/PBX/Dialer
• Contact Volume
• Avail Agents
• SL%
• ABN%
• PTP%
Metric Selection – Systems
Audiences
• Agents
• Agent Teams
• Supervisors
• Managers
• Executives
Actionable Data
• Threshold-based alerting
• Instructional Messaging
• Follow-up Actions
• Kick-off other systems
Delivery Options
• Licensed / premises-based
• Cloud-based
• Hybrid
Vendor Considerations
• Certifications
• Partnerships
• Contact center expertise
Questions and Answers
Thank You!
Donna Fluss
President, DMG Consulting
P: 973-325-2954
Jim Mannion
Director of Marketing & Channel Development, Inova
P: 800-637-1077 x8122
