ICMI's Customer Management Insight - December 2007 - (Page 6) M O P E R AT I O N S BY BRIAN HINTON for directors, managers, analysts and supervisors CONTINUED FROM COVER tion in contact records and consolidated data for reporting — you will understand more about your center’s performance. Relating contact statistics with quality scores and business outcomes offers a broader view of call center performance, enabling change that considers strategic implications across the enterprise. Interestingly, industry analysts are enthusiastically endorsing these solutions and this market transition, adding credibility to the vendors’ marketing messages. To this end, major players in the industry offer workforce optimization suites through building, partnering or acquisition. So that is the hype. Now what is the reality? As with most other technology solutions in the contact center, taking a holistic approach is not that easy. If you are a small to medium center and just now moving into scheduling and monitoring, what are your options and how do you fight your way through the emphasis on the “suite” to focus on just the components that you need — or can afford? If you are a larger center and already have satisfactory WFM and QM solutions, but are ready to take the next step toward greater optimization, what do you need, in what order, and how do you acquire it? More importantly, even if you have all the components of a workforce optimization suite, how do you get real value from these technology investments? How do you become fully optimized? Workforce optimization requires a commitment of internal resources (and, quite likely, vendor professional services) to integrate and customize, and dive into analytics and interpret reports. To achieve value, there has to be a cross-functional corporate commitment to process change before the company will realize a Return on Investment (ROI). Few companies have the resources (budget or staff) waiting idly for this purpose. It is especially difficult to do it all. We need to understand the options so we can prioritize, plan and do it right. icmi’s insight www.icmi.com | DECEMBER 2007 6 http://www.icmi.com
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