ICMI's Customer Management Insight - December 2007 - (Page 8) O P E R AT I O N S Components Key Metrics Basic Processes Resources • WFM • Call statistics • Forecasting accuracy • Schedule adherence • Call quality score • Scheduling • Forecasting • Tracking/reporting • Monitoring • Coaching Basic Plus • Workforce Analyst • QM • Quality Monitor • Supervisor • Dashboard/scorecard • Analytics • Balanced KPI scorecard • More in-depth coaching • Key business outcomes tied • Changes to strategy, to center operations processes or other operational elements Advanced Tools • Call Center Analyst • Customer satisfaction surveys • External customer satisfac- • Identifying gaps in agent • QM and/or Call Center tion scores (and calibration performance based on Analyst with internal QM scores) internal and external quality • Coordination with Marketing measures on customer satisfaction • Trending customer experisurveys ence results • Training completion and outcomes • Pushing targeted training • Coordination with HR on modules to agents at sched- eLearning uled times • Training, QM, Marketing or HR staff • eLearning Speech Analytics • Speech analytics • Call categorization • Root-cause analysis • Crossfunctional analysis • Analysts in product develand coordination with prod- opment and marketing at a uct development, marketing, minimum etc. • Call Center Analyst Business Intelligence • Integration with corporate database • Business intelligence analytics • Integrating call statistics, • Crossfunctional analysis quality scores and busiwith all departments ness outcomes • Analysts throughout organization most complete and accurate understanding of your business — your customers’ perception of your company, your products and services, and every interaction with your company. ACHIEVING VALUE While the value of having a thorough understanding of your customer is obvious, the reality of the value you can receive from a workicmi’s insight force optimization solution is often difficult. It all sounds good — and it is good. However, that doesn’t mean it is easy. The technology only delivers value when there is an organizational commitment to assign the resources required to discover the insights from the data. Yet, even that isn’t enough. There has to be an organizational commitment to review processes where gaps are revealed and to make real change when required. This may be cross-functional change, not just call center process change. Does your company currently use crossfunctional teams to solve problems that require change across the organization? For most companies, this can require a difficult cultural change to get real value from a workforce optimization suite. The table relates the solution components and the change in met| DECEMBER 2007 www.icmi.com 8 http://www.icmi.com
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