CRM - June 2008 - (Page 48)

SCOUTING REPORT BY DONNA FLUSS Performance Management Requires Process Improvement Contact center performance management isn’t about measuring flaws—it’s about fixing them C O N TA C T center performance management (CCPM) is the most misunderstood application in the market. When used properly (see Figure 1, below), it is a highly valuable tool that assists managers in achieving strategic and tactical goals. As contact centers take on more responsibility and migrate from being reactive cost centers to revenue-generating profit centers, CCPM’s role will increase in importance. THE DEFINITION CCPM is an analytical approach to managing and improving the effectiveness, quality, and overall experience provided by the contact center. It’s a process that uses goals, key performance indicators (KPIs), and metrics to measure the performance of the contact center and its managers, supervisors, and agents, and their effectiveness in delivering to enterprise goals. At a strategic level, CCPM provides a framework for aligning the contact center’s goals with those of the corporation. At a tactical level, the CCPM process uses goals, KPIs, metrics, data sources, and balanced scorecards for capturing and reporting how well the contact center delivers to its objectives in order to identify the actions necessary to address areas of weakness or strength. At a practical level, it streamlines and simplifies reporting, enabling managers to use a select set of KPIs, metrics, and reports to manage their operations, instead of the numerous reports and hundreds of measures previously required. CEO Marketing Enterprise Goals KPIs/Metrics Scorecards Sales Dashboards Finance, Auditing, Compliance & Legal Operations Analytics Reporting HR Systems R&D CCPM Process Partner/Distribution CLASSIC VERSUS REAL-TIME CCPM There are two types of contact center performance management: classic and real-time. While there are substantive differences, they have complementary functions and each provides actionable data to address different management objectives. (See Figure 2, page 49.) Classic CCPM: Pulls data from various enterprise sources and is usually updated on a next-day or intraday basis. It is retrospective or reactive in nature and used by contact center managers and enterprise executives to evaluate performance and trends in operations, processes, and training. Classic CCPM tends to be strategic, assisting management in making long-term changes and decisions, such as enhancing the effectiveness of enterprise and departmental strategic initiatives. When utilized properly with a timely review process, classic CCPM can also help align the contact center with enterprise goals. The output from classic CCPM is primarily in the form of scorecards and reports. Real-time CCPM: A set of processes that empower line managers and supervisors to make ongoing tactical adjustments and improvements in real time to achieve departmental and enterprise goals. It is more tactical than classic CCPM, enabling managers and supervisors to monitor and evaluate activity and performance of agents and teams in real time. This allows quick adjustments that can have an immediate impact on results. Typically, real-time CCPM applications concentrate on KPIs where immediate intervention can alter the outcome. Some of these KPIs include: average speed of answer, schedule adherence, call volume, hold time, average talk time, occupancy rate, revenue per agent, sales conversion rate, dollars collected, and dollars promised. Real-time CCPM addresses agent, team, and contact center activities through dashboards and alerts, usually updated in 15 seconds or less. (See Figure 2.) When researching potential CCPM solutions, we recommend looking at solutions that provide both classic and real-time capabilities before making a selection, as both are highly valuable for enterprises. CCPM IS MORE THAN REPORTING There is a misconception that CCPM is just an advanced form of reporting—“reporting on steroids.” CCPM is an www.destinationCRM.com Source: DMG Consulting, January 2008 Figure 1: CCPM Process 48 CUSTOMER RELATIONSHIP MANAGEMENT | JUNE 2008 http://www.destinationCRM.com

Table of Contents Feed for the Digital Edition of CRM - June 2008

CRM - June 2008 Contents Front Office Reality Check Customer Centricity The Tipping Point Making Mashup Masterpieces Trouble in the Air CRM on Twitter Is SaaS Ready for Its Contact Center Close-up? CRM: In the Public Interest Required Reading Lollipop Loyalty Best Practices Series: CRM & eCommerce eGain NetSuite Infor Longwood Software Vovici The Second Coming of 2.0 Believe the Hype About Hosted Contact Centers All Talk So Hot It’s Cool Linksys Gets Shaken, a Community Is Stirred The Risky Risk Business Awana Hears a SaaS Sermon Secret of My Success Re:Tooling Scouting Report Pint of View

CRM - June 2008

For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.