CRM - November 2007 - (Page 28)

MASTERING THE METRICS MAZE that the agent consistently outperforms colleagues in terms of cross sells and upsells. “If you’re trying to juggle three metrics, then performance management is a good tool to use because you can have all three metrics expressed, and you can begin to see how they interplay with each other,” says Jim Davies, principal analyst at Gartner. “By having a performance management tool that can look up all the metrics across those strategies, you can begin to show the impact.” CCPM can also play a significant role in strengthening agent productivity. Mike Smitheman, AIM’s vice president of product management, cites one customer, an insurer in the Northeast, as an example of a company using PM to empower supervisors with tools to further agent development. When agents are struggling in a particular area, the AIM system notifies supervisors of performance dips, and gives them a mechanism where they can assign a training program and track how the training initiative is impacting agent performance and driving desired behaviors. That provides a real pathway to success, Smitheman says: “Bring in real data from the system, track that process at the lower level, and aggregate that up through the organization to see where it’s having a positive effect on the business.” agent who exceeds his sales quota to reflect how integrating the right technology can fortify agent satisfaction through what he contends is the “Holy Grail” of CCPM: workflow automation. (For more on the subject, see “Modern Times, Modern Methods,” page 36.) “In a typical call center that would be calculated at the end of the quarter, then it would go through another process to go through payroll and then get a bonus check cut,” Stockford says. “If it comes at the end of the quarter, a lot of the satisfaction that comes from a job well done might be lost if there’s a great deal of time between when that objective was met and when there’s actual recognition in terms of either a bonus check or even an ‘Attaboy!’ at the end of September,” he says. “They have practically forgotten what they’ve done in July.” But if an integrated PM application had been used it would have recognized the outstanding performance, initiated a workflow to HR to cut a check for a determined amount, and triggered a notifica- THE IMPORTANCE OF INTEGRATION An effective CCPM application integrates the right data from various siloed systems—the automatic call distributor (ACD), quality monitoring, workforce management (WFM), interactive voice response, speech analytics, ERP, CRM, HR, and beyond—to provide a holistic, centralized picture of actual performance. “If contact center performance management only regurgitates the information that’s in an ACD or from one or two systems and doesn’t take the entire picture of what’s going on in the contact center into account, it’s not going to make an impact,” Verint’s Lauther says. Paul Stockford, chief analyst at Saddletree Research, uses the example of an SOURCE: DMG CONSULTING, 2007 By identifying proper goals, data sources, and metrics, CCPM efforts can remain focused on the issues and concerns facing all stakeholders. 28 CUSTOMER RELATIONSHIP MANAGEMENT | NOVEMBER 2007 www.destinationCRM.com http://www.destinationCRM.com

Table of Contents Feed for the Digital Edition of CRM - November 2007

CRM - November 2007 Contents Front Office Reality Check Customer Centricity Have You Caught It? The Mother of Enterprise Information Market Focus: Technology: The Simple Truth about Complex Manufacturing Q&A: Gianforte Talks CRM Required Reading Predicting Profitability Checking the Pulse of the Contact Center Cast a Narrow Net Modern Times, Modern Methods Primos Hunting Calls Snares Efficiency Nailing It Down Moving in on Mortgage Delinquencies RDS Delivery Delivers on Service Secret of My Success Re:Tooling The Tipping Point Pint of View

CRM - November 2007

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