Contact Center Pipeline January 2023 January 2023 - Page 13

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ONE AND DONE ORGANIZATIONAL MODEL
At first glance , the organizational model showed a structure that is like other Contact Centers . However , a closer look illuminated some differences . This organizational structure included one very unique team and several significant features .
The model was designed to facilitate a quality experience for both agents and customers . When an acceleration of repeat calls was identified , a speech analytics engine put forward information not specifically asked for . In this case , it identified an increasing number of calls with phrases that began with statements such as , “ This is the third time I ’ ve had to call .”
The Contact Center decided to examine the root cause of any callbacks to the company regarding the same issue that occurred within thirty days . The mission was to examine root cause of repeat calls to positively impact cost , efficiency , the Customer Experience , and agent morale . Like many other Contact Centers , agents had been taking the heat for conditions they could not change or information they could not find .
REPEAT CALLS CREATE ADDITIONAL
COSTS WHILE SIMULTANEOUSLY
NEGATIVELY IMPACTING THE
CUSTOMER EXPERIENCE .
FORMATION OF THE CAUSAL ANALYSIS TEAM
In collaboration with the Contact Center Vice President ( VP ), the new Causal Analysis team was created . The team was positioned within the Business Operations Group ; the VP designated a Director of Causal Analysis to lead the team .
The Causal Analysis team was charged with collecting root cause data on all callbacks that occurred within 30 days . Every callback recording was linked to all recordings in the chain to identify the sequence of events contributing to the callback . The data was collected and analyzed ; reports were prepared to review findings and determine next steps . Prior to this time , no one had been charged with this task and repeat calls were straining the operation .
THE PERCENTAGE OF CALLBACKS WAS SIGNIFICANTLY
REDUCED . MANY DISCOVERIES WERE
MADE , YIELDING BOTH SHORT- AND
LONG-TERM IMPROVEMENTS .
The dedication of resources to understand transaction origins and act on transactions that yielded additional calls shone a light on the “ causes ” and what it would take to eliminate them . Very few of the findings could hold any agent behavior responsible . Processes , systems , cross-functional partners , performance , and communication to customers were identified as causal . Issues could be eliminated through process improvement , quality programs , technology improvements , and enhanced relationships with other business units .
Needless to say , the percentage of callbacks was significantly reduced . Many discoveries were made , yielding both short- and long-term improvements .
ASSIST & ESCALATION LINE
Prior to creating the Assist & Escalation line , agent teams relied on their supervisor , team leader , senior agent , or specialist when they needed assistance . Associates queued for help at supervisor extensions or cubicles . They left callers on hold while searching and waiting for assistance . Calls backed up in queue and stress mounted for both agent and caller . An entirely new concept was needed … a team dedicated to supporting agents .
IDIOM INSIGHTS
Today , associates dial an extension and go to an Assist queue to have questions answered . Staffing at Assist & Escalation is at the highest possible service level to ensure a speedy response . As well , associates keep a record of each and every call in a call management system . Transactional analysis is done to uncover the root cause of the call for identifying training , process , or technology issues that can be resolved to improve customer contact .
A team was also established to “ research ” events requiring additional study to satisfy a caller ’ s request . As an example , the team identified that there would be a 31 % reduction in research requests to a particular department if they integrated documents from one system to another . There were significant savings for the Contact Center and the business unit . The Customer Experience was enhanced because now it was One and Done .
Of course , there were skeptics . But the team just pushed forward , confident of the concept . Now no one can recall thinking that the Assist & Escalation line was a bad idea !
RAPID RESPONSE TEAMS
In conjunction with the Assist & Escalation Line , the company established company-wide Rapid Response teams . The purpose was to have a specific “ go to ” person or team of subject matter experts ( SMEs ) in each business unit to search for solutions to issues from clients , callers , or staff . This laid the groundwork for previously unheard-of levels of corporate integration and communication .
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