3 min
Today, almost 67% of organizations identify the increased use of self-service as one of the main goals of contact center performance. As digital channels and automation technology change the way we relate to users, how else are companies changing their user experience priorities?
The time has come to change the way in which the performance of the call center is managed by redefining the vision to achieve success. For this, the following questions should be considered: What is the true objective of the call center in the digital age? What metrics matter most, as agents shift their attention toward a commitment of greater value? With a new vision, you can look for strategic initiatives, investments in technology and training tactics that really impact the users and agents of today.
When the user’s environment changes, call centers change with it. Instead of looking at what it once was, they line up, and think about what users want now and what they will want in the coming months and even years.
At the beginning of this century, the goal of the contact center changed from “supporting users” to “connecting with users”. By accepting the change, the organizations recognize the insufficiency of the “efficiency metrics” and modified the attention of the average time of handling and the counting of calls to factors such as the satisfaction and loyalty of the users.
According to a study by CCW Digital, due to the increase in automation and the implementation of digital transformation, the contact environment with the user is experiencing another important evolution in relation to the performance management of the call center.
Key Priorities Of The Contact Center
In the simplest sense, a query about the performance of the call center is a question about whether an organization is achieving its goals and objectives of contact with the user. Through its strategies, investments, initiatives, policies, processes and interactions, a successful contact center helps the company to realize its definitive vision.
The “vision” of the companies for the future of the contact center implies, in particular, providing easy access to live agents, using artificial intelligence to complement the agents, instead of replacing them, aligning all the contact channels and Participation functions, take advantage of self-service for transactional issues and agents for complex problems, and emphasize rapid interactions.
The main executive priorities include the increase of the digital capacities, the improvement of the knowledge base, the use of the planning and the organization of the trips of the users and a better automation of the processes of memory.
Together, the vision and priorities provide a clear performance framework for contact functions with today’s users:
1) Improve Digital And Self-service Performance
With a stronger digital engagement framework, an organization can respect channel preferences, offer faster service, improve agent productivity, eliminate points of experiential fracture, and gather more actionable intelligence about the trust and behavior of the users The strongest artificial and self-service intelligence tools increase user comfort and increase agent productivity.
2) Reduce The Effort And Pain Points
Organizations recognize the importance of reducing friction for both users and agents. Travel mapping will help identify the weak points of users, while strategic planning (and the more robust digital channels) will offer a solution. Automating memory tasks and improving the knowledge base will make life easier for agents.
3) Train Agents To Make Connections
By freeing them from transactional tasks, improving training and taking advantage of the tools to acquire more practical intelligence, organizations will allow agents to interact more meaningfully with users. They will not only answer questions or offer support, but will make connections with them.
Instead of an “idealistic statement” of what call center leaders want to achieve, the change in contact center priorities is a reminder to start by building the right framework and overcoming the persistent challenges.
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