Post on 01-Jan-2016
description
transcript
CALL CENTER FUTURE:Come incrementare le
performance
Luca LorenzonAccount Executive – Plantronics Italia
White Paper
• Titolo: I fattori di successo nei contact centre del futuro • 4° User Council Meeting 17,18 Maggio 2006 Napoli
• Chaired by Neil Salton – Go Corless (UK)– Azienda di consulenza specializzata in Workplace, ICT e
organizzazione aziendale
• Con la collaborazione di – Telecom Italia– Tim– Vodafone– Wind– Cos– Comdata– CCA – Customer Contact Association (UK)– CMMC
I fattori di successo
• People – necessità ed aspirazioni degli agenti
• Technology – IP & Mobility
• Workplace– design del posto di lavoro (workplace)
From Call to Contact …• The Call Centre has evolved to be about customer Contact,
not simply customer calls• The web gives customers many ways to make contact
– Variation in contact preferences by demographic
• Older generations prefer face to face, but a call is the next best option and tend to have longer calls – need to be routed to sympathetic minded agents
• Customer self service options are the key– Call-me-Back’ option for when browsing does not provide the
answer– ‘Click-to-Call’ e.g. Skype integration into E-Bay– SMS – Account updates etc– Email
– And of course voice …
People: What Do Agents Say - UK survey?
• 62% of agents are women– 39% aged between 18-25
• Older agents stay longer in their jobs– 50% aged 36-45 stay for > 2 years– 83% aged >46 stay for > 2 years
• Most popular facilities– Training rooms, Chill-out areas, Car parking & Internet
access• These facilities were quoted as reducing feelings of stress
and higher feelings of personal organisation and pride• 50% of 36-45 year old agents would like flexible working
opportunities, less than 18% are offered the chance• In spite of using call-routing systems, only 35% of agents are
provided with the correct information to manage the call
*Source : Benchmark Research 228 agents in 33 Call Centres 2004
People Issues• Agents must be fully acquainted with the your
brand, values and products• Sustaining motivation is vital to maintain customer
service levels• Softer aspects drive motivation and resultant
service – most motivation is about involvement and sense of contribution
• Agent discretion in situation handling– Create a feeling of autonomy and influence – meet the
needs of the customer needs now - within business rules
• Research has shown that these objective measures have a negative impact on motivation and productivity
People Issues
• Training and ongoing briefing sessions– Business objectives training– Tactical role training– Integration into marketing/selling operations
• Involve the Contact Centre in campaign design and development, utilise learning and avoid inefficiencies
– Maintenance of the training programme – the Contact Centre must always be integrated into the business
• Skill based call routing– Understanding agents skills and routing accordingly– Treating agents as individuals increases self worth &
feeling of making a contribution
• Interview with Anne-Marie Forsyth (CEO of the CCA)– “Staff attrition remains a challenge for the industry,
and will only be fixed if staff have the right quality of work, and they feel that the work really has purpose”
– CCA is lobbying for a drive towards best practice adoption– “Move away from just ‘buffering’ calls to truly handling
customers in the best way possible”• Contact centres need to be placed at the heart of the business
and the brand, and as stated in the earlier briefing, be fully integrated and not play the ‘bolt-on’ department role
– “Stop ‘dumping’ endless campaigns on the Contact Centre and disregarding the people skills”
• Ensure the Contact Centre is fully involved with campaign and activity planning and that the right agents work on programmes that suit their individual skills
Contact Centre Standards
People: workshop key findings• Motivazione
– Fondamentale per il successo– Bastano piccoli gesti (condividere un successo, messaggi semplici etc)
• Training– Continuo e a volte meglio se al di fuori dell’ambiete di lavoro– Non solo sulle attività ma anche sull’azienda
• Opportunità di carriera– Anche in Italia le persone rimangono a lungo (6-8 anni)– Capire gli skill delle persone e farle crescere in azienda
• Managment– Coinvolti e parte del team– Investire sulle persone (e non vedere questo come dei costi)
• Ruolo delle Associazioni– Riconoscimento sociale del profilo lavorativo e del settore– Sostegno nella crescita professionale
Technology• The first few seconds of a call really count & the right
technology can influence these important moments & personalising the initial routing can impact how the customer feels about the next stages of the call
– Voice over IP (VoIP)
• Disruptive technology : the compelling benefits– Wireless technology
• Flexibility of movement while connected– Monitoring and measuring
• How technology can help – contacts waiting etc.– Managing ambient noise & the impacts
• Agents and customers
Contact Centre VoIP• IP communications changing how calls can be handled & from
where they are taken• Move agents into other parts of the business• Home working ‘Virtual Contact Centre’• Mix of virtual & production floor according to
the nature of the call– 1st level contact on site, 2nd level
support/escalation may be virtual– Single converged IP network, savings on capital cost +
running costs– Opportunity to move agent groups more easily for agent
job change, sharing, training etc
Wireless Networks• In-building wireless networks
– Freedom of movement for staff– Ability to change location temporarily for meetings or
break outs– Collaborative working & training sessions– Easier for other teams to co-locate on ad hoc basis– Meeting room booking etc
• Guest WiFi networks– Improve client/supplier experience when on site– Guest portal to allow for printing, finding local
information
Technology – workshop key findings
• Ruolo della tecnologia– Partner invisibile che deve assiste e non ostacolare– Da integrare gradualmente per non impattare le operations
• VoiP– Principale innovazione tecnologica degli ultimi tempi– È stato implementato velocemente ma l’evoluzione dei softphones
avverrà nei prossimi anni– Aiuterà la diffusione del telelavoro (ancora limitato in Italia)
• Wireless– Tecnologia ancora di nicchia– Sarà inevitabile con l’evoluzione dei nuovi posti di lavoro
• CRM e software in generale– Principale area di frustrazione– I sistemi devono permettere all’agente di aiutare il cliente al
momento della chiamata
• Merrill Lynch London– Very noisy trading floor
environment
• British Telecom– Telesales
Workplace Design - Have We Moved On?
• Cellular Operations– Combined 4 buildings, great
deal of natural light and a focus on relaxation areas
• First Direct– Large floorplan with supervisor
area in the centre– Fairly densely populated but
open feel
• IBM Scotland– Investment in lighting,
Colour variation, Plants, Open space
• Orange– 450 seats in 5,600 sq
metres– As you move around the
Contact Centre, it is like being in an Orange retail store – brand immersion
Workplace – workshop key findings
• Cosa si sta facendo– Cercare di personalizzare la postazione– Cura della luminosità e posizione della postazione– Qualità video – audio– Parcheggi e collegamenti con i mezzi pubblici– Ottenere servizi minimi: acqua, frigoriferi,
televisioni– Protezione dal rumore
Workplace – workshop key findings
• Dove si vorrebbe arrivare
– L’ambiente di lavoro è fondamentale – investimento per migliorare la qualità del lavoro con evidenti riflessi sulla produttività delle persone
– Purtroppo è ancora visto come un costo– La fase di progettazione è fondamentale per evitare che le
aree relax vengano poi trasformate per mancanza di sale– Diminuzione della diffidenza nei confronti dei telelavoratori –
ricerche dimostrano che la loro produttività è eccezionale– Valorizzare l’aspetto dell’educazione delle persone verso la
propria salute (fare esercizio, bere molto, etc) – Incentivare le convenzioni per dare servizi agli operatori
(lavanderia, cinema, etc)– Estendere le iniziative locali “best practice” in modo da
trasformarle in interventi aziendali a livello macro
Conclusioni
• People- gli operatori devono essere considerati parte integrante dell’azienda- è importante creare un senso di appartenenza tra gli operatori e l’azienda- Training e motivazione i due elementi chiave - dare riconoscibilità sociale sui media al lavoro nei Call Centre e
rafforzarne la percezione nel mercato
• Technology– la tecnologia è importante, ma deve creare benefici, mantenere
continuità– il wireless ha un ruolo di nicchia, ma è importante per alcuni ruoli nei Call
Centre– VoIP è una tecnologia che comporta costi significativi ma vantaggi
operativi
• Place– Posto di lavoro accogliente è di ispirazione non solo per i lavoratori
ma per la comunità– E’ un investimento, non un costo
I fattori di successo nei contact centre del futuro
Employment Contract
Use of technologies for efficiency, time saving, mobility, information access, choice
Opportunity to make efficiencies
Opportunity to save space
Reflection of
varying workstyles
Mobility
Customer focus & response
Greater speed
Work/life balance
Social demographics
Staff attraction
& retention
Shift to task/skill orientated work force
Improved security
Decreasing cost
Learning and sharing knowledge
Parity across the organisation
Improve collaboration
Virtual environments