- COMMUNITIES
- PUBLICATIONS
TMCnet Magazines
Internet Telephony Magazine
Click here to read latest issue
Subscribe for FREE - Click Here
CUSTOMER
Click here to read latest issue
Subscribe for FREE - Click Here
Cloud Computing Magazine
Click here to read latest issue
Subscribe for FREE - Click Here
IoT EVOLUTION MAGAZINE
Click here to read latest issue
Subscribe for FREE - Click Here - EVENTS
- AWARDS
- TECHNOLOGIES
TMCnet's Technology Sites
- MORE NEWS
Browse News by Topics
- BLOGS
- MORE
TMCnet Resources
About TMCnet
Subscriptions
 September 2008 | Volume 27 / Number 4
From The Analyst's Desk
Contact Center Study Identifies Strengths and Weaknesses
that they are more sophisticated and proactive
in terms of the type and depth of contact
center technologies that are implemented.
One common characteristic is the strong likelihood that companies not currently using an IP-based contact center will likely implement one in the next two to three years. The study found that 66 percent of financial services companies, 45 percent of communications companies, 58 percent of utilities and 83 percent of healthcare companies not using the technology are moving toward IP installations. “Consumers often have intuition about which industries offer the best customer service experience, and which ones use more dynamic customer service technologies,” said Paul Segre, CEO, Genesys, in a statement. “This research gives us insight into where each vertical segment is in the adoption continuum.” The results of this study also indicate that government organizations have more clearly defined measurements for contact center performance. Despite this progress, they still lag behind other industries, having installed fewer dynamic contact center technologies, such as outbound calling, customer-to-agent e-mail, instant messaging or Web callback. The research also determined that while nearly two-third of the Financial Services companies are not currently using an IP-based contact center, more than half of them are likely to implement one in the next two to three years. In addition, insurance companies are the highest users of touchtone IVR with a 92 percent adoption rate. Communication companies appear to be leading in use of SMS/text messaging and Web chat. Only 23 percent of healthcare contact centers are likely to attempt up- or cross-selling as they view the practice as inappropriate or time-consuming. The results of this study highlight specific opportunities throughout multiple industries for advances that can be made within contact centers to actually drive higher customer satisfaction. While there is no one-size-fits-all in for contact centers, there are specific steps that can be taken that will not only improve performance, but also productivity. CIS Study Recommends Contact Center Self-Assess to Ensure Optimal Hiring Practices Hiring in the contact center industry is one of the most daunting tasks as it is layered with high costs, high probability of attrition, a specific desired skill set for a job that can be both challenging and stressful. For some individuals, the contact center environment can be the perfect job. Perhaps they have the option of a flexible schedule or they can work from home or perhaps the job is providing necessary skills for the next anticipated step in their career path. The reality in this industry however, is that many people are placed in the position of contact center agent without the proper skills, training or a realistic view of the demands of the job. It is for these reasons and others that many contact centers deal with high — and rising — attrition, battling to keep costs under control while the cost of hiring continues to climb. Forrester (News - Alert) Research recently published a “Self- Assessment for Contact Centers” authored by Elizabeth Herrell. In this research report, Herrell takes the position that all firms should perform an audit before making outsourcing or upgrade decisions. Such self-assessment is essential to not only ensure that the customer is provided with the best possible customer service, but to also produce to most efficient contact center possible. Consider for a moment that personnel typically accounts for roughly 65 percent of the total cost of contact center operations. When the contact center collaborates with IT managers, areas that drive up costs or lead to inefficiencies can be identified. The area that should always be at the top of consideration is hiring and training practices. Herrell notes that contact center managers should carefully document skills required for agents that will promote efficient operations and only hire those individuals who meet the criteria. Those agents who feel better able and prepared to handle their duties are more likely to enjoy their work and remain on the job longer than those who feel the duties they face are overwhelming or far-reaching. Training plays a key role in ensuring that these agents are ready for the tasks to which they are assigned. Once an agent is put in place, it is imperative that contact center managers deliver coaching and skills development tools, assign individual performance goals, identify career paths within the contact center and provide the necessary training for advancement. One of the biggest shortfalls that will often plague the contact center is that the recruiting and retaining of contact center agents is not viewed on an ongoing process that is constantly changing. Without an active and involved role in the process, the center is more likely to hire individuals not suited for the job. Such mistakes lead to higher attrition that generates higher costs. CIS CIS Magazine Table of Contents |
By Susan J. Campbell, 
