![\"WFM](\"https:\/\/www.customerservicemanager.com\/wp-content\/uploads\/2018\/10\/callwfm.jpg\")
\nHere, he explains how to build highly effective teams using workforce
\nmanagement (WFM).<\/p>\n
Running a contact center takes me back to my school days and Aesop\u2019s Fable of the \u2018Tortoise and the Hare\u2019. We all know the one, it\u2019s ingrained into our psyche but in\u00a0a world obsessed with speed, do we really put its teachings into practice?<\/p>\n
The faster hare is so confident of winning the race that it falls asleep and is beaten\u00a0by the slower tortoise \u2013 the first to reach the finishing line using a steady,\u00a0measured pace. In a similar way, contact centers are often so determined to handle\u00a0infinite numbers of calls as quickly as possible, they put unnecessary pressures on\u00a0agents and lose sight of the customer. In the process, staff leave along with\u00a0customers and it takes much longer to get both back again.<\/p>\n
Then, there\u2019s the constant battle between operations (who want \u2018fast and cheap\u2019) and the contact center (whose job is to make \u2018customers feel loved\u2019). This perennial\u00a0tug of war is damaging to agent morale, the customer experience and health of the\u00a0overall business.<\/p>\n
The proverb \u2018more haste, less speed\u2019 springs to mind and contact centers should look to introduce a \u2018less haste, more speed\u2019 culture into their operations. Real\u00a0effectiveness is about providing agents with the right environment to give customers what they really want (fast, accurate answers to their problems first time around)\u00a0while maximizing resources as cost-effectively as possible.<\/p>\n
Metrics that matter<\/strong><\/p>\n It all comes down to the basics so let\u2019s start with how contact centers measure 1. Number of contacts handled over a certain period of time <\/strong>\u2013 of course, this is\u00a0great for managers who want to look productive by saying \u2018we handle 100 calls every hour using only 10 agents\u2019 but what does this really mean for customer service?<\/p>\n 2. Occupancy <\/strong>\u2013 it\u2019s good to know how many of your resources are being used at any one time but it\u2019s even better to keep some agents in \u2018reserve\u2019 to handle random\u00a0contact arrival patterns and maintain service levels.<\/p>\n 3. Average Handling Times<\/strong> \u2013 if service is measured by how quickly agents can get\u00a0customers off the phone or finish a web chat conversation, chances are they are not really listening to the customer who won\u2019t get the outcome they expect and deserve.<\/p>\n Thinking from the outside in will yield a set of metrics that enable agents to focus 100% on the customer \u2013 the true meaning of effectiveness.<\/p>\n Ways to build effectiveness using WFM<\/strong><\/p>\n With customer-centric success criteria in place, turn to innovative workforce Schedule administrative tasks and training during quiet times<\/strong> \u2013 using WFM to\u00a0schedule offline activities such as administration, training and weekly huddles when\u00a0it is quiet, maximizes time and resources and enables agents to give their full attention to the customer during busy periods.<\/p>\n Add \u2018travel time\u2019 into schedules<\/strong> \u2013 in a bid to save time, managers often take Flexible planning \u2018on the go\u2019<\/strong> \u2013 the flexibility of modern technology means you can\u00a0schedule – in advance – the right number of staff to match call demand. Features such as Real-Time Adherence flag up when schedules are in danger of being breached while Intra-day Schedulers allow managers to reschedule the contact center workforce\u00a0during the day taking into account unplanned changes in customer demand and\u00a0unplanned agent absences.<\/p>\n Create your best-performing team<\/strong> \u2013 use WFM to create a virtual library of agent\u00a0talent, knowledge and qualifications to deploy the right-skilled agents to the right place at the right time. Tap into this data to identify missing competencies and\u00a0build tailored training programs along with meaningful career paths that keep agents stimulated, motivated and away from the competition.<\/p>\n Empower agents<\/strong> – through self-service to control their own schedules, Future-proof operations<\/strong> \u2013 by maximizing the latest forecasting technology Why be a hare when you can be the winning tortoise? Put in place the metrics that really matter then back them up with WFM to build a highly effective contact center\u00a0where talented agents are proud to work and go the extra mile to delight customers at every turn.<\/p>\n
\ntheir success. Most make the mistake of developing a set of metrics that focus
\nentirely on satisfying their internal customers rather than those on the outside who are keeping them in jobs and the organization in business!\u00a0The top three culprits\u00a0are:<\/p>\n
\nmanagement (WFM) technology to build a highly effective contact center environment:<\/p>\n
\nshort-cuts and make schedules unrealistic. For example, they don\u2019t factor in the travel time needed to get from the contact center floor to the training rooms.
\nAdding a cushion of 5 minutes either side of a 30-minute training session will make\u00a0it easy for everyone to arrive on time without running while adhering to their schedules.<\/p>\n
\nselect breaks and lunches, swap shifts and request time off with immediate feedback\u00a0from their manager. Then, make the most of advanced WFM reporting and dashboards to\u00a0provide a real-time snapshot of employee and team performance against specific\u00a0contact center KPIs or customer SLAs in a fair and transparent way.<\/p>\n
\nto right-size your contact center. Running a series of \u2018what if\u2019 scenarios helps to
\npredict staffing needs for regular seasonal fluctuations such as public holidays or\u00a0new marketing campaigns. This provides the analytical evidence required to work effectively with outsourcing agencies to supplement in-house resources during busy\u00a0periods while avoiding unnecessary staff costs during calmer periods.<\/p>\n
![\"Carlos](\"https:\/\/www.customerservicemanager.com\/wp-content\/uploads\/2018\/10\/Carlos-Munoz.jpg\")
Carlos Mu\u00f1oz is