When monitoring is mentioned listening to the agent's
conversation with the customer comes to mind. In
today's contact center however, there are additional
contact channels that a customer can choose from
to communicate with, including:
- Email
- Web-chat
- Web self-service
All of these channels have to be monitored for
quality as well as process execution.
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Research indicates that 98 percent of supervisors
are promoted from the CSR ranks. One day they
are a peer and the next day they are responsible
for coaching and developing their co-workers!
It is important to understand that the art of
coaching is a learned skill.
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The best monitoring and coaching program can be
hampered if you do not hire the right talent.
However, hiring the right talent is becoming more
challenging for today's multi-media contact center
which requires CSR's with new skill sets.
A new CSR must possess good writing skills and
a strong understanding of the Internet. In addition,
they need to have strong diplomatic skills. That
is why it is important for your organization to
have strong hiring practices.
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One of the most value-add assets any company can
have is a strong quality assurance (QA) team.
Yet most QA teams are under-utilized! If utilized
effectively your QA teams have the opportunity
to support your contact center's strategic initiatives
and support a proactive approach to managing the
business.
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The call center industry has grown at a fast clip
over the last decade. This means that there has
been a great need for managers (supervisors, front-line
managers and directors). However, just because
you are a manager does not mean you are a leader!
Leadership is a skill that has to be identified
and cultivated. It is key to the success of any
call center, but what does good leadership look
like in today's multi-media contact center environment?
Today's contact center leader has to be good at
motivating people, championing the cause, and
creating the vision.
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The contact center of yesterday functioned as
a silo separate from the company's other operating
areas. However current research reveals that 60
to 90 percent of customers communicate with companys
through their contact centers!
This percentage is a strong indication of the
huge amounts of customer and market intelligence
flowing into the contact center. It is time for
organizations to start sharing this information
which, if used properly within, can translate
into profit for your organization.
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There is a lot of confusion on how the contact
center fits into the overall CRM picture. Just
because a $20 million piece of technology is installed
into the operation does not mean that the contact
center is ready to deploy CRM. It is a strategy
that has to be linked to the overall company's
objectives. But how is this done so that it can
be implemented and managed on a daily basis?
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