Anil Chawla, MD, Verint talks about chang­ing dy­nam­ics of Cus­tomer En­gage­ment So­lu­tions and An­a­lyt­ics led Work­force En­gage­ment.

PCQuest - - TECH TRENDS - Anushruti Singh anushrutis@cy­ber­me­dia.co.in

they not only op­ti­mize each chan­nel, but they also bet­ter un­der­stand the cus­tomer jour­ney and take cor­rec­tive ac­tion for con­vert­ing cus­tomer de­trac­tors to pro­mot­ers. They have achieved sig­nif­i­cant im­prove­ment in cus­tomer sat­is­fac­tion while re­duc­ing costs and im­prov­ing sales con­ver­sion rates.

Where does em­ployee en­gage­ment fit in here? The key is hav­ing tools that bring the most im­por­tant nuggets from speech and text an­a­lyt­ics data to the em­ployee’s fin­ger­tips. As cus­tomer in­quiries grow in com­plex­ity, most em­ploy­ees can’t mem­o­rize all the in­for­ma­tion nec­es­sary to re­spond ef­fec­tively. For ex­am­ple, your speech and text an­a­lyt­ics ap­pli­ca­tions might iden­tify that cus­tomers are ask­ing most fre­quently about one line of ser­vice or prod­uct. Em­ployee en­gage­ment tools can then pop­u­late agent desk­tops with an easy-to-ac­cess, in­tu­itive repos­i­tory of in­for­ma­tion to help them an­swer the ques­tions cus­tomers are ask­ing about that ser­vice or prod­uct.

For ex­am­ple, Bank of Mon­treal (BMO) uses speech an­a­lyt­ics to iden­tify the top five pro­cesses per line of busi­ness that drive the most re­peat calls, as well as cus­tomers’ top dig­i­tal chal­lenges. Given the fact that the com­pany has 12 mil­lion cus­tomers in North Amer­ica and fields tens of thou­sands of calls an­nu­ally, the data is golden and is used by the bank to drive pos­i­tive change.

How would you de­fine Per­for­mance man­age­ment an­a­lyt­ics to chart a plan for growth for BPOs

BPOs have tra­di­tion­ally adopted the use of qual­ity mon­i­tor­ing in com­bi­na­tion with call record­ing to eval­u­ate a small por­tion of em­ployee-cus­tomer in­ter­ac­tions for use of the proper greet­ing, in­clu­sion of an up­sell of­fer, read­ing of a rel­e­vant dis­claimer, script ad­her­ence and more. As­sess­ing the calls and doc­u­ment­ing the re­sults are im­por­tant for iden­ti­fy­ing coach­ing and train­ing needed by in­di­vid­ual agents to im­prove their per­for­mance.

Al­though many qual­ity prac­ti­tion­ers may con­sider their qual­ity pro­grams au­to­mated, their pro­grams typ­i­cally con­sist of man­u­ally eval­u­at­ing, scor­ing and re­port­ing on five to seven per­cent of an agent’s calls. Even the BPO typ­i­cally have not been able to eval­u­ate a sta­tis­ti­cally sig­nif­i­cant por­tion of calls, and so might miss crit­i­cal skill gaps that de­mand at­ten­tion. Au­to­mated Qual­ity Man­age­ment (AQM) so­lu­tions change all that. It’s an im­por­tant ad­di­tion to any BPO’s tech­nol­ogy stack, pro­vid­ing solid as­sur­ance that an or­ga­ni­za­tion’s per­for­mance and cus­tomer ex­pe­ri­ence im­prove­ment pro­grams are on tar­get.

AQM pro­vides au­to­mated per­for­mance score­cards in an at-a-glance for­mat that make it easy for em­ploy­ees and their man­agers to view re­sults and pin­point ar­eas for im­prove­ment. By au­tomat­ing the scor­ing of eval­u­a­tion forms based on busi­ness rules cre­ated for each ques­tion, AQM makes agent per­for­mance eval­u­a­tion in­stan­ta­neous, so man­agers can ad­dress skill gaps within a day rather than at the end of the month. Score­cards can trig­ger alerts that then sched­ule coach­ing on the skill and knowl­edge gaps iden­ti­fied, and progress can be tracked af­ter each ses­sion to gauge up­take and ef­fec­tive­ness.

It is im­por­tant to have VoE (Voice of Em­ployee) so­lu­tions to build WEM (Work­force En­gage­ment Man­age­ment). Your thoughts on the same.

Voice of the Em­ployee ( VoE) so­lu­tions make it clear you care and they pro­vide a timely, cost-ef­fec­tive al­ter­na­tive to tra­di­tional, third-party em­ployee sat­is­fac­tion sur­veys. Or­ga­ni­za­tions can eas­ily sur­vey thou­sands of em­ploy­ees across hun­dreds of lo­ca­tions and mul­ti­ple lan­guages, then cen­trally mea­sure, an­a­lyze and take ac­tion on their feed­back. By cap­tur­ing em­ployee feed­back us­ing their pre­ferred chan­nels—in­clud­ing email, web, mo­bile, and SMS sur­veys—you can gain crit­i­cal in­sights for fos­ter­ing em­ployee en­gage­ment and em­pow­er­ment, pro­duc­tiv­ity, sat­is­fac­tion and re­ten­tion.

The cu­mu­la­tive ben­e­fit to over­all cus­tomer sat­is­fac­tion is clear. Granted, con­tact cen­ters & BPOs to­day have ac­cess to all sorts of an­a­lyt­ics to mine voice record­ings, text, the web, so­cial me­dia, and other cus­tomer touch points, so they can spot trends and re­spond to is­sues more quickly. The im­por­tance of an­a­lyt­ics can­not be over­stated as a way to ex­tract call con­tent, iden­tify emerg­ing is­sues or con­cerns, and quan­tify the num­ber of calls re­gard­ing a spe­cific prob­lem, but get­ting the in­for­ma­tion di­rectly from con­tact cen­ter agents in al­most near real time al­lows the com­pany to act on and re­solve is­sues much faster.

And while VoE is a some­what round­about way to get at cus­tomer sen­ti­ment, it can be more re­li­able than VoC so­lu­tions alone. For ex­am­ple, a large IT out­sourc­ing com­pany com­bined and an­a­lyzed cus­tomer and em­ployee feed­back to op­ti­mize in­ter­nal busi­ness pro­cesses and in­crease cus­tomer ex­pe­ri­ence scores. Af­ter ask­ing cus­tomers to give a cus­tomer sat­is­fac­tion score on their ex­pe­ri­ences with de­part­ments such as sales, op­er­a­tions, help desk, billing and de­liv­ery, they asked em­ploy­ees to rate the same de­part­ments on how im­por­tant their work is to the suc­cess of their jobs. They also used text an­a­lyt­ics to an­a­lyze verbatim com­ments to help iden­tify trends. Us­ing one cen­tral­ized plat­form, the com­pany then mapped the sur­vey data from both and drew con­clu­sions to prompt process im­prove­ments.

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