CALL CENTER FUTURE: Come incrementare le performance Luca Lorenzon Account Executive – Plantronics Italia.

Presentazione sul tema: "CALL CENTER FUTURE: Come incrementare le performance Luca Lorenzon Account Executive – Plantronics Italia."— Transcript della presentazione:

1 CALL CENTER FUTURE: Come incrementare le performance Luca Lorenzon Account Executive – Plantronics Italia

2 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

3 I fattori di successo People – necessità ed aspirazioni degli agenti Technology –IP & Mobility Workplace – design del posto di lavoro (workplace)

4 © Cordless Group 2006 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 …

5 © Cordless Group 2006 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

6 © Cordless Group 2006 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

7 © Cordless Group 2006 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

8 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

9 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 dellambiete di lavoro –Non solo sulle attività ma anche sullazienda 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

10 © Cordless Group 2006 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

11 © Cordless Group 2006 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

12 © Cordless Group 2006 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

13 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 levoluzione dei softphones avverrà nei prossimi anni –Aiuterà la diffusione del telelavoro (ancora limitato in Italia) Wireless –Tecnologia ancora di nicchia –Sarà inevitabile con levoluzione dei nuovi posti di lavoro CRM e software in generale –Principale area di frustrazione –I sistemi devono permettere allagente di aiutare il cliente al momento della chiamata

14 © Cordless Group 2006 Merrill Lynch London –Very noisy trading floor environment British Telecom – –Telesales Workplace Design - Have We Moved On?

15 © Cordless Group 2006 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

16 © Cordless Group 2006 IBM Scotland – –Investment in lighting, Colour variation, Plants, Open space

17 © Cordless Group 2006 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

18 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

19 Workplace – workshop key findings Dove si vorrebbe arrivare –Lambiente 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 laspetto delleducazione 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

20 Conclusioni People - gli operatori devono essere considerati parte integrante dellazienda - è importante creare un senso di appartenenza tra gli operatori e lazienda - 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

21 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