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Eileen may webcast
- 1. Rebooting Your Contact Center Critical Tools to Assess and Repair the Health of Your Business Eileen May SVP Operations Publicis Touchpoint Solutions, Inc.
- 2. It’s Not a Project! It’s a Strategy! • Why and when to evaluate? – Evolving effort – Every 12-18 months (at minimum) Four Key Steps: Identify stakeholders • Set realistic expectations Distinguish key – Long-term strategy competencies – Continuous improvement is Choose score card the objective Recognize trends – Doesn’t happen overnight
- 3. Identify Stakeholders and Distinguish Key Competencies Establish cross-functional team •Don’t operate in a vacuum Metrics (internal & client focused) Include all key stakeholders Profitability Training •Executive sponsorship •Internal Departments •Customers Quality Process •Etc. hip er s ad Le Implementatio n Workload Forecasting Technology Assume Nothing — Go “Back to Basics”
- 4. Choose Score Card • Choose a scoring approach – Well defined and transparent – E.g., Consumer Reports rating system • Employ “brutal honesty” – Don’t shy away from the truth in evaluations • Recognize and investigate trends by key competency – Better? Worse? Neutral? – Evaluate and assess rationale for each • Why? • Why not?
- 5. How do Developing Your Plan… you eat an elephan t? One Break It Down: bite at a time. • Assign single “owners” for accountability • Drill down – take your strategy Create a Roadmap: to the tactical level • Develop a tactical roadmap for the initiative • Take “small bites” – look at month-over- – By category and by month month successes – Celebrate the “small wins” – Simple “stop light” progress reporting – Routine progress reports
- 6. In Summary… • Ongoing strategy – It’s not a project • Conduct proper assessment y … – Identify stakeholders Su mmar – Distinguish competencies In – Choose score card – Recognize trends • Develop your plan – Break it down – Create a roadmap – Continuously communicate • Continue to evolve
- 8. Eileen May SVP Operations Publicis Touchpoint Solutions, Inc. linkedin.com/in/eileenmay
Notes de l'éditeur
- Why and when should you evaluate your business Usually only evaluated during change – new leadership comes in, business mergers or acquisitions, periodic audits Evaluating your business is an evolving effort, but formally should be assessed at least yearly or every 18 months at a minimum Enough time has passed that the mitigation of gaps from the past are resolved and the business has an opportunity to normalize, as well as change based on internal and/or environmental factors that if you don’t reinvent yourself – you’ll miss the bus Setting expectations for the effort and next steps Conducting a true assessment of the health of your organization is an exercise and can be merely that and a “check of a box”, but for those contact centers that want to achieve best in class status – acting on and setting expectations to the assessment team and the greater organization is essential. For our organization, we entered into this journey in 24 months later – feel we have launched our center to a new level – rebooting all the necessary areas of the organization to remain a leader in our space. If you haven’t done something of this sort before – present this effort as an opportunity to establish a benchmark
- What categories are important? What matters – in our business there are some standards….(see if you can get them to give you some) Leadership Technology Workload / Forecasting Process Training Quality Assurance Profitability Metrics – Internal and Client Focused Implementation Don’t have too many – we chose 8 key categories in our business, but you may have more or less – somewhere between 5 and 10 is digestible for our business.
- How will you “score” yourselves? 1-5, A-F, to weight or not to weight the categories – this can become a statistical nightmare – I could barely get my cross-functional teams to sit in a room together – let alone for the 2 days we set aside to complete this evaluation…so my advise to you – is keep it simple. A “Consumer Reports approach”
- Break It Down Assign single leads for accountability Take the vision to the tactical level Small bites – month over month success
- Evaluating the health of your contact center Evaluate formally at minimum every 12 months Complete tactical audits throughout the year T he importance of “back to basics” Don’t advance until you can confirm your footing is solid Don’t ever assume – “Show Me” Conducting a proper assessment Involve the right people Know what measure you will use Focus on critical business categories Developing a realistic plan to “reboot” your organization Start with a roadmap Detail into tactical plans with key leads Measuring your progress Reevaluate progress in 6 months Course correct to balance with the environment
- Evaluating the health of your contact center Evaluate formally at minimum every 12 months Complete tactical audits throughout the year T he importance of “back to basics” Don’t advance until you can confirm your footing is solid Don’t ever assume – “Show Me” Conducting a proper assessment Involve the right people Know what measure you will use Focus on critical business categories Developing a realistic plan to “reboot” your organization Start with a roadmap Detail into tactical plans with key leads Measuring your progress Reevaluate progress in 6 months Course correct to balance with the environment
- Evaluating the health of your contact center Evaluate formally at minimum every 12 months Complete tactical audits throughout the year T he importance of “back to basics” Don’t advance until you can confirm your footing is solid Don’t ever assume – “Show Me” Conducting a proper assessment Involve the right people Know what measure you will use Focus on critical business categories Developing a realistic plan to “reboot” your organization Start with a roadmap Detail into tactical plans with key leads Measuring your progress Reevaluate progress in 6 months Course correct to balance with the environment