Touchpoint Change, Performance review and improvement, Cost reduction

 

Performance Improvement And Troubleshooting

 

Few Customer Service managers are completely happy with their operational performance, and those who are will not remain complacent for long!   Contact centres, for instance, are dynamic and busy places and this can give rise to a stimulating atmosphere. 

However, when the pressure mounts or customer dissatisfaction levels climb, the atmosphere can change radically to make it a highly stressful place to work.  This state of affairs is not inevitable, and should not be acceptable to senior managers who must increasingly look out for their employees' well-being as well as that of their customers.  Staff morale, like customer satisfaction, can be quickly lost, but only slowly regained.

The performance of a contact centre should therefore be measured from several angles, each being vital for the smooth running of the operation and the contribution to the wider organisation's objectives:

 

Customer experience - this should be measured by a combination of objective and subjective data provided first hand from customers.  Too many contact centres still rely on telephony reports which hide a multitude of issues; 

Cost and efficiency - although many budgets or cost-to-serve targets are arbitrary, financial reports should be straightforward and there should be clear trends of increasing efficiency in parallel with quality improvements;

Service levels - adherence to the defined standards of service is important, but again these are often arbitrary and should be developed with a clear understanding of how they drive behaviours in the contact centre, particularly during difficult times;

Delivery of corporate objectives - whether these relate to revenue generation, community well-being, market share, asset condition or anything else, the contact centre will play a key role in helping the whole organisation achieve its goals.  Processes, structures and measures must be designed with this in mind and not in a way that creates a departmental silo;

Staff satisfaction - some successful organisations put this at the top of their list on the basis that motivated and conscientious staff look after their customers.  Although it is not quite that simple, it is a very good start.  An open two-way discussion about staff perceptions can often uncover the root causes of a raft of operational issues.  Fix those quickly and a momentum for change is already starting to build.

 

All of the elements above are important and every organisation should aim to perform well in all areas.  It is not always true that a higher service level results in higher costs.  Most contact centres can improve service whilst reducing costs since many of the customer transactions undertaken are the result of previous failures or delays.  The handling and wrap times can be streamlined by simplifying and fool-proofing processes and policies.  Continuously developing the skills of all staff is also key but not in isolation - overall performance is dictated by the wider system more than each individual's contribution.  Hence the importance of a method for continuous improvement that everyone can take part in and benefit from.

Our specialists can get to the root cause of specific issues or can take a broader view of the operation.  They can identify specific areas for improvement or benchmark the centre against other similar ones.  The ultimate benchmark, however, is not your peer group but your customers, who (quite rightly) expect quick efficient service every time they require it.  The Kano model provides a simple framework to think through what is important for customers and to prioritise it.  The goal will then be to develop all areas of customer experience over a defined period of time, and to continually improve it thereafter.

We can tailor our services to any objective, timescale or budget and can work closely with members of your team to equip them to continue the jobs of reflection and improvement.  We will be happy to discuss this with you. 

 

© Touchpoint Change Consulting Ltd, 2009.