Contact Center Performance Management to Optimize Enterprise Profitability: The Steps for Success
By Donna Fluss
A successful contact center is a combination of art and science. Providing world- class support to large numbers of customers requires a very sophisticated servicing environment and often involves millions of dollars in technology investments. This is the science aspect of managing a contact center. The art component is the softer side, the considerable management talent required to keep a contact center, including its personnel, on the right course.
Contact center managers are being pulled in too many directions. In the past, they dedicated more than 80% of their time to internal departmental issues, specifically ensuring productivity and quality. Now, as contact centers are being asked to share valuable customer information with sales, marketing, operations, product development and senior executives, managers need tools to automate many of their departmental responsibilities. They no longer have the luxury of spending hours consolidating and reviewing agent data derived from multiple systems, including the automatic call distributor (ACD), quality management (QM), sales and workforce management (WFM). However, neglecting these functions in order to dedicate their time to delivering information to external departments would diminish their center’s service excellence.