Agent engagement, morale, and empowerment – and the implications for your contact center
It goes without saying that no one wants to work in a despondent environment – and those that do find themselves in such a situation will quickly become disengaged. Agents with low morale deliver lower engagement and performance, as well as higher rates of absenteeism and turnover. As such, improving morale is good for business […]
What are some of the customer identity verification processes that contact centres are best advised to put in place for fraud reduction?
An increasing number of customer experience journeys in the 2020s begin with some form of identity verification process. Such customer security processes are about two factors: whether the person reaching out to the contact centre is who they say they are, and whether that person is allowed to do what they are trying to do. […]
What solutions, approaches and business processes do UK contact centres use to reduce the risk of card fraud?
After being presented with a multitude of different methods, the results from a survey of over 200 UK businesses indicate that, on average, a call centre employs 3.6 techniques to reduce card fraud and thus support Payment Card Industry Data Security Standard (PCI DSS) compliance. Some of the most common card fraud reduction solutions, approaches […]
How effectively is your contact centre recognising and handling ‘moments of truth’ in customer interactions?
In a recent article of ours, we wrote about the Customer Interaction Cube, which provides a structure setting out no fewer than eight different types of customer interaction, based on factors including the emotional importance, urgency, and complexity of the customer’s query. Even the structure outlined by this 2x2x2 cube, however, can only ever represent […]
Introducing the Customer Interaction Cube, and the eight types of contact centre interaction
Whatever the specific vertical market a given organisation’s contact or call centre operates in, there are two main influences that will need to guide its decisions: the commercial activity within that sector, and the preferences and requirements that customers have in relation to contacting the organisation. Yes, the nature of the given business vertical market […]
The role of first-contact resolution as a major driver for customer experience
When it comes to striving to ensure the most positive customer experience (CX) at call centres, first-contact resolution (FCR) ought to be a key topic of conversation. After all, surveys of both organisations and customers have unearthed plenty of evidence of FCR being a primary factor in positive CX – yet its importance hasn’t always […]
What does CX mean to a customer? A comparison of customer and business views
While the vast majority of organisations aim to provide the best possible customer experience – or at least claim to do so – it is not always straightforward to determine what elements most contribute to making such a positive customer experience a reality. Nonetheless, the question has to be considered, given how this shapes organisations’ […]
Optimising your contact centre omnichannel workforce management
When it comes to forecasting and predicting resource requirements for telephony, the mechanics and mathematics underpinning this are well-established and widely understood. We are however increasingly in the omnichannel era of customer service, defined by the wholesale use of digital channels such as email, web chat and social media, which are not subject to the […]
For what purposes can post-call analytics be best used by call centres?
Analytics will always have a key role to play in effective workplace optimisation in the call centre, and the most widely used type of interaction analytics functionality is historical post-call speech analytics. When speech analytics solutions first began to be implemented, the focus was generally on the analysis of large numbers of recorded calls, with […]
Is your contact centre taking sufficiently seriously the importance of comprehensive onboarding?
Onboarding – defined by Cambridge University as “the process in which new employees gain the knowledge and skills they need to become effective members of an organisation” – will always play a crucial role in an agent’s chances of adapting to their new organisation and achieving sustained success. The agent in question may find it […]