![]() It cannot account for the specific skills of certain agents in allocating calls for example, and provides little visibility into what it’s doing. But not every caller is going to find the right number the first time. By their very nature, the PABX is quite inflexible, and is nowhere near as powerful as a fully-fledged contact centre solution. Transferring inbound calls takes time – a lot of time, if you’re dealing with a lot of incoming calls.Īt a basic level, you can set up your PABX with different numbers for different departments. One method you can use is gamification of your outcomes, in order to assign some additional recognition to agents who achieve outstanding results. Apart from setting goals, how can you propel them forward? If you want to bring your team in, and make everybody more accountable for their KPIs, the challenge you now face is motivating your group. If pickup rates suddenly drop for instance, it could be time for some new numbers (also known as CLIs, which stands for calling line identification).Īs you’re picking your metrics, think about what makes a good KPI – this way you can ensure that what you’re measuring is actually useful. Ideally, you should also have a process for managing upticks or downticks in the metrics you’re monitoring. Then, define another group of secondary metrics (another 5-15) that you can use in specific situations.Įssentially, you’re building a toolbox – your hammer and saw are going to be the easiest to access, while other tools which you wouldn’t use as regularly might be nearer the bottom, ready for use in specific situations. If you’ve got figures you want your team to see, getting a TV set up in a visible location can be a useful idea. Having a separate monitor is really handy for those managing larger teams. Populate a dashboard with these key figures, and ensure that they’re super-visible to the people that you want to see them (either your team or team leaders). Here’s an idea to make your KPIs more meaningful.įirst, define a primary set of metrics, around 5-8 different KPIs, that you like to keep an eye on constantly. If you just have an assortment of random metrics, which are changed around all the time, it can be hard to derive meaning from what you’re measuring. Having a process in place also ensures that you get familiar with a certain set of KPIs – you know that a drop in time spent talking could mean a drop in data quality, for example. At times, it can be hard to sort the noise from what you actually care about. ![]() If you don’t, you may be spending time keeping track of outcomes that do not make a material difference to how efficiently you’re operating. You need a plan (or a process) to monitor the metrics that matter most to your organisation. Here are the best call centre process improvement strategies. But with more room to manoeuvre, you can zoom out a little and target much broader sets of processes. If it’s entirely up to you as a manager to improve your business processes, then you’re a little more limited in what you can achieve. How granular you go, or how specific you get, in defining these processes, will depend on how much buy-in you have for improving efficiency. Then, from this shortlist, identify those that can be quickly and easily improved.įrom here, it’s up to you to implement strategies that can improve the speed with which you do things. Your job is to identify the tasks your team does the most often in your contact centre. Think about this: a small improvement, in a process you carry out all the time, can yield a big increase in efficiency. How do you decide which ones to focus on improving? Where is your time best-allocated? There may be hundreds of processes you carry out on a weekly or daily basis in your contact centre, of varying granularity. The secret to process improvementīefore we dive into the specific strategies you can use to improve your business processes, let’s talk about what it actually takes to become more efficient. Here’s what you can do to improve efficiency in your call centre processes – and fast. Many contact centres really struggle with business process improvement.Įven if you manage to find hours in the day to really plan more efficient methodologies, actually executing on the improvements is a whole other challenge. Doing the same things you’re already doing – but more efficiently.
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