The latest generation of call center software can easily generate reams of analytical reports. Armed with these reports call centers, managers set out to convert their apartments on lean, efficient operations. Unfortunately three common reactions to these reports can devastate operations, making things worse instead of better.
Administrators use calls center reports to find and resolve the sources of accumulation of calls. As queue times fall, some agents may find periods not have to take calls. The obvious, and wrong, the reaction to this is to fire officials.
However, these changes are usually made in response to information officers were overloaded in the first place. As the workload easier, reducing staffing simply creates the problem overwork again. In addition, any healthy company should grow. What happens when the organization has more customers and call traffic begins to rise again?
If agents are inactive for short periods of time, this is often just a symptom of an efficient department and can be ignored. Agents appreciate the respite from time to time. Because downtime can be handled by giving additional optional duties to fill your time or setting, not reduce staffing to cover periods of high traffic agents.
Using the reports as punishment
Reports of call centers can be used to find the agents who drive less than average calls per day. Shaking a page of statistics on the face of an officer and demanding better call rates are not likely to solve the problem. The objective of the analysis is to improve the functioning of the department for the benefit of the company, customers and agents. Its use as a source of discipline causes the agents to see the tools as a negative.
In general, focus on the department as a whole and not on individual agents. Where some agents were are significantly underperforming, find out why instead of jumping immediately to a reprimand. Does the agent struggling due to poor training? Is the agent cannot cut talkative customers politely? It is managing the agent calls to be transferred to other departments? Using a positive approach to these and other problems will produce better results.
Treating technology as a response
Reports of call centers are valuable tools for managers, but do not expect more than that. They are tools, not solutions. The information helps managers to develop effective solutions and measure the impact of new policies and procedures, but do nothing for themselves. Simple software installation and placement of boards full of statistics will not improve the performance of the department rather than an ax will cut down a tree by itself.
Software is no substitute for human analysis and planning. Use the data collected to determine where the problems are and to find new methods to address these challenges. Create policies that agents know how to respond to changes in call traffic. Develop a comprehensive solution rather than just throwing money and technology at the problem.