Managing agent costs while providing outstanding
service is a tough balancing act. Agents account
for approximately 70 percent of the costs for
an external support center and 80 percent for
an internal help desk. With the complexity of
multiple channels – e-mail and Web chat
– the management challenge has been growing
almost exponentially.
Far from Optimized!
Despite deploying best-in-class software for
managing workforce, large Contact Center/BPO
operations are far from optimized in using their
resources. This is because:
• |
Most
managers are experts at making the current
schedule work. However, the current schedule
is most rarely the best for deploying capital
and personnel. In many cases, schedules
are inherited for reasons best known to
the organization. |
• |
Spending more time
on trying to get their current schedules
adhered to seems to be the order of the
day, which leaves far too little time for
‘schedule reengineering’. |
• |
Arriving at a better
routing / schedule and quantifying the benefits
to make a business case for a change is
easier said than done. There are far too
many complex interlinks between the various
elements of a Contact Center (people, process,
and technology) that demand expert assistance. |
• |
Changing routing
strategy and schedules is usually a stressful
event for Contact Center managers and employees. |
But is there further
scope for optimizing workforce?
Even a quick study of a large Contact Center
or BPO can bring out certain evidence such as:
| • |
The
workforce schedule variance report looks
much the same as it did the previous year. |
• |
Mismatch between
work load and current schedules still exist.
Far more important is the sensitivity between
the two variables – even a 1 percent
improvement in the mismatch provides for
tremendous savings. |
| • |
The work splits
configured on the ACD branch out in all
directions without a logical pattern. It
is not unusual to observe 80 percent of
the splits just routing 20 percent of interactions. |
• |
Capacity created
to handle relatively newer channels such
as e-mail and chat is being underutilized
while the capacity that handles an existing
traditional channel like the phone is overloaded. |
| |
| This
event provides the audience an overview
of how Workforce Optimization assesses existing
customer interaction routing and workforce
scheduling practices, mines for complex
interlinks between a set of variables (routing
operations, number of splits, workforce
skills, workforce groupings, shift patterns),
and arrives at recommendations to improve
schedule accuracy resulting in substantial
savings. |
| |
Who
should attend?
Senior
Managers, Operations Heads, CTOs & eWFM
Managers from captive and third party contact
centers. |
| |
| Conference
Locations |
