Flight of the contact centre
After almost two decades as quiet performers, contact centres are now receiving much attention from senior levels of the organisation, other than just a cost-centred focus. What has brought this about, given that the nature of contact centres is much the same as five years ago?
Performance.
Contact Centre Managers (CCMs) are high performers who understand their role and capability even better today than in the past.
Being on top of their game, CCMs can now focus on new and more demanding challenges such as financial performance, strategic alignment, and business process chain performance. These aspects are the deliverables that bring real added value to the organisation on top of service delivery. An example of this change in strategy is in medical centres, where contact centres have been established to provide the first point of contact. The pre-diagnosis documentation that a skilled agent can complete reduces the time required with the doctor and streamlines the experience, so that the service can be delivered by phone.
Given the above, in 2010 I expect further use of contact centres where previously other parts of the organisation might have been the first point of contact.
Finding cost reductions in the rest of the business
CCMs have always had to reduce costs within their operation, and in future that capability is going to be leveraged in other parts of the business. As a well-recognised and influential performer in the management group, the CCM can work alongside peers to redesign the wider organisation at the operational level. Organisations are now more receptive to CCMs initiating that change and, if presented well, can see this as a proactive contribution to wider management.
A key area of capability is performance reporting. Contact centres have always been highly measured, whereas other departments have not. Leverage that capability to measure productivity in other areas of the company to find cost savings, or take the business processes into the contact centre for better performance.
Understanding comparative cost inputs
As we emerge from a recession, we are all tired of doing more with less, which is really various forms of cutback, without necessarily smarter management.
In 2010 companies will initiate significant strategic change to further reduce levels of cost whilst delivering the same or better output. In a New Zealand context, one form this could take is transferring the contact centre from an expensive city location to a regional centre.
The smart organisation can also leverage the positive benefit delivered through its investment in New Zealand’s regions and drive up positive consumer brand values. If you are not convinced, calculate the value of having low staff attrition (say nine percent), with a saving of several thousand dollars per CSR salary, life balance opportunities for families, and an additional business continuity site for your large contact centre model – that will make the relocation worth the effort.
The Operations Manager role becomes better understood
Contact Centres that are lucky enough to have an Operations Manager (OM) understand how vital this role is, and thankfully they are becoming more numerous. As the distinction between the CCM and OM is better defined, the OM can deliver more value. Daily production is the core aspect of the role, enabling the CCM to give more attention to communication and future developments involving other business partners or the conceptual people in the organisation, such as policy, marketing and business development. Smaller centres that can’t justify an OM can still follow the intent of the OM role, such as formally designating a 2IC for the CCM when they are away from the centre. The 2IC is likely to be a team leader and should have written guidelines to refer to for operational requirements. It is better to have confirmed escalation policies that can be triggered when performance drops, rather than the CCM assuming that the OM will know what actions to take.
