The following is a guest post from Susan Hash, editor of Contact Center Pipeline.
How much time has your executive team spent on the contact center floor? Not simply a quick walk-through, but actually taking the time to plug in with an agent to listen to customer calls? If execs really want to know what a quality customer experience sounds and feels like, spending time in the contact center will allow them to experience what your customers are feeling and thinking about your organization, as well as what frontline customer service staff go through on a daily basis.
In addition to senior executives, encouraging department leaders across the organization to spend time in the center is a great way to provide them with first-hand knowledge of what goes on within this critical touchpoint on the customer journey—and often the only interface a customer will have with an organization.
Some customer-centric organizations make it an essential activity for new leaders. At ING Direct, department leaders spend a month in the contact center jacking in with agents and listening to calls—and even handling customer complaints. They not only develop a better understanding of the frontline agent’s job, they realize how their own processes impact the contact center, and ultimately, the customer experience.
It doesn’t need to be a month-long commitment to have an effect. The contact center leadership team at Unilever found that a well-planned open house could make a significant impact. Various brand teams were invited into the center for an afternoon. The teams were given an overview of the types of information the center collected and how the frontline agents interacted with callers. Each brand team was asked to discuss the new products being released with the frontline agents so that they could offer their suggestions and ideas (an incredibly valuable resource!).
After the open house, contact center leadership followed up with the various departments to reinforce the idea that the center was willing and able to do more to support each area in improving their performance through customized reports and customer data.
Encourage the Entire Organization to Walk in the Customer’s Shoes
At BlueCross BlueShield of South Carolina, the Customer Experience team created a very unique activity designed to help non-customer-facing functions develop a better understanding of the customer service advocate’s role, and to understand how what they do impacts what happens in the contact center. They set up a call-listening room next to the employee cafeteria. Continue reading