This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
If you work in a call centerespecially if you lead a call centeryou might want to stop reading now, because Im about to bum you out. Being a callcenter agent sucks and it is managements fault. No, the real kicker is that the very structure of contact center work is engineeredalmost comicallyto induce maximum misery.
This inconsistency frustrates customers and drives up operational costs due to wasted resources. Poorly defined performance standards make performance management subjective and inconsistent, complicating efforts to motivate and engage callcenter teams.
This post was submitted by Adam Boelke , a CCNG Academy member who helps fellow members and leaders optimize callcenter performance and establish a culture of engagement that drives bottom-line results.
Company Shifts CallCenter Operations With a Focus on Guest Experience Callcenter operations have seen a dramatic shift for Hyatt Hotels Corp. in recent years as both the reasons for guests' calls and the methods for staffing have dynamically changed over the course of the pandemic. We are now in the U.S.
At the Coca-Cola Consolidated Contact Center in Charlotte, North Carolina their employee engagement system consists of five teams that make for a special formula. I was introduced to the system when Joachim “Joe” Rogers , the senior director of customercare for Coca-Cola Consolidated, shared it at a CCNG regional meeting.
CCNG is working through our network of colleagues and resources to help share information, insights, and ideas on maintaining strong customercare, employee support, and business continuity during this challenging period. We will continue to update this contact-center-centric resource as new information becomes available.
The Speaker Lineup for the Leadership that Engages sessions are: OPENING SESSION – Leadership that Engages in Contact Centers. David Hadobas CEO, CCNG. David Hadobas shares contact center industry opportunities on leadership and engaging employees in contact centers and common mistakes to avoid.
56% of CEOs and 66% of top managers are involved in Customer Experience activities according to the employees. Lumoa , 2018) Only 13% of companies believe that HR has an impact on Customer Experience activities in the company. NICE inContact, 2018) Contact center performance drives both loyalty and churn.
In a trend that is only increasing, callcenter managers are embracing artificial intelligence (AI) and machine learning to solve simple customer issues. The Artificial Intelligence Revolution challenges callcenters to employ only the best. Full-spectrum coaching is the key. Now, every agent needs to be an expert.
Picture this: A callcenter bustling with energy, where employees feel valued, supported, and driven to deliver outstanding customer experiences. This isnt just a lofty visionits the reality in many leading callcenters. Successful callcenters invest in cultivating a culture where agents feel empowered and valued.
Kathryn (“Kay”) Jackson is an expert in the contact center industry, a long time CCNG member and regular contributor in CCNG member programs and events, and the Co-Founder of ResponseLearning Corporation.
We organize all of the trending information in your field so you don't have to. Join 34,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content