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
Many organizations believe that a simple document holder or database with a search bar is a knowledge management system. Key Features of a KMS Heres what makes a KMS the game-changer in todays contact centers: Speed of Delivery: Unlike traditional document holders, a KMS is designed to deliver answers within seconds.
QA teams should support the contact center by defining, documenting, standardizing, and simplifying all performance expectations. This post was submitted by Lorne Wood , a CCNG member who helps fellow members and leaders revolutionize their contact center operations with expert recommendations and transformative solutions.
The last thing they want is for your agent to be scrolling through a never-ending document or searching through 10 articles to find the right answer or walking through a 20 page process to complete a customer interaction. Instead of storing more documents, focus on creating an environment where agents can access the right answers quickly.
When designing a process, use the following steps to build something that is scalable: Create a simple flow chart that documents each step in the process. David Reed is a CCNG member and Customer Service and Process Training Expert. For each step, identify the following items: Systems needed. What computer systems are required?
In a recent CCNG member Town Hall, Kelly Sigmond led this discussion on how to achieve successful employee engagement implementing Customer Experience technology. For the full one hour Town Hall recording, visit the CCNG website, Programs, Town Hall Spotlights once released for non-members. Below are key points from this discussion.
By focusing on moving from the Document stage to the Train stage on the Knowledge Ops Maturity Model they made it easy for agents to be knowledgeable, helpful, and efficient after just two weeks of training. Jason Mercer-Pottinger is a multi year CCNG magnet member and regular contributor on Town Hall member events. How did they do it?
It is essentially a “deep-dive” into the procedural documentation, order management, reporting, corrective transactions, complaint handling, records retention, and training documentation for a specific sub-team in the Customer Service department.
This includes the documentation of customer interactions in a company-wide CRM tool and access to delivery schedules and product details. David is a regular contributing CCNG member who started his practice Customer Centered Consulting Group over 20 years ago to improve customer service and process efficiency.
But you still have to account for work that is conducted and not captured in any system or documentation. Document conversations and monitor for inconsistencies. Laura is a coworker at Call Design with CCNG member Dan Smitley. Team Collaboration Involving the right staff is a critical step to getting the task list right.
CCNG is working through our network of colleagues and resources to help share information, insights, and ideas on maintaining strong customer care, employee support, and business continuity during this challenging period. These articles and resources offer specific starting points we hope you’ll find helpful. February 12, 2020.
Recently my financial institution requested that I complete a document, sign it, and return it to them via Fax. Bob Azman is Founder and lead consultant for Innovative CX Solutions and a CCNG Academy member. Bob can be reached via the CCNG website member directory or on LinkedIn. I laughed out loud when I read their request.
For example, a digitized agent coaching system enables team leaders to document their support interactions with agents and simultaneously capture key metrics about every touchpoint relevant to their routine. Digital workflows generate actionable insights that can help the organization improve almost every element of its operations.
A consultant works with you to create requirements documents that assess priorities for both functional and non-functional requirements. Eric Berg is a CCNG Academy member with a consultant focus on Contact Center Technology and Work at Home. Many have experience building RFP’s that align with your goals.
For example, it can be invaluable to remember each team members’ preferences for ways in which they prefer to communicate and share documents (email, phone, instant message, meetings, shared folders, and calendars, etc.). Equally important is understanding when employees bring the most energy to their tasks.
A knowledge base is a depository of articles with a search function that will bring up multiple documents based on key words or an electronic library with categories. Vicki Brackett is a contact center industry veteran, a long time CCNG member and regular contributor in member programs and events.
HR was involved with a new cadence of verbal and written warning documents that aligned with this new management strategy. Because the contact center manager, director, and VP could see the green dots, it was easy to see that “all the work was being completed.” If they saw red dots, that meant the work wasn’t completed.
The biggest problems that the group is facing are: Limitations of existing systems Increasing customer expectations Personalization is difficult/lack of real time data Too much time spent on documentation No predictive tools In the middle of the pack, fewer people were facing these issues: IT can’t stay current No omni-channel support No proactive (..)
Forrester, 2016) 39% of companies don’t keep a documented list of customer experience projects that are currently underway. (Support Driven, 2018) 72% of companies don’t review customer experience metrics or share them with all employees regularly.
They learn to navigate complex applications with ease while asking the right questions with proper documentation. Next, document an RFP to see what the various vendors can offer and at what cost. Simulation training in a high-fidelity environment gives agents the ability to develop muscle memory.
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