Unplanned fluctuations in volume and handling time are all too common in contact centres. As explained in first managing volatility piece, it is vital to have agents who are prepared to work flexibly so that you can increase or decrease staffing levels to match supply with demand.
What’s more likely, peace in the Middle East or your workforce management and operations teams getting along? Most WFM and operations leaders can answer this one pretty quickly. But it doesn’t have to be contentious between these two critical groups. Ultimately, these are two critical cogs in a well-oiled machine. If they don’t fit together perfectly, the machine breaks.
There are many reasons why turnover is so high in the call center industry. Some of the reasons are under your control and are “fixable”, while some must be chalked up as simply costs of doing business. One of the responsibilities of the managers and supervisors in the call center is to consistently assess the reasons why people leave the center. Perhaps more importantly, it’s also critical to talk to happy staff and find out what keeps them there.
Unplanned fluctuations in volumes and handling times are all too common and can wreak havoc even in the best-planned contact centre. You should not dismiss this volatility as a fact of life that must be endured; actively quantifying and understanding the drivers of volatility will enable you to:
In the second part of our podcast, Chris Dealy discusses with Carolyn Blunt (LinkedIn, Twitter) and Tina Squire (LinkedIn) about where chat based service goes wrong in the contact centre. Carolyn and Tina discuss recurring themes where call centres fail when implementing web chat and what common stumbling blocks to look out for.