This article is the first part of an upcoming 3-part series on Contact Center Forecasting Fundamentals with everything you need to know to excel in workforce management. In fact, one of the biggest challenges in contact centers today is getting the forecasting and planning right. If you do that well, the rest is much easier. Over the next 6 weeks, we’ll have a 3-part series to help you incorporate some of the best techniques in the industry to forecast and plan smarter. We hope these tips and tricks help turn you into a forecasting hero!
The Net Promoter Score (NPS) was introduced in a Harvard Business Review article titled ‘One Number You Need to Grow’. Just like the NPS, the Employee Net Promoter Score (eNPS) asks one simple question. For the eNPS, it’s "how likely is it that you would recommend our company as a place of work to a friend or acquaintance?" In this article we'll cover how contact centres can positively influence the answer to that question by using the Workforce Management (WFM) function to upgrade Employee Net Promoter Score sustainably.
In many of my writings so far, there’s been a lot of focus on how to make workforce management, or your business operate more effectively. In this post, I want to talk about employee engagement in the contact center and why it’s critical to have engaged agents. I will also focus on some simple ways how workforce management can help drive motivation and employee engagement to sustainably benefit customer service and entire operations.
As you’ve probably seen, the contact center industry continues to change at an increasing pace. New technology in both customer service and customer communication changes how we think about working in contact centers today.
Customers continue to demand superior customer service experiences and can quickly switch to your competitors if they don’t get it. Your employees have options to change jobs as well if they don’t like working at your company, or aren’t happy with how they are treated.
Amongst others, these external and internal factors have an impact on contact center operations and challenge CC professionals to stay up-to-date and flexibly respond to changes and trends in the industry.
If you’re in Workforce Management (WFM) or Forecasting long enough, you’ll hear just about everything that doesn’t work when it comes to planning in the contact center. Often bad information gets passed down from analyst to analyst, or people build forecasting models that they love, but aren’t able to be flexible in adjusting the methodology as they grow in the craft, or as the business changes. There are some sciences that apply to any contact center forecast.