"I’ve always had to worry about operational costs because managers and supervisors were too far removed to understand its impact on the operation."
Contact Centers have real-time reporting on agent activity, however, those reporting tools lack the ability to quantify the value and financial efficiency of those activities, sub-optimizing performance and return on investment.Not having a tool to precisely value activity causes several problems:
“How can we be taken seriously when we don’t know how efficiently we’re spending money today?”
None are able to explain financial efficiency of work being done.
Consider managers with different team sizes, but identical scores on customer satisfaction and service level. Should they be equally compensated? How many metrics must one consider before deciding?
A contact center wants to reduce hold times on 10 contact queues that support 2 lines of business. Software has been identified, at a cost of $500,000 per year, and will cut hold times in half. Is this a good investment?