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REPORT

The Multichannel

AGENT

A 2014 Contact Center Roadmap, Research Report and Best Practices Guide Sponsored by:

The Multichannel Agent: A 2014 Contact Center Roadmap, Research Report and Best Practices Guide

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The Multichannel Agent: A 2014 Contact Center Roadmap, Research Report and Best Practices Guide TABLE OF CONTENTS 3 EXECUTIVE SUMMARY AND KEY FINDINGS 5 STUDY RESULTS 5 6 7

Demographics What is Multichannel? Hire and Train for Multichannel

10 11 12 15 16 17 18 20 21 22 25

Transition to Agent Satisfaction (ASAT) and Agent Engagement (AE) Link Experience and Engagement Understand Productivity and Efficiency Drivers Create a Holistic Experience Simplify the Agent Experience Use Metrics Wisely Turn Data into Actionable Data Involve the Agent Connect the Forecasting and Scheduling Dots Consider Channel Experimentation Empower the Team

*[EXPERT SPOTLIGHT] Hiring for the Multichannel Contact Center by Brad Cleveland *[EXPERT SPOTLIGHT] Training for the Multichannel Agent by Justin Robbins

26 CONCLUSION 26 27 27 27

The Value of Multichannel About This Report About ICMI About inContact Interactive PDF Navigate to sections with the click of the mouse.

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EXECUTIVE SUMMARY & KEY FINDINGS In 2011, inContact and DMG Consulting released a whitepaper entitled “Best Practices for Transforming to a Multichannel Contact Center.” The whitepaper provided the single-channel and siloed contact center with a framework and recommendations to evolve into a strategic multichannel asset. Contact centers were encouraged to “change” and to take the risk of refreshing their infrastructures and customer service practices in order to leverage the agent efficiencies, cost-savings, and customer satisfaction often seen with a successful multichannel environment. So how far have enterprises really come with multichannel support in the last two years? What progress has been made and which channels are still lagging behind? ICMI acknowledges that most contact centers are in the midst of some type of multichannel revolution, but have the outdated technologies, attitudes, systems and operations truly evolved? And are contact centers prepared for the connected customers and the changes in the year ahead? Here’s what we know to be certain - a multichannel support structure is often being driven by the customer demand for emerging channels like social, mobile, and advanced self-service. In an almost equal number of cases, it is an internal push from other departments looking for cost-savings or shiny new channel differentiators. Unfortunately, this approach is not only reactive in nature, but also shortsighted for the contact center. Multichannel customer service isn’t just about adding new channels in order to appease a vocal customer subset, or to create a new marketing tool, or match a competitor’s strategy; it’s about providing the support opportunity that delivers the most effective service and provides the highest customer engagement. And in some scenarios that means expanding and experimenting with the more traditional channels of outbound voice, email, chat, web, and self-service before launching into unchartered territory. In “Improving Engagement with Multichannel Service” by Aberdeen Group (December 2012), they talked about the need to build balance into the channel strategy. “It’s not about the quantity of channels supported,” wrote the author Sumair Dutta – VP and Principal Analyst, Service Management. “But the quality of interaction and customer experience delivered on the channels that are supported. Eventually customers will demand and seek out a wider channel presence,” he continued, “but will be very quick to drop a particular channel if they find it to be ineffective, thereby negating any investment made in supporting that channel.” In early 2013, the International Customer Management Institute (ICMI) conducted a research study to better understand how contact centers intended to use emerging channels to improve the overall customer service experience and increase customer engagement. There was an emphasis on the activities and objectives around supporting customers in a multichannel environment, with an additional correlation of each emerging channel back to experience, efficiency and engagement. While analyzing the data, ICMI kept noticing a trend threaded through the responses. And while it isn’t groundbreaking, it is a fantastic reminder of what is usually at the core of customer satisfaction and engagement - the agent. To extrapolate further, it is the agent experience that genuinely impacts the customer’s experience. More specifically, it is the agent experience that impacts agent happiness, which powers the customer experience, which builds customer engagement, which ultimately influences the customer’s lifetime value to the brand.

Customer Engagement Agent Experience

Agent Happiness

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Customer Experience

Customer Lifetime Value

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Now how does this all tie back to multichannel? It’s imperative that any multichannel strategy take into account the experience of the agent. As contact centers continue to place more demands on the agent, and as they become required to handle more channels, more complex questions, and more customer types, their value to a successful multichannel environment increases. In the 2011 inContact and DMG whitepaper, 13 key qualitative and quantitative benefits of transitioning to a multichannel contact center were identified. While the customer, the contact center and the enterprise were greatly affected, it was the agent that was positively impacted by all of them. So in the third quarter of 2013, ICMI and inContact turned their focus specifically on the agent and launched “The Agent’s Experience in the Multichannel World” survey. The intent was to determine how the contact center was leveraging the agent – both internally to make decisions on technology, channels and analytics, and externally to meet the demands of the customer. This new research, along with other current ICMI data, will provide contact center professionals the materials they need to properly plan for multichannel in 2014. The ICMI Expert Spotlight accompaniments will help with key pieces of the puzzle – most notably advice on recruiting and training. Throughout the document we’ve also pointed out areas where multichannel best practices increase customer engagement, create contact center efficiency gains, and improve the customer lifetime value to the corporate brand.

KEY FINDINGS Over 66% of companies see linkages between operational efficiency, agent engagement (AE) and agent satisfaction (ASAT) 85% of contact centers believe that happy agents make happy customers While multichannel agents do not demand higher wages, 46% say they require additional training Multichannel necessitates that agents learn new technology or new processes recognize 64% of respondents Multiple agent desktop applications are still the norm for 73%

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STUDY RESULTS Demographics

5

Customer Service

56.5% 10.3%

Help Desk

Telesales The 525 survey respondents represented nearly every role and level of the contact center, with the majority of results provided by executives 1.2% (12.7%), directors (16.6%) and managers (39.6%). Also participating were29% operational managers and analysts from training, product, human Blended Service and Sales resources, workforce management, and QA (12.0%), contact center supervisors (7.3%), and information technology (5.8%). A few agents and 3% N/A consultants rounded out the respondent mix. 0

10

20

30

40

50

60

Participation spanned across all industries with financial services (banking, insurance and securities), healthcare, technology (hardware and software), telecom, and manufacturing accounting for the top five verticals at 23.0%, 9.8%, 7.3%, 6.0% and 4.6% respectively. 5.0% are outsourced service providers. On-premise

54.5%

Although North America and theCloud United States specifically was the most represented region, participation in the study came from all 8.5% over the world.

6

A blend of both

26.7%

Know Contact centers of every sizeDon't responded for an objective 10.3% sample size, with those having 10-49 agents (27.7%), and 250 or more (23.6%),

representing the majority.

0

10

20

30

40

50

60

How many agents work in your contact center(s)? Less than

7

13.3%

10 - 49

27.7% 15.2%

50 - 99

18.4%

100 - 249 250 or More

23.6% 1.8%

N/A 0

5

10

15

20

25

30

As expected, over half (56.6%) report customer service as their primary function, with another 29.0% offering a blend of service and sales. Employee Satisfaction (general happiness with company and job) 15.9% The remaining are either mostly help desk centers or telesales.

10

Employee Engagement (emotional commitment to the company and its goals)

11.5%

Our company cares equally about BOTH employee satisfaction andWhat engagement is your

contact center’s primary function?

Our company doesn't survey employees on either satisfaction or engagement

5

Customer Service

0 10.3%

Help Desk Telesales

10

20

30

40

56.5%

50

60

1.2%

Blended Service and Sales Yes - Agent Satisfaction (general happiness with company and job) Customer Service 3% N/A Yes - Agent Engagement (emotional commitment to the company and its goals) 10.3% Help Desk Yes - Both Agent Satisfaction and 0Agent Engagement 10 Telesales 1.2% No Blended Service and Sales

13 5

54.5%

18.1%

29% 13.2%

56.5%

8.9% 20

30

40

50

60

43.4%

34.5%

29%

3% with a0 premise-based Of the survey respondents, 54.5% areN/Aoperating 10 infrastructure, 20 while only308.5% are pure40cloud.

6

26.7% have a blended mix of both and another 10.3% are uncertain. On-premise

19

Cloud A blend of both

6

0

10 8.5%

30

40

Don't Know 12% On-premise Cloud 3% 0

No

10 8.5%

Yes 20

54.5% 30 85%

10 - 49 0

50

60

40

50

27.7%60

26.7%

10

20

13.3% 30 15.2%

50 - 99

18.4%

100 - 249 250 or More Less than N/A 10 - 49 100 - 249

40

10.3%

Less than

icmi.com | 800.672.6177 50 - 99

60

10.3%

Depends

Don't Know

20 7

50

50

What infrastructure is your contact center built upon? 26.7%

A blend of both

7

20

54.5%

0

34.7%

23.6%

13.3%

1.8%

27.7%

5

10

15 65.3%

15.2%

20 18.4%

Sponsored by: 25

30

5

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What is Multichannel? Multichannel support simply implies that customers can reach an organization for customer service through a variety of methods. In the traditional sense, the business formally announces that they will provide specific live agent channels, like phone, chat or email during scheduled times and days. With other channels, most notably social media, the customer chooses the time, method and transparency in which they want to communicate. Multichannel also includes the always-on and always-available self-service channels like FAQs, forums and interactive knowledgebases. The traditional live-agent channels of inbound voice (95.9%), email (85.7%), outbound voice (68.5%), and web inquiries (65.5%) still dominate, while the self-help and emerging channels are steadily increasing. Self-service IVR (40.4%) and online portals/knowledgebases (31.8%) report strong usage, but community forum moderation has not seen much traction. Social media as a supported channel is growing progressively, wherein mobile and SMS appear more challenging. Although chat is now often seen as a traditional channel, it is still only being utilized by 34.2% of surveyed contact centers. Remarkably, almost ½ of centers are still supporting offline activities like fax and mail (46.3%). On average, inbound voice currently represents over half (56.4%) of the overall volume for the contact center. 28.6% report that it is in fact 80% or greater. It comes as no surprise then that inbound phone is also the channel that the organization prioritizes highest within the contact center. We must also remember that multichannel also takes into account the newer and currently less utilized channels such as video and advanced self-service virtual assistants. While we are tracking their adoption, it’s difficult to yet predict their potential impact. For the purpose of this report, ICMI is focusing on the traditional channels that still comprise the largest portion of today’s support interactions, and the emerging channels that contact centers are readily implementing within the next 12-24 months. In the near-term, it is self-service that is dominating the contact center’s planning, as phone IVR and portal/knowledgebases top the list when we asked which channels will be added within the next year. Chat, mobile and SMS round out the top five. As we look further out to 24 months, self-service is still leading, but there is a shift to SMS and community forums.

Which customer service channels do you PLAN to add within the next 12 months? 24 months? Planning - 12 months

Planning - 24 months

Phone - Inbound

20.0%

7.3%

Phone - Outbound

28.6%

7.9%

Email

26.9%

9%

Chat

36.7%

28.9%

Self-Service Phone IVR

47.1%

19.5%

Self-Service Portal/Knowledgebase

43.5%

22.8%

Web

29.3%

16%

Offline (fax and/or mail)

34.4%

7.7%

Community Forum moderation

35.7%

32.8%

SMS

30.4%

34.7%

Social Media

33.3%

28.3%

Mobile

36.1%

28.6%

As organizations are often painfully realizing, they can no longer stringently dictate how and when customers can reach them for customer service. Even if the phone queues are closed for the day, the brand is still accessible via social media, mobile, and through the web. Conversations around a business and their customers are happening 24x7, whether the organization chooses to formally control them or not. As we conveyed in a study earlier this year, it’s important for organizations to acknowledge that multichannel support is increasingly expected by their customers. It is equally as important for the enterprise to realize that multichannel is most likely already happening within their contact center. So where should you be with multichannel in 2014? You should be where your customers want you to be, where your business needs you to be, and in the channels where you are able to provide the highest level of service and satisfaction. While ICMI can’t specifically tell you WHICH channels to support, we can tell you how best to plan and prepare your multichannel contact center to perform at its best.

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Hire and Train for Multichannel In the past twelve months, 72.7% of our survey respondents state that they’ve added in at least one new channel to their contact center mix. And almost half claim that more channels are being planned for implementation within the next year. With this type of growth, it is becoming a requirement for leaders to hire agents with the passion and capability to handle not just one channel, but all channels.

Hiring for the Multichannel Contact Center By Brad Cleveland, Senior Advisor and Former CEO, ICMI Imagine for a moment dropping onto earth from another planet. Your task is to explore our economy—jobs, what we produce, and how we hire and train people for those roles. You’re not familiar with precedent, history, or what’s transpired to this point. You simply look around and take note of what employees do, the skills required, the challenges they face, the value they create. Teachers, actors, pilots, managers, and others. In your journey, you discover an intriguing profession, those tasked with serving customers through communication channels (not face-to-face). The services these professionals provide are as diverse as the verticals they are part of—finance, healthcare, utilities, software, manufacturing, et al.—yet they share common challenges. For example, customers are diverse in their needs and wants; they access services on demand and expect quick response. They’ve most likely tried other alternatives before contacting the organization, e.g., through search, the Web, social channels, or mobile apps, so questions tend to be complex. Agents must be proficient in a wide range of systems internally, and be able to help customers with the channels and technologies they use. Products, content and policies change continually—this world is on the move. And when all is said and done, customers share how well things went through ratings, social channels and various surveys (much of this input is readily available and commonly used by other customers and prospects). Easy jobs? No way. Important to customers and the organization? Yes, more than ever. To all but those shaded by perceptions formed in simpler years gone by, or those who haven’t recently experienced this kind of setting, this is likely evident. Here are six rules of the road when hiring for the multichannel contact center:

1| 2|

Rethink everything you’ve been doing. Many of these jobs are completely different than they were even a few years ago; the hiring practices of the past just don’t cut it. Think multi-channel, multi-system, brand-impacting complexity.

Define and characterize the job accurately. This involves analyzing job tasks, identifying the skills and knowledge required, developing robust job descriptions and describing the performance you expect as specifically as possible. In recruiting, characterizations of the job should be as accurate and realistic as possible.

3| 4|

Recruit through multiple sources. This should include external career websites, sourcing companies, social channels, your own easy-to-find postings, and employee referrals (which many managers agree bring in the best candidates), among others.

Assess applicants through a variety of communication channels. For example, screen candidates through phone, email, chat, video, social channels, et al.—it’s essential to get a read on how they come across in the channels you will need them to use. No, you can’t expect them to be experts before they go through training, but you’ll get a good sense of their comfort level and cultural proficiency in manners and approach.

5|

Give prospects side-by-side experience as soon as possible. To really understand these jobs, you must experience them firsthand. That’s a plea we often make to senior level execs—sit next to your agents and observe what they do. And the same is true for potential or new hires. Some will walk out the door and never look back—it’s just not their thing. Better now than later (and in fact, some organizations offer new hires a stipend to leave if the recruit believes the job is just not a fit).

6|

Track recruiting results. For example, correlate recruiting source to performance and tenure over time (6 months, 12 months and so on). Sometimes clear patterns emerge—e.g., maybe the local college produces candidates that outperform and outstay all other groups; maybe referrals by existing employees excel. This intelligence can help shape and prioritize future recruiting and hiring efforts.

7|

Hire nice people. That’s the way I heard a successful leader put it recently. Starkly simple, and, I am convinced, absolutely correct. When all is said and done, this is a people business. Above all, we need employees who love helping others. Another successful manager described the secret to his organization’s success this way: “We hire the passion and train the skills.” .

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36

Significant Decrease 1.3% There is a common misconception amongst contact center professionals that the universal queues and skilling associated with successful 20.5% multichannel contact center are notSlight costDecrease effective due to the higher monetary requirements of the agents. No Impact

42.9%

According to our research that is not the case. Although entry-level agent wages are up on average $1.00 from similar research data Slight Improvement 31.7% derived in January 2012, universal agents are not the cause. Over 50% of the respondents say that multichannel agents do not demand Significant Improvement 3.5% a higher per hour wage than dedicated. 0 30 Do multichannel agents demand10a higher per 20 hour wage than dedicated 40 agents?

28%

37

Yes

No

50

50.5%

Depends 21.5%

In fact, it is the entry-level dedicated channel agents that are entering the contact center at a higher rate.

40

49.9%

Extremely Important

Entry-Level Average

Somewhat Important

$13.01-14.0012.9%

Not Necessary

7.7%

I Don't Know 0

Entry-Level Universal

41

29.6%

10

20

$13.01-14.00

30

40

50

Extremely well - we are able to both forecast and schedule multichannel

24.5%

SomewhatCross-Trained well - we are better at multichannel forecasting than agent scheduling Entry-Level $10.01-11.00

22.3%

Somewhat well - we are better at multichannel agent scheduling than forecasting

29.8%

Not well - we are struggling to both forecast and schedule multichannel

Entry-Level Dedicated

23.4%

$13.50-15.00 0

5

10

15

20

25

30

That isn’t to say that the average wage of a tenured universal agent does not skew a little higher. On average a tenured universal agent is 34.1% 43 $16.01-17.00 an hour compared to $14.01-15.00 making for a tenured dedicated agent.

Yes

None of our data suggests that the universal agent makes up the preponderance of the highest paid agent pool, as all agent populations appear to be over $20 an hour at that level. 50.5%

No

15.3%

I don't know enoughchannels, specifically the emerging ones of social and mobile changed your contact Recently we asked, “How has the adoption of new about desktop activity center?” The answer option of, “we’veanalytics had to pay agents more money to support this channel” was negligible.

What is apparent though, is that universal agents do require and receive more training than their counterparts. When we asked, “Do multichannel agents require special incentives that other agents do not receive?” training was identified by 46.3% of respondents. 21.3% said they also have more opportunity to advance to higher complexity work. Yes - we are in the implementation phase now

12.2%

45 contact centers evolve and expand into new channels to best meet continuously changing customer demands, the need and As our Yes - within the next 12 monthshas only become greater. 13.6% While old principles and established methodologies will get requirement for in-depth, comprehensive training Yes - within the next 24 months 17.6% to fully meet the training needs of the multichannel agent. you some of the way, it will become necessary to step into “unfamiliar territory” 56.6%

No

For those contact centers that have already implemented the emerging channels of social and mobile customer service, agent training is identified as the top way in which the channel adoption has changed the contact center. 30 0 10 20 40 50 60

21.1%

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6.1%

Yes

I Don’t Know

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Training for the Multichannel Agent By Justin Robbins, Manager, Training & Development, ICMI The 2013 Kelly Global Workforce index, an annual study of about 122,000 people globally, revealed that 70% of employees prefer on-thejob experience for new skill development, while numerous other studies show that employees retain 95% of what they teach to others. In considering these studies and my own experience, ICMI has identified some key methods for ensuring successful knowledge transfer and retention.

1|

Back-to-the-Basics. Provide an overview of the types of channels which are handled. While previous experience with text chat, social networks, video chat, etc. is helpful, we cannot assume that the agents have an understanding of the channel’s basic functionality or common best practices. And don’t underestimate the value of foundational spelling and grammar rules. Take time with your team to discuss and evaluate the various style guidelines that are utilized across different channels. Review the impact of word choice in written channels and share your organization’s guidelines on the use of tone, abbreviations, or emoticons in your communication.

2|

Gamification. Despite being a buzzword in the learning and development world, research shows that game play, when implemented appropriately, is an effective means of training. Gamification enables learners to practice and apply their new skills and knowledge in a fun, safe environment that encourages them to take risks, solve problems, and develop creative solutions. Because game design can be costly, you need to consider a game that is reusable and scalable to your business. Best practices encourage breaking the game into small sections and formatting it for play on a variety of devices. Whatever you do, don’t forget to establish metrics that determine the learner’s baseline knowledge pre-game and are then utilized for a post-game assessment of knowledge transfer and retention.

3|

E-Learning. Although e-learning may not be a stranger to your contact center, using it beyond a “glorified PowerPoint presentation” might be. When done right, e-learning is a powerful tool that can provide leaners with the opportunity to observe a demonstration participate in simulation, take an evaluation, and have a reference and resource for on the job application. Utilizing those four components will ensure that the information is both understood and able to be applied by the employee. An end to end example of an e-learning solution for a multichannel agent would include a video and/or screen shots of how to complete a session in that channel, practice scenarios for them to complete the same type of session in the simulated environment, an assessment to determine their understanding of the concept, and a job aid or resource document that could easily be referenced while working with a customer.

4|

Role Play. A convenience of any channel is the ability to create accounts or environments to practice the skills and knowledge that are necessary for success. Role play and behavioral modeling is a critical component to the learning process and should not be forgotten when training the multichannel agent. A way to overcome many of the challenges of “on the fly” or impromptu role play is to develop a library of scenarios in advance. A mistake trainer’s often make is to encourage that the person playing the customer “makes something up”. What should happen instead is that we provide the scenario for the customer and require the agent to improvise. This approach can ensure that we expose our agents to a variety of possible conditions, while alleviating some of the awkwardness that occurs during role play.

5|

Social Media. Not only is social media one of the channels that we may be talking about here, but it is also an invaluable tool and platform for delivering (and discovering) training. While video sharing sites may first come to mind, there are a plethora of ways to utilize everything from blogs as a knowledgebase to pinning sites as a product reference guide. The sky really is the limit here, as we’re only as limited as the potential that we see in things. .

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29%

Blended Service and Sales 3%

N/A

5

Customer Service

REPORT

0

Help Desk Telesales

The Multichannel Agent: A 2014 Contact Center Roadmap, 20 30 Research 40 Report and 50 Best56.5% 60 Practices Guide

10 10.3%

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1.2%

Transition to Agent Satisfaction (ASAT) and Agent Engagement (AE) 6 5

29%

Blended Service and Sales On-premise N/A Cloud

3%

54.5%

8.5%

Customer Service

56.5%

Just as organizations are broadening their voice-of-the-customer (VOC) programs satisfaction to60include experience A blend of both 26.7% 0 Desk 10 30 beyond customer 40 50 10.3% 20 Help and engagement, so should they with their employee programs. Don't Know Telesales

10.3%

1.2%

29% Satisfaction is usually defined as fulfillment, gratification and contentment. On the other hand, engagement infers 60 involvement, interest 0 10 20 30 40 50 3% N/A and loyalty. When we specifically refer to the employee, satisfaction pertains to their general happiness with54.5% the company and job, while On-premise 6 engagement signifies an employee’s emotional commitment to the company and its goals.40 0 10 20 30 50 60 Cloud Blended Service and Sales

8.5%

A blend Less of both than

26.7% include the measurement of agent engagement, and BEST7PRACTICE: If not already doing so, ICMI encourages contact centers to formally 13.3% Don't Know 10 - 49 not just satisfaction. Typically, and appropriately, this transition your organization survey 10.3% starts at the enterprise level. When asked, “Does27.7% 54.5% 50 -On-premise 99 all employees as part of an employee experience program?” over half (54.5%) said 15.2% yes, and credited their company for caring equally about 6 20measured30 40 50 60 of companies focus 100 -Another 249 0Cloud 15.9%10 employee satisfaction and engagement. said8.5% surveys employee18.4% satisfaction only, and 11.5% of both 26.7% do not survey employees 250 orA blend Moreacknowledged solely on engagement. 18.1% unfortunately that their organizations 23.6% on either. 1.8%

Don't N/A Know

10.3%

Less than Does your organization survey all employees as part of30 an employee experience program? 13.3% 0 10 20 40 50 60 5 10 15 20 25 30 10 care - 49 0more about If so, do they employee satisfaction or employee engagement? 27.7%

7

15.2%

50 - 99

7

10

100 - 249 Less than Employee Satisfaction (general company and job) 250 or happiness More 10 -with 49

13.3%

N/A 50 -company 99 1.8%and its goals) Employee Engagement (emotional commitment to the

11.5%15.2%

100 - 249 Our company cares equally about BOTH employee satisfaction and engagement 250 or 0 More 5 Our company doesn't survey employees on either satisfaction or engagement 1.8% N/A 0

18.4%

10

0

5

Employee Satisfaction (general happiness with company and job)

15

10

10

23.6%

15.9%

27.7%

18.4%

20

18.1% 20 15.9%

15

25 23.6%

30 25

20

54.5%

30

40 30

50

60

10 Employee Engagement (emotional commitment to the company and its goals) 11.5% Employee Satisfaction (general with company and job) to a blend of engagement Although itcompany is bestcares forequally the larger enterprise tohappiness drive the transition and satisfaction, the contact center can and 15.9% Our about BOTH employee satisfaction engagement 13 54.5% Yes - Agent Satisfaction (general happiness with and company and job) 13.2% 10 it independently Employee Engagement (emotional commitment to the company and its43.4% goals) of survey respondents should measure at the agent level. A solid said that they specifically measure both ASAT 11.5% Our- Agent company doesn't survey employees on eithertosatisfaction or engagement 18.1% 8.9% Yes Engagement (emotional the company and its goals) and AE. Here though is where thecommitment disparity widens, as 34.5% said they do not measure either. Our company cares equally about BOTH employee satisfaction and engagement 54.5% Yes - Both Agent Satisfaction and Agent Engagement

Our company doesn't survey employees on either satisfaction or engagement 0

Does your contact center

No specifically

18.1% 20

10

measure agent engagement or agent 0

10

0

13

20

10

30

20

40

34.5% satisfaction? 40

13 Engagement (emotional Yes - Agent Satisfaction (general and job) Yes - Agent commitment to thehappiness companywith andcompany its goals)

50

30

No

Depends

8.9%

50

43.4% 34.5%

No

0

No

60

40

Yes - Both Agent Satisfaction and Agent Engagement

3%

60

13.2%

8.9%

Yes - Agent Engagement commitment the company and its goals) Yes - Both (emotional Agent Satisfaction andtoAgent Engagement

12%

43.4%

50

13.2%

Yes - Agent Satisfaction (general happiness with company and job)

19

30

0

Yes

43.4%

34.5%

10

10

85%

20

20

30

30

40

40

50

50

An anonymous or blind internally administered employee survey is still the most popular collection tool for almost half of the respondents. 19 19 A significant portion is also using a 3rd party to assist. Only about 15% use one-on-one sessions with contact center management to gather agent satisfaction or engagement. The other options barely registered – named employee surveys, suggestion boxes, focus groups, 12% 12% or one-on-one sessions with HR. Depends Depends 3%

3%

No

Yes Yes

No

85%

85%

Almost ½ (47.8%) specifically measure agent engagement and/or satisfaction annually, with 28.6% conducting surveys twice a year. 20

Has your contact center identified linkages between employee engagement/satisfaction and a better customer experience? 34.7%

No

Yes

65.3%

20

20 34.7%

No

No

34.7%

Yes

Yes

21 Why is knowing agent satisfaction and engagement so important? 33.8%

No

21 icmi.com | 800.672.6177

33.8%

No

Yes Yes

65.3%

65.3%

66.2%

66.2%

Sponsored by:

10

Our company cares equally about BOTH employee satisfaction and engagement

54.5%

Our company doesn't survey employees on either satisfaction or engagement

18.1%

The Multichannel Agent: A 2014 Contact Center Roadmap, 10 20 30 40 50 Research Report and Best Practices Guide

0

REPORT

60

| 800.672.6177 TABLE OF CONTENTS icmi.com

13

13.2%

Yes - Agent Satisfaction (general happiness with company and job)

Link Experience and Engagement

8.9%

Yes - Agent Engagement (emotional commitment to the company and its goals)

43.4%

Yes - Both Agent Satisfaction and Agent Engagement

At a simple level, while the majority of overall survey respondents (85.0%) agree that happy agents make happy34.5% customers, the number No rises to over 90% for those that measure both ASAT and AE. For those that do not measure either, the number drops to 78.0%. 0

10

20

30

Does your contact center believe that happy agents make happy customers?

40

50

19 12%

Depends 3%

No

Yes

85%

The contact centers that are not measuring agent satisfaction and engagement are missing out on the vital feedback loop that correlates the20 agent experience to that of the customer. They more often report that there are just too many variables to consider before they can associate happy agents to happy customers. They cite the variable dependency 16.5% of the time versus 9.4% for those that measure both ASAT and AE.

Yes

Nopieces that are driving engagement, or lack thereof, it’s challenging to make any That alone may signify that without knowing the specific concerted changes or enhancements. 34.7%

65.3%

In some cases, the unaware contact center may not be realizing where improvements are coming from. For example, there is an oft-cited misconception that adding new channels into the contact center will naturally decrease an agent’s satisfaction or engagement by adding extra pressures and responsibility. The reality is quite the opposite. When asked, “How has agent engagement/satisfaction been impacted by the addition of new channels?” 42.9% said there had been no impact and 35.2% said there had been an actual improvement. “Our feedback shows that agents are highly interested in the new ways of communicating,” said one survey respondent. “More channels bring 21 interest, new learning, and a variety to sometimes mundane call center work.”

Yes

No

33.8%

66.2%

How has agent engagement/satisfaction been impacted by the addition of the new channels? 36

Significant Decrease

1.3% 20.5%

Slight Decrease No Impact

42.9%

23%

Extremely Engaged Slight Improvement

22

31.7%

67%

Moderately Engaged Significant Improvement 3.5% Moderately Disengaged 0 Extremely Disengaged

10 1.5%

0

37

8.5%

10

20

20

30

30

40

40

50

50

60

70

80

Centers that are not soliciting formal agent 28% feedback are also bypassing connections to operational efficiency and productivity, which can be a byproduct of poor agent engagement, and which definitely impacts the customer experience.

Yes

No

Phone - Inbound 16.3% 26 50.5% Consider this, what agent activities Phone are contributing to the poor customer experience? - Outbound 36.5% Is it knowledge? Is it empathy? Is it adherence? Is it the tools? Is it behavior? And then you have Email to extrapolate and determine the root – recruiting, training, 61.7% management, technology, Depends leadership, or channel selection. And then let’s which are typically outside the control of the contact center – the Chatnot forget the factors21.2% 21.5% product, marketing, budgetary constraints…you contributes to the customer experience. Portal/Knowledgebase moderation get the picture…it ALL23% Web

35.7%

Offline (fax and/or mail)

42.3%

Community Forum moderation SMS

40

Extremely Important

Social Media

Somewhat Important

Mobile

Not Necessary

0

28

49.9%

26.8% 15.1% 0 7.7%

I Don't Know

41

14.5% 12.5%

12.9% 10

10

Yes - they are all multichannel (universal) upon hiring

800.672.6177 Yes icmi.com - they all become multichannel (universal) with tenure and proficiency |

are able not universal, but theyand doschedule handle more than one channel Extremely Yes well- -they we are to both forecast multichannel

20 20

29.6%

30

40 30

50 40

60

70

80

50

Sponsored by:

28.5% 28.9% 27.3%

11

On-premise

19

6 19

54.5%

Cloud A blend of both 12%

REPORT

12%

8.5%

Depends 3% Depends No 10.3%

Don't Know 3%

Yes Yes

No

0

The Multichannel Agent: A 2014 Contact Center Roadmap, 26.7% Research Report and Best Practices Guide

10

85%

85%

20

30

40

| 800.672.6177 TABLE OF CONTENTS icmi.com

50

60

When explicitly asked, “Has your contact center identified linkages between agent engagement/satisfaction and a better customer experience?” 65.3% of the overall respondents said ‘yes’. Less than 13.3% How actively engaged do you consider your customers to be with your company?

7

10 - 49

20

20

27.7%

15.2%

50 - 99

18.4%

100 - 249 250 or More

23.6% 1.8%

N/A

34.7% 34.7% 0

No5

Yes Yes

No

10

65.3% 65.3% 15

Employee Satisfaction (general happiness with company and job)

10

20

25

30

15.9%

Employee Engagement (emotional commitment to the company and its goals)

11.5%

These linkages are cares much easier to ascertain with the right measurement. While it may come as no surprise, those that are not 54.5% measuring Our company equally about BOTH employee satisfaction and engagement ASAT and AE notdoesn't as cognizant thatonthe associations even exist. When we dove deeper into the data, this became Ourare company survey employees eitheragent-customer satisfaction or engagement 18.1% apparent as only 44.8% of those that do not measure ASAT and AE see the connection, while 81.8% of those that measure both do. 21 0 10 20 30 40 50 60 21 66.2%That engagement must start with the agent and will 33.8% Extreme customer engagement is the goal and it is attainable for most organizations. No 66.2% 33.8% No are made. When asked, be quickly evident if the right measurement and linkages “How actively engaged do you consider your customers to be with your company?” only 23.0% proclaimed ‘Extremely Engaged!’ while the majority (67.0%) did say their customers were moderately 13 Yes - Agent Satisfaction (general happiness with company and job) 13.2% engaged, that proves a lot of room for improvement.

Yes Yes

8.9%

Yes - Agent Engagement (emotional commitment to the company and its goals)

Yes - Both Agent Satisfaction and Agent How actively engaged doEngagement you consider your customers to be with your company?

22

No

Extremely Engaged Extremely EngagedEngaged Moderately Moderately Engaged Moderately Disengaged

22

23%

Depends

3%

10

20

30

67%

40

50

67%

8.5%

8.5% Moderately Disengaged 1.5% Extremely Disengaged 1.5% Extremely Disengaged 0 10 12% 0 10

19

23%

0

43.4%

34.5%

20 20

30

40

30

40

Yes

No

50 50

60 60

70 70

80 80

85%

Of those contact centers that measure both engagement, they experience extreme engagement by 27.5% of Phone agent - Inboundsatisfaction and 16.3% 26 their customers as opposed to the only for those that do16.3% not measure either. 36.5% PhonePhone -17.2% Inbound Outbound 26 Phone - Outbound Email Email Chat

36.5%

61.7% 61.7%

21.2% 21.2% 23% 23%

Understand Productivity and Efficiency Drivers Portal/KnowledgebaseChat moderation Portal/Knowledgebase moderation Web

35.7% 35.7% Offline (fax Web and/or mail) 42.3% The daily contact center experience of an agent is a major influencer on their happiness, satisfaction and engagement. A loss of Offline (fax and/or 42.3% 20 Community Forummail) moderation 14.5%

engagement typically manifests in less than desired behaviors that are reflected in standard metrics - schedule adherence, quality, Community Forum moderation SMS 12.5% 14.5% utilization, activity compliance, CSAT and attrition. Oftentimes productivity and efficiency are affected as well. 12.5% SMS Social Media Social Media

Yes

26.8%

20

30

65.3% 15.1% Mobile No 15.1% The linkage between operational efficiency, 34.7% agent engagement (AE) and agent satisfaction (ASAT) was indeed confirmed by 66.2% of Mobile survey respondents.

26.8%

0

0

28

28

20

30

40

40

50

50

60

60

70

70

Has your contact center identified linkages between employee engagement/satisfaction and operational efficiency?

80

80

28.5% 28.5% 28.9% 28.9% 27.3%

Yes - they are all multichannel (universal) upon hiring

Yes - they are not universal, but they No do -handle more than one channel they are all dedicated to one channel

30

Phone - Inbound PhonePhone - Inbound - Outbound Phone - Outbound Email

No

0 0

27.3%

15.3%

No - they are all dedicated to one channel 33.8%

22

10

- theymultichannel are all multichannel (universal) uponand hiring Yes - they allYes become (universal) with tenure proficiency Yes - they Yes all become multichannel (universal) with tenure and proficiency - they are not universal, but they do handle more than one channel

21

30

10

Yes

66.2%

5

5

10

15.3% 15

10 15

20 20

25 25

30 30

69.6% 69.6%

26.6% 26.6% 28.2%

Email 15.1% Extremely Engaged Chat 23% 28.2% 5.4%15.1% Self-Service Portal/KnowledgebaseChat moderation Moderately Engaged Self-Service Portal/Knowledgebase moderation Web 5.4% 9.7% 8.5% Moderately Disengaged 9.7% 10.8% icmi.com | 800.672.6177 Offline (fax Web and/or mail) 1.5% Extremely Disengaged 10.8% Offline (fax and/or Community Forummail) moderation 2.7%

67%

Sponsored by:

12

26

Phone - Inbound

REPORT

The Multichannel Agent: A 2014 Contact Center Roadmap, Research Report and Best Practices Guide 36.5%

16.3%

Phone - Outbound

20

Email

61.7% | 800.672.6177 TABLE OF CONTENTS icmi.com 21.2% 21 that do not measure ASAT and AE are in danger of not identifying the true areas of concern. Only 47.8% of these And again, those Portal/Knowledgebase moderation 23% 66.2% 33.8% 34.7% No 65.3% specific responders saw a connectionWeb to efficiency, in comparison to the 81.8% that measure both. 35.7% Chat

Yes

NoYes

Offline (fax and/or mail)

42.3%

Has your Community Forum moderation

contact center identified linkages between employee 14.5% and operational efficiency? 12.5% SMS engagement/satisfaction 26.8%

Social Media Extremely Engaged Mobile

22

23%

15.1%

67%

Moderately Engaged Moderately0 Disengaged

21

8.5% 20

10

1.5% Extremely Disengaged 33.8% 0

30

No

10

40

Yes

20

50

60

70

80

66.2%

30

40

50

60

70

80

28.5%

Yes - they are all multichannel (universal) upon hiring

28

28.9%

Yes - they all become multichannel (universal) with tenure and proficiency Phone - Inbound

16.3%

26not universal, but they do handle more than one channel Yes - they are Phone - Outbound

27.3%

36.5%

15.3%61.7%

No - they are all dedicated to oneEmail channel

Here’s where the circle comes back aroundExtremely to multichannel. ICMI has Chat Engaged 23% that there is often blame being put on the concept of 21.2%found 22 moderation ‘multichannel’ for many of thePortal/Knowledgebase productivity and efficiency challenges within isn’t30the root 23% 67% channels Moderately Engaged 0 5 10the contact15center. Adding 20 more 25 Web 35.7% cause of inefficiency and lower productivity; rather it’s the processes, training and technology that are often not supportive of the new 8.5% Moderately Disengaged Offline (fax and/or mail) channel (and which also greatly impact agent engagement). The point is our data42.3% shows that a large number of contact centers don’t 1.5% 14.5% Extremely Disengaged Community Forum moderation actually see efficiency or productivity decreasesSMSwith the addition of new channels. 39.3% saw no impact and 31.1% said there has actually 12.5% 30 been a somewhat positive influence Phone - Inbound 69.6% 10 to infer 20 40 the infrastructure 50 60 70 26.8% on the agent. that 30 they had in place to 80 handle multichannel Social Media It is0probable 15.1% Phone Outbound Mobile 26.6% before actually implementing. Email

0

10

28.2%

20

30

40

50

60

70

80

Chat Phone -job “The additional responsibilities equal increased variety15.1% and job value,” proclaimed one contact center. “There is less risk of burnout as Inbound 16.3% 26 5.4% Self-Service Portal/Knowledgebase moderation Phone - Outbound we have happier agents.” 36.5% Email

9.7% Yes - they are all Web multichannel (universal) upon hiring

61.7%

28.5%

28 Chat 21.2% Another simply saidYesthat their better chance with customers through multiple channels. And a third, 10.8% to be more engaged Offlineagents (fax and/orhave mail) awith 28.9% - they all become multichannel (universal) tenure and proficiency Portal/Knowledgebase moderation 23% “We added helpdesk Yes ticket routing to our agents over a year ago, and they loved having something new to learn. The increased workload Community Forum moderation 27.3% 2.7% - they are not universal, but they do handle more than one channel Web 35.7% actually increased productivity.” SMSare all dedicated 15.3% 3% to one channel No - they Offline (fax and/or mail)

Social Media

42.3%

8.1%

Forum moderation 14.5% 0 5 of it appeared 10 15 related20 25 Of the 23.58% that saw a somewhatCommunity negative effect on agents, much to be to the potential for30an initial learning Mobile 4% SMS 12.5% curve. “We seeNone a negative impact at first until the agents gain the right channel and technology knowledge”, or “Productivity dips while the - all are supported by shared agents 26.8% Social Media 19.6% agent is learning something new, and the managers 15.1% out, and then it improves.” Mobileare figuring things

30

Phone - Inbound

0

Phone - Outbound

10

20

30

40

26.6%

50

69.6%

60

70

80

70 80 To what extent has agent efficiency/productivity Email 28.2%been affected by adding new channels? 0

10

Chat

28

30

40

50

60

15.1% 5.4%

Self-Service Portal/Knowledgebase moderation Very negatively

32

20

1.1%

Web (universal) upon Yes - they are all multichannel hiring 9.7% Community Forum moderation

28.5%

23.5%

Somewhat negatively

10.8% Offline (universal) (fax and/or mail) Yes - they all become multichannel with tenure and proficiency

28.9%

39.3%

2.7%

No universal, extent but they do handle more than one channel Yes - they are not Somewhat positively

SMS

3%

Mobile 5%

4%

0 19.6%

None - all are supported by shared agents

0

33

31.3% 15.3%

No - they are Media all dedicated to one channel Social 8.1%

Very positively

5

10

0

5

15

10

27.3%

10

20

20

30

40

25

15 50

30

20

35

60

25

30

40

70

80

30 “How has agent productivity/efficiency Phone - Inbound been impacted by adding channels into the contact center?” 69.6% When we asked, the responses Agents have to navigate around more screensPhone and -interfaces 50.3% Outbound Very negatively 63.9% 1.1% recognized that agents26.6% supported the32notion of framework challenges. have to learn new technology or new processes to handle Agents have to learn new technology or new processes to handle contacts 63.9% Email 28.2% 23.5% Somewhat negativelyhave to contacts, and half (50.3%) replied that agents navigate around more screens and interfaces. The other primary responses imply a Agents get distracted by all the options Chat 20.8% 15.1% 39.3% No extent need for better training and Self-Service channel routing – agents get distracted by all the options (20.8%), agents are less confident in how to answer 5.4% Portal/Knowledgebase Agents are less confident in how to answer questions from the multiplemoderation channels 18.3% positively 31.3% multiple channel questions (18.3%) Somewhat and the lack of internal processes slow down efficiency (17.8%). Web 9.7% Lack of internal processes down efficiency 5% Veryslow positively Offline (fax and/or mail) Internal approvals slow down efficiency

has agent productivity/efficiency been The How additional channels have not affected agent productivity or efficiency Community Forum0 moderation5 SMS

33

2.7% impacted additional channels into the contact center? 10 15 by adding 20 25 30 35 40 18.3% 3%

Social Media

8.1%

Agents have to navigate around more screens and interfaces

Mobile 0

17.8%

10.8%

9.3%

4%

Agents have to learn new technology or new processes to handle contacts

10

20

None - all are supported by shared agents

Agents get distracted by all the options

Agents are less confident in how to answer questions from the multiple channels

0

10

Lack of internal processes slow down efficiency

20

Internal approvals slow down efficiency

Very negatively

50.3% 50

40

60

80

20.8%

18.3%

30

40

17.8%

50

60

70

80

18.3%

1.1% 0

Somewhat negatively

10

20

30

40 23.5%

50

60

70

80

39.3%

No extent 31.3%

Somewhat positively 5%

Very positively

icmi.com | 800.672.6177

70

63.9%

9.3%

The additional channels have not affected agent productivity or efficiency

32

30

19.6%

0

5

10

15

20

25

30 35 Sponsored by:

40

13

0

43

41

REPORT

10

34.1% Extremely well - we are able to both forecast and schedule multichannel

Somewhat well - we are better at multichannel forecasting than agent scheduling

20

30

40

50

The Multichannel Agent: A 2014 Contact Center Roadmap, Research Report and Best Practices Guide 24.5%

Yes

22.3%

Somewhat well - we are better at multichannel agent scheduling than forecasting

No

| 800.672.6177 TABLE OF CONTENTS icmi.com

29.8%

50.5%

15.3% This is again when wetoasked specifically about the impact of adding two of the most popular emerging Notechoed well - we are struggling both forecast and schedule asked multichannel 23.4% channels – social I don't know enough and mobile. Of those that said their agents had been affected, the reasons were similar: about desktop activity analytics

0 5 • Agents have to learn new technology or new process for these customers

10

15

20

25

30

• Agents are less confident in how to answer mobile questions • Agents have to navigate around more screens and interfaces 34.1% 43 • Agents Yes -by we social are in the media implementation phase now 45 get distracted Yes

12.2%

Yes - within the next 12 months

13.6%

Aberdeen says that 26% of an agent’s time is spent looking for relevant data across different systems and our own survey data supports - within the next 24 months 17.6% 50.5% that agents use an average of 5 Yes screens 15.3% for each customer interaction. That’s a lot of wasted time that they could be using to help customers.

No

No

I don't know enough

56.6%

about desktop activity 72.8% of survey participants acknowledge that their agents toggle across multiple applications to handle all customer service channels. analytics

0

10

20

30

40

50

60

Do your contact center agents use ONE unified desktop platform to handle ALL customer service channels? 45

46

Yes - we are in the implementation phase now 21.1%

12.2%

Yes

Yes - within the next 12 months Yes - within the next 24 months 6.1% No

13.6% 17.6%

No

I Don’t Know

0

10

56.6%

72.8% No – they toggle between multiple applications

20

30

40

50

60

21.1% There 46 are ways of mitigating, and simplifying the agent desktop can be an ideal place to start. In order to find out exactly where contact Yes centers saw improvements, we focused on thescreens 21.1% ofand respondents that have already undertaken this initiative. “How has agent 45.7% Agents navigate quicker save time 49 productivity/efficiency affected simplifying agent desktop system?” we inquired. 45.7% responded Agents been only have to learn oneby technology or processthe to handle contacts 30%that agents navigate screens I Don’t Know 6.1% quicker and save time. Another 35.7% inclaimed that FCR improved. amount felt the benefits came through agents only having to Agents are more confident how to answer multichannel questions An equal72.8% 30% No – they toggle between learn one process or technology to handle customersFCR (30.0%), and agents feeling more confident in how to answer questions. has improved 35.7% multiple applications Error rates improved for 21.4% and escalations and decreased for 18.6%. Since all options pulled strong numbers, there is Error transfers rates have improved 21.4% indication that a solid productivity andEscalations efficiency gain can be had. and transfers have decreased

No

18.6%

The unified agent desktop has not affected agent productivity or efficiency

25.7%

How has agent productivity/efficiency been affected by the unified desktop system? 0

10

20

30

40

Agents navigate screens quicker and save time

49

Agents only have to learn one technology or process to handle contacts

30%

Agents are more confident in how to answer multichannel questions

50

50 45.7%

30%

FCR hashandles improved Extremely! One system everything!

17.8%

rates have Good. There are someError limitations, butimproved overall it is good. Escalations and transfers have decreased Not satisfied because we chose/implemented/developed a substandard system. The unified agent desktop has not affected agent productivity or efficiency Not satisfied because the agents feel there is limited visibility to data.

Extremely dissatisfied. We are going back to our old systems. 0

35.7% 21.4%

72.6%

18.6%

6.8%

25.7%

2.7% 0%

10

0

20

10

30

20

30

40

40

50

50

60

70

80

Of the ¼ of respondents that didn’t feel the simplified agent desktop made an impact, 70.6% had also admitted that their organization had not make linkages between agent engagement and operational efficiency. Extremely! One system handles everything! 17.8% 50 Good. There areto some limitations, overall it is good. BEST PRACTICE: While it is possible use manual methods like time-trials and agent shadowing productivity 72.6% Desktopbut time-trials 51 22.5% to understand the drivers behind and efficiency decreases navigation, engagement, confidence, technology, distractions – ICMI recommends utilizing agent desktop Agent satisfaction/engagement surveys 6.8% Not satisfied because we–chose/implemented/developed a substandard system. 47.9% analytics tools to measure activity. the tocall community15.5% that responded to the survey already uses analytics to: Focusof groups Notbetter satisfied because the agents feel there34.1% is limited visibility data.center 2.7% One-on-one sessions with contact center management • Measure start and stop ofdissatisfied. agent We desktop activities Extremely are going back to our old systems.

• Capture screen navigation

Metrics (utilization, FCR)

Agent desktop activity analytics

• Correlate hold times to desktop activity

0

Agent satisfaction/engagement surveys 2-3 Focus groups One-on-one sessions with contact 4-6 center management

icmi.com | 800.672.6177>15

3.2% 0

20

10

30

40

20

50

60

30

39.9%

50

47.9%

37.7% 42.3%

12.5% 9.9% 10

80

22.5%

33.8%

6.8%

70

40

15.5%

7-9 (utilization, FCR) Metrics Agent desktop 10-15 activity analytics

42.3% 9.9% 10

0

• Trigger audio or screen recordings based on desktop events Desktop time-trials 51 • Track information

52

33.8%

0%

20

30

Sponsored by: 40

50

14

N/A 0

REPORT

1022

5

10

15

20

25

30

The Multichannel Agent: A 2014 Contact Center Roadmap, Research Report and Best Practices Guide

Employee Satisfaction (general happiness with company and job) ExtremelytoEngaged Employee Engagement (emotional commitment the company and its goals) Moderately Engaged and engagement Our company cares equally about BOTH employee satisfaction

15.9%

23%

| 800.672.6177 TABLE OF CONTENTS icmi.com

11.5%

67%

Create a Holistic Experience

8.5% Moderately Disengaged Our company doesn't survey employees on either satisfaction or engagement 1.5% Extremely Disengaged

54.5%

18.1%

0 10 to build and 20 30 customer 40 relationships 50 60 Effectively implementing multichannel takes an understanding of how manage in an evolving, 0 10 20 30 40 50 60 70 80 multi-dimensional communications landscape. Contact center leaders must remember that customers expect a unified experience and superior service regardless of the communication channel.

13

13.2%

Yes - Agent Satisfaction (general happiness with company and job)

Phoneto- the Inbound 16.3% into8.9% BEST PRACTICE: A Engagement technology best practice iscompany to merge all channels one unified queue that eliminates channel and department silos, (emotional commitment and its goals) 26 Yes - Agent Phone - Outbound 36.5% from needing separate systems43.4% work duplication, and inconsistent customer care. will keep the contact center to queue work and will Yes - Both Agent Satisfaction and Agent This Engagement Email 61.7% allow multiple channels to be routed to individual agents, 34.5% No when appropriate. Chat

21.2% 23% 10 are built

Portal/Knowledgebase moderation

0 20 30 40 50 This will be much easier for organizations if their contact centers upon a cloud-based infrastructure. As we mentioned earlier, Web 35.7% premise is still the predominant framework (55.5%), while 26.7% of survey participants report having a blend of both premise and cloud. Offline (fax and/or mail)

42.3%

Community Forum moderation

14.5% “The cloud the overall experience,” says Scott McDonald, Vice President of Customer Interaction 19 has a great opportunity to help simplify 12.5% SMS Management Solutions for inContact. “At the desktop you’ve got three26.8% things that you’re trying to achieve. You’re trying to improve the Social Media 12% agent experience and increase their engagement, you’re trying to improve the customer experience, which will increase their engagement, 15.1% Mobile Depends and you’ve got operational goals to balance3% out. “No 85% 0

Yes

10

20

30

40

50

60

70

80

A universal queue foundation that integrates all channels allows contact centers to have better control over contact deflection and volume. By leveraging routing that is both channel and skills-aware, they will be able to approach service from a more holistic customer-focused manner.28 This unified approach toaremultichannel truly harnesses the power of the agent and the channels themselves. 28.5% Yes - they all multichannel (universal) upon hiring 28.9%

Yes - they all become multichannel (universal) with tenure and proficiency

At this time, 41% claim that there are some channels that remain completely independent from others. 69.6% of that27.3% group says that Yes - they are not universal, but they do handle more than one channel inbound voice is isolated, while outbound is within 26.6% of the centers that responded to the survey. Of the non-voice channels, only chat 15.3% No - they are all dedicated to one channel 20and email (28.2%) were notable (15.1%) as purely dedicated channels. 0

5

10

15

20

25

30

Which, if any of your channels are supported by 100% dedicated agents? 65.3% 34.7%

Yes

No

30

69.6%

Phone - Inbound Phone - Outbound

26.6%

Email

28.2%

Chat

15.1% 5.4%

Self-Service Portal/Knowledgebase moderation Web

9.7% 10.8%

Offline (fax and/or mail)

21

Community Forum moderation

2.7%

SMS

Social Media

3% No

Mobile

4%

33.8%

8.1%

Yes

None - all are supported by shared agents

66.2%

19.6% 0

10

20

30

40

50

60

70

80

More impactful is the disparate methodology receiving customers across the channels. Of the top 5 highest volume Extremely Engagedin which agents are 23% 22 Very negatively channels four of them1.1% are not automatically routed through the ACD to the67% agent. Not surprisingly email is often 32that require live assistance, Moderately Engaged 23.5% Somewhat negatively manually routed (61.7%), but that is problematic when you consider it’s the second highest volume channel for most centers. Email, offline 8.5% Moderately Disengaged 39.3% No media, extent mail and fax, outbound voice, web, social knowledgebase moderation and chat all reported ad hoc routing by over 20% of respondents. 1.5%

Extremely Disengaged Somewhat positively

31.3%

10 20 ones30are NOT 40 auto-routed 50 60by your 70 ACD to 80 an agent? 5% Very positively Of the channels that you DO0 support, which Meaning, which channels are handled ad hoc, when agents are available, or when needed? 0

26 33

5

10

15

20

Phone - Inbound 16.3% Agents have to navigate more screens and interfaces Phonearound - Outbound

40

50.3% 63.9%

20.8%

21.2% 23%

Agents are less confident in how to answer questions from the multiple channels Portal/Knowledgebase moderation

18.3%

Lack of internal processes Web slow down efficiency

17.8% 35.7%

Internal approvals Offline (fax and/or mail) slow down efficiency The additional channels have not affected agent productivity or efficiency14.5% Community Forum moderation 12.5% 0

9.3%

42.3% 18.3%

1026.8%

20

30

40

50

60

70

80

15.1%

Mobile 0

28

35

61.7%

Agents get Chat distracted by all the options

SMS

30

36.5%

Agents have to learn new technology or new processes to handle contacts Email

Social Media

25

10

Yes - they are all multichannel (universal) upon hiring icmi.com | 800.672.6177 Yes - they all become multichannel (universal) with tenure and proficiency Yes - they are not universal, but they do handle more than one channel

20

30

40

50

60

70

Sponsored by:

80

28.5% 28.9% 27.3%

15

Phone - Inbound

26

16.3%

Phone - Outbound

36.5%

Email Extremely Important Chat

40

61.7%

49.9% The Multichannel Agent: A 2014 Contact Center Roadmap, 21.2% 29.6% Research Report and Best Practices Guide 23%

Somewhat Important Portal/Knowledgebase moderation

REPORT

Web Not Necessary Offline (fax Iand/or mail) Don't Know

35.7% 12.9% | 800.672.6177 TABLE OF CONTENTS icmi.com 42.3% 7.7% Community Forum moderation 14.5% in great part explains the lack of true multichannel/universal agents And it isn’t just queues that are not universal. The ad hoc routing 10 20 30 40 50 12.5% SMS 0

(an agent that can handle all channels within a skill). 27.3% of agents do handle more than one channel, but are not universal across all Social Media customer touch-points. Only 28.5% are universal upon hiring, while an26.8% additional 28.9% become so with tenure and proficiency. 15.3% Mobile of respondents have completely channel-dedicated agents. 15.1% 41 Extremely well - we are able to both forecast and schedule multichannel 0 10 20 Somewhat well - we As are better at multichannel forecasting than agent scheduling a general rule, do your agents support

30

40

50

60

70

80

more than one customer service channel? 22.3%

24.5%

Somewhat well - we are better at multichannel agent scheduling than forecasting

29.8%

Not well - we are struggling to both forecast and schedule multichannel Yes - they are all multichannel (universal) upon hiring

28

Yes - they all become multichannel (universal) with tenure and proficiency

23.4% 0

5

10

15

20

30

27.3% 15.3%

No - they are all dedicated to one channel 0

34.1%

28.9%

25

Yes - they are not universal, but they do handle more than one channel

43

28.5%

5

Yes

10

15

20

25

30

When asked how many channels an agent should routinely be able to support while still providing an exceptional customer experience, 2-3 50.5% 30was the prevailing response for the Phonemajority - Inbound (57.2%). 69.6%

No

15.3%

PhoneI -don't Outbound know enough

26.6%

BEST PRACTICE: Share with the agents the of keeping a customer in their channel of choice, whenever it is possible. Be very about importance desktop activity 28.2% analyticsEmail clear on the guidelines and expectations forChat when it is necessary to move a customer to another channel. Empower agents to take 15.1% ownership of theSelf-Service customer’s needs and develop their ability to use and apply discretion appropriately. 5.4% Portal/Knowledgebase moderation Web Offline (fax and/or mail) Yes - weCommunity are in the implementation phase now2.7% Forum moderation

9.7% 10.8%

45 Simplify the Agent Experience

12.2%

Yes - within the nextSMS 12 months 3% Media 8.1% Yes - withinSocial the next 24 months

13.6%

An important technology investment for the multichannel contact center17.6% is the simplified desktop system. When asked, “Do your contact center agents use one unified desktopMobile platform to handle all customer service channels?” 72.8% responded that agents No 4% 56.6% still toggle None - all are supported by shared agents 19.6% between multiple applications. 0

0

10 20

10

20 30

40

30

40

50

50 70

60

80

60

Do your contact center agents use ONE simplified desktop platform to handle ALL customer service channels? 32

Very negatively

46

1.1%

21.1%

Yes

Somewhat negatively No extent 6.1%

Somewhat positively

I Don’t Know

5%

Very positively 0

5

23.5% 39.3%

No

10

31.3%

72.8% No – they toggle between multiple applications

15

20

25

30

35

40

33 Agents have to navigate around more screens and interfaces 50.3% The averageAgents number an agent uses to manage all customer service channels is five, and the complete have to of learnapplications new technology orthat new processes to handle contacts 63.9%breakdown is as follows: Agents distracted by allquicker the options 20.8% Agentsget navigate screens and save time 45.7% 49 are less confident Agents inonly how to answer from the multipletochannels 18.3% Agents have to learnquestions one technology or process handle contacts 30% • 2-3 applications – 39.7% Lack confident of internalinprocesses slow down efficiency Agents are more how to answer multichannel questions Internal approvals slow down FCR efficiency has improved

17.8%

• 4-6 applications – 37.7%

30%

9.3%

35.7%

The additional channels have not affected agent productivity efficiency • 7-9 applications – 12.5% Error or rates have improved

18.3%

Escalations and transfers have decreased 0 The unified agent desktop has not affected agent productivity or efficiency

• 10-15 applications- 3.2%

10

• >15 applications – 6.8%

21.4%

20

0

30

10

18.6% 40

50 25.7%

20

60

70

30

80

40

50

The argument for a simplified agent desktop system is strong, and when ICMI asked the community to select their primary reasons for implementing one, those that rose to the top all circled back to agent and customer experience. It’s clear that this technology investment is recognized as a tool to extreme engagement. One system handles everything! 17.8% 50 the 3 primary reasons yourExtremely! “What are company was motivated to implement a unified desktop system?” Good. There are some limitations, but overall it is good.

1. To improve Not thesatisfied overall agent experience – 56.9% because we chose/implemented/developed a substandard system. 2. To improve customer satisfaction – 51.4% Not satisfied because the agents feel there is limited visibility to data. Extremely dissatisfied.(FCR) We are going back to our old systems. 3. To improve first-contact-resolution – 48.6%

2.7% 0% 0

10

20

30

40

50

Sponsored by:

icmi.com | 800.672.6177

51

72.6%

6.8%

Desktop time-trials

22.5%

60

70

80

16

No

No – they toggle between multiple applications

0

10

20

30

40

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The Multichannel Agent: A 2014 Contact Center Roadmap, Research Report and Best Practices Guide

REPORT

| 800.672.6177 Extremely! One system handles everything! 17.8% TABLE OF CONTENTS icmi.com Agents navigate screens quicker and save time 45.7% Good. There are some limitations, but overall it is good. 72.6% 4956.9% of Agents The organizations that theyorhave the agent have truly recognized only have to learn one say technology process implemented to handle contacts the simplified desktop system in part to satisfy 30% 6.8% Not satisfied because we chose/implemented/developed a substandard system. the link back toAgents the customer experience. While the top three reasons remained the same for segments of the surveyed population that are more confident in how to answer multichannel questions 30% Not satisfied because the agents linkages feel there is limited visibility employee to data. 2.7% claim their organization had identified between satisfaction and a better customer experience FCR has improved 35.7% and those that didn’t, We areError going back to our old systems. 0% the prior reported muchExtremely higherdissatisfied. numbers. rates have improved 21.4%

50

Escalations and transfers have decreased

18.6%

0 10 happy 20with the 30 single 40 60 70 The agents The areunified indeed satisfied with the technology as 72.6% report being platform,50while another 17.8% said80they agent desktop has not affected agent productivity or efficiency 25.7% were extremely pleased. Of those that are not as satisfied, 6.9% say it is because the organization chose or implemented the wrong system. A tiny percentage (0.95%) is either not satisfied due to limitations in the 10 visibility to data dissatisfied. 0 20 or is extremely 30 40 50

51

Desktop time-trials

satisfied are your AgentHow satisfaction/engagement surveys

22.5%

agents with the simplified agent desktop system?

50

33.8%

17.8%

42.3%

Metrics (utilization, FCR) it is good. Good. There are some limitations, but overall Agent desktop activity analytics Not satisfied because we chose/implemented/developed a substandard system.

72.6%

9.9% 6.8%

Not satisfied because the agents feel there is limited visibility to data. 0 Extremely dissatisfied. We are going back to our old systems.

2.7% 10

20

30

40

50

0% 0

52

47.9%

15.5%

Focus groups Extremely! system handles everything! One-on-one sessions with contact One center management

10

20

30

40

50

60

2-3

70

80

39.9%

4-6do you not have a simplified agent desktop system to handle all customer 37.7% When we asked respondents “Why service channels?” a lack of 7-9(42.6%) was the most prevalent 12.5% budget to replace all their systems answer. Most discouraging is the observation that a simplified desktop Desktop time-trials 51 22.5% system investment is not a company priority for 40.8%. Only 20.2% said that they were not actually in need of the technology yet. 6.8% 10-15 Agent satisfaction/engagement surveys 47.9% >15

15.5%

Focus 3.2% groups

As one community member stated, “The challenge I face in our multichannel center is that upper management doesn’t understand the 33.8% One-on-one sessions with contact center management importance of having technology and0 processes to support it.”15 5 10 20 25 30 35 40 42.3% Metrics (utilization, FCR)

9.9%

Agent desktop activity analytics

53

Why do you NOT have a simplified agent desktop to handle all customer service channels? 0

10

20

30

40

50

No budget to replace all our other systems (CRM, web, green screens, home-grown apps)

42.6% 30.3%

No resources to develop/implement one

52

2-3

Not a company priority

4-6

Not needed yet

7-9

40.8%

37.7%

12.5% 0

6.8%

10-15 >15

39.9% 20.2% 10

20

30

40

50

3.2%

inContact’s Director of Market Intelligence, Madelyn Gengelbach has this to say, “There are different ways you can tackle simplifying the 54 5 10 15 30 agent experience and simplifying0their ability toYes navigate. One is by20simply 25 consolidating the35number40of screens and reducing the ones that 27.2% they have to navigate through. Another is to haveNoa unified desktop, which is a lot more resource intensive for the company 47.8% and can take longer to implement, but both are valid approaches.” 53 No - developing one now 8.7% No - planning to develop one in the next 12 months 16.3% AsNowe discussed the contact community still appears to be segmenting agents fairly heavily, instead of employing universal budget to replace allearlier, our other systems (CRM, web,center green screens, home-grown apps) 42.6% channel and skilling queues. ThisNo is resources not a surprise when one considers the lack of unified tools and processes. to develop/implement one 0 10 20 30 50 30.3%40 Not a company priority

40.8% 20.2%

Not needed yet

Use55 Metrics Wisely

0

10

20

30

40

50

No

The multichannel contact center often needs to reevaluate how metrics are measured and reported. The combined channels, queues and 13.8% 86.2% Yes agents will tell a different story than when all are separate. 54 Yes 27.2% For starters, contact center leadership and the agents should have tightened alignment on expectations. There can often be a No 47.8% misunderstanding between what the contact center is reporting, what their unspoken KPIs are, and what the agent is being measured No - developing one now 8.7% on. Agents operate at a higher efficiency and productivity, and with greater concern for customer satisfaction, when they believe metrics No - planning to develop one in the next 12 months 16.3% are understandable and attainable. 20 and correlate 30 the impact 40of those metrics 50 BEST PRACTICE: Review the key metrics that will0be measured10in each channel on the individual. Include examples of how the data will be shared and with whom, discuss how to interpret reports, and most importantly, how to translate the data into actionable behaviors or process improvements.

55 Without proper measurements and guidelines, agents will inherently become frustrated, lose focus and engagement, and adopt behaviors that lead to errors, increased escalations, and lower schedule adherence. 13.8%

icmi.com | 800.672.6177

Yes

No

86.2%

Sponsored by:

17

The Multichannel Agent: A 2014 Contact Center Roadmap, Research Report and Best Practices Guide

REPORT

| 800.672.6177 TABLE OF CONTENTS icmi.com

BEST PRACTICE: It is necessary for all channels, regardless of volume, to have well-defined KPIs. While they can evolve and change over time, metrics will show the value and impact of each channel on the customer and the business. With the rise of multichannel, centers are sometimes heard complaining that they see an increase in average handle time (AHT), while CSAT and first-contact-resolution (FCR) are declining. Here again we see that the addition of new channels into the contact center is not the root cause for metric degradation. In fact, when asked to list the metrics that were POSITIVELY affected by adding channels, survey respondents most often cited: • FCR – 35.5% • CSAT – 30.1% • Utilization 36 – 27.4%

Significant Decrease

• Quality – 20.6%

1.3% 20.5%

Slight Decrease No Impact

42.9% and processes Not surprisingly, the KPIs that have experienced a negative impact are directly related to agent training, technology, 31.7% (all which affect agent engagement): Slight Improvement Significant Improvement

• AHT – 44.0% • Errors/rework – 25.0%

3.5% 0

10

20

30

40

50

• Adherence to schedule – 22.3% • Transfers/escalations – 19.0% 28% 37 at earlier, the right technology suite will As we looked aid anYes organization in accomplishing their KPI goals. All of the above were seen as easier to achieve with true channel integration into a CRM platform. Newer metrics such as containment, channel availability, 50.5% customer-effort-score (CES) and speed-to-resolve, can also be better considered with unified systems.

No

Depends

As your contact center evolves, you must ask yourself if the measures of performance that have served you well in the last decade are 21.5% center is operating today. the same ones that will determine how well your contact

Turn Data into Actionable Data 40

49.9%

Extremely Important

The simplified agent desktop doesn’t just benefit and ability to assist a customer, 29.6% Somewhat Important the agent the agent by improving their experience it also allows for better optimization ofNot their performance. 12.9% Necessary 7.7%

I Don't Know BEST PRACTICE: Richard Snow, VP and Research Director from Ventana Research recommends using the agent desktop analytics to close the loop between agent activity and the action needed to improve10outcomes in the future. With this best practice, patterns can be identified 0 20 30 40 50 in the data to determine how employees actually spend their time. One can see what applications they access, what data they enter, how much time they spend in each application, and how much time an agent is idle.

41 Extremely wellusing - we areagent able to both forecast and schedule multichannel At this time, only 34.1% are desktop analytics to measure productivity and efficiency. 15.3% admit that they don’t know enough 24.5% Somewhat well -available we are betterwhich at multichannel forecasting than agent scheduling about the applications provides a great opportunity for technology partners. Although it isn’t surprising that the larger 22.3% enterprise organizations report suchagent analytics – 44% for contact centers with 100-249 agents and 50.0% for centers with 29.8% over Somewhat well - we are betterhaving at multichannel schedulingtools than forecasting 250 – all contact centers can benefit from this type of data. Not well - we are struggling to both forecast and schedule multichannel 23.4%

Are you using agent desktop activity0 analytics5 (Verint, eglue, Iontas, 10 15 NICE, etc) 20 to measure productivity and efficiency of the agent? 43

34.1%

No

I don't know enough about desktop activity analytics

Yes - we are in the implementation phase now

50.5%

12.2%

Yes - within the next 12 months

13.6%

Yes - within the next 24 months

icmi.com | 800.672.6177

30

Yes

15.3%

45

25

17.6%

No

56.6%

Sponsored by: 0

10

20

30

40

50

60

18

0

4

8

5

43

34.1%

The Multichannel Agent: A 2014 Contact Center Roadmap, Research Report and Best Practices Guide

Yes

REPORT

No

15.3%

| 800.672.6177 TABLE OF CONTENTS icmi.com

50.5%

don't know enough Of those currently without desktopIabout analytics in place, 43.4% are in the planning stages – 12.2% are implementing now, 13.6% within 12 desktop activity analytics months, and 17.6% within the next 2 years.

Are you planning to implement agent desktop activity analytics? Yes - we are in the implementation phase now Yes - Facebook Yes - within the next 12 months

45

12.2%

0

19%

13.6% 4.1% 17.6%

Yes - Twitter Yes - within the next 24 months Yes - Facebook and Twitter No Yes - Facebook, Twitter and at least one other like LinkedIn or Pinterest

No

10

22.5%

20

0

5

30

10

40

15

56.6% 32.2%

22.2%

20

50

60

25

30

35

BEST PRACTICE: ICMI acknowledges that it can be challenging to establish the proper metrics (speed-of-answer, need-to-answer, containment) for channels like social media and portal/community moderation. This is where tools that utilize text analytics to analyze 21.1% Yes - Facebook written These applications 10.5% are not yet commonplace, but we anticipate an uptick in 2014 as 46 communication channels can be helpful. Yes2.7% service. Yes - Twitter more self-help and social mediums are adopted for customer Yes - Facebook and Twitter 6.1%

11.1%

No

I Don’t Know

Right now 20.3% are using text analytics,10.8% with another Yes - only Facebook, Twitter of and contact at least one centers other like LinkedIn or Pinterest 72.8%17.9% either in the implementation or planning phases. No

No – they toggle between multiple applications

65%

Do you currently use text analytics in your contact center to analyze social media 10 20 30 40 50 60 70 interactions0 and other text-based communications? Yes

49

80

20.3%

No Agents navigate screens quicker and save time No - implementing text analytics now 4.9% Agents only have to learn one technology or process to handle contacts No - planning to implement in the next 12 months 7.3% Agents more confident in howintothe answer multichannel Noare - planning to implement next 24 months questions5.7% FCR has improved

61.8%

45.7%

30% 30% 35.7%

Error rates have0improved 10 Escalations and transfers have decreased

20

40 21.4% 50 18.6%

30

The unified agent desktop has not affected agent productivity or efficiency

60

70

80

25.7%

As with any added channel, organizations need to invest in tools and agent knowledge so that consumers receive a consistent level of experience. With social in particular though, technology can 0assist with sifting through20 the massive volume of social media interactions 10 30 40 50 to identify the most relevant postings that require attention and personalized responses. Of the data review tools, those that analyze speech patterns and language have arguably been more utilized than desktop activity and 18.4% No text in recent years. Modern QA and recording systems often have them81.6% built in. The most common usage of speech analytics are: Extremely! One system handles everything! 17.8% 50 • After-the-call business Good. analysis There are some limitations, but overall it is good. 72.6%

Yes

Not satisfied because we chose/implemented/developed • Automated Quality / Compliance checks a substandard system.

• Tool to dcide

6.8%

Not satisfied because the agents there is limited visibilitymanagement to data. 2.7% what calls should go feel through quality Extremely dissatisfied. We are going back to our old systems.

0%

• Real-time agent guidance (real-time analytics during call)

Yes - we have the plan andanalytics budget in placeduring call) 0 • Real-time supervisor alerts (real-time

10

11.7% 20

30

40

50

Yes - but, we are still in the development stage

60

70

80

30.3%

No - for we don't have the resources or budget to implement at this timeDURING a call is incredibly powerful. 16.3% Mobile technology has made this data even more The ability supervisors to get real-time analytics - we don't no where to start while out 4.1% impactful as supervisors can nowNomanage “remotely” on the floor and not at their desks. When asked about this innovative practice, Desktop for time-trials 5118.7% of survey respondents 22.5% No - it's not a necessary channel our business only currently have supervisors managing through mobile devices. For those that do, they37.6% are using the Agent satisfaction/engagement surveys 47.9% devices to truly make data actionable. Some of the real-time data and contact center capabilities that can be accessed through a mobile Focus groups 0 5 1015.5% 15 20 25 30 35 40 device include: 33.8% One-on-one sessions with contact center management

• Reports and analytics

42.3%

Metrics (utilization, FCR) 9.9%

Agent desktop activity analytics

• ACD dashboards and real-time queues

Customers are less demanding than other channels 0 Customers are more technologically savvy than other channels

• Agent schedules

10

20

30

40

39.5%

• ACD supervisor interface Agents are able to be more candid and less scripted in their responses

24.7%

The metrics aren't defined and rigid as with the traditional channels • Call-barging andascall monitoring 52 2-3 QA isn't as rigid as with the traditional channels • Real-time WFM - 6.06% 4-6

• QA

33.3% 50

12.3%

39.9%

8.6%

Mobile technology is more fun to use forms and scoring - 4.41% 7-9 as those from other channels Mobile customers are about the same

22.2% 12.5%

37.7%

27.2%

6.8%

10-15 >15

0

3.2% 0

icmi.com | 800.672.6177

5

10

5 15

10 20

15 25

20 30

25 35

30 40

Sponsored by:

35

40

19

0

REPORT

10

30

40

50

60

The Multichannel Agent: A 2014 Contact Center Roadmap, Research Report and Best Practices Guide

21.1%

46

20

Yes

| 800.672.6177 TABLE OF CONTENTS icmi.com

“The center of gravity has shifted in terms 6.1% of business priorities,” says Mariann McDonagh, inContact’s CMO. “With the dawn of the I Don’t Know 72.8% information age, companies began to grapple with how to collect and leverage data and information. And now here we are in a more No – they toggle between multiple connected age! A company’s success is tied both to its ability and willingness toapplications put the employee and the customer experience at the very heart of their decision making.”

No

Involve the Agent

Agents navigate screens quicker and save time

45.7%

Contact 49 centers that use agent feedback appropriately not only get increased agent engagement and30% a better customer experience, but Agents only have to learn one technology or process to handle contacts also valuable awareness into andquestions technology. This can be insurmountably beneficial for the multichannel center as Agents are morefragmented confident in how toprocesses answer multichannel 30% new applications and methodologies are frequently introduced and changed. FCR has improved 35.7% Error rates have improved

21.4%

BEST PRACTICE: Expose agents to theEscalations tools that the have contact center is considering. Don’t18.6% wait for the agents to be in a live environment with and transfers decreased a new application them to discover theagent shortcuts, hang-ups, and idiosyncrasies. Pilot the tool25.7% with a group of senior agents and Thefor unified agent desktop has not affected productivity or efficiency supervisors to vet those things prior to a final decision to ensure that your organization has a full understanding of the technology’s functionality AND limitations. 0 10 20 30 40 50 Let’s look at the contact centers that have implemented a simplified desktop system. 63.4% of them correctly realized the value of agent input and involved the frontline in some part of the process. 50

• Capability testing – 37.7%

Extremely! One system handles everything!

17.8%

Good. There are some limitations, but overall it is good.

72.6%

• Actual implementation Not satisfied because–we29.9% chose/implemented/developed a substandard system.

6.8%

satisfied – because the agents feel there is limited visibility to data. • Initial demo with Not demos 20.8%

• RFP creation – 19.5%

2.7%

Extremely dissatisfied. We are going back to our old systems.

0% 0

• SOP/process documentation – 15.6%

10

20

30

40

50

60

70

80

• Final vendor selection process – 13.0% Yes - Facebook 19% 59 51 Desktopare time-trials Now take the 90.0% of agents that say they somewhatYesor- Twitter extremely satisfied with the simplified desktop systems their contact centers 4.1% 22.5% Agent satisfaction/engagement surveys 47.9% have implemented. How was that data procured? Yes - Facebook and Twitter 22.5% 15.5%

Focus groups

Yes - Facebook, Twitter and at least one other like LinkedIn or Pinterest

32.2%

33.8% One-on-one sessions with contactwas center gleaned management from surveys. Other methods include metrics For 47.9% of respondents, the insight such as utilization and FCR (42.3%), No 22.2% 42.3% Metrics (utilization, FCR) one-on-one sessions with contact center management (33.8%), desktop time-trials (22.5%), focus groups (15.5%), and agent desktop 9.9% Agent desktop activity analytics activity analytics (9.9%). 0 5 10 15 20 25 30 0

10

20

30

40

35

50

How have you measured agent satisfaction and /or productivity improvement of the simplified desktop system? 60

Yes - Facebook

52

10.5%

Yes - Twitter

2-3

2.7%

39.9%

Yes - Facebook and Twitter

4-6

11.1%

Yes - Facebook, Twitter and at least one other like LinkedIn or Pinterest 7-9

12.5%

6.8%

10-15 >15

10.8%

No

3.2% 0

65% 0

5

10

37.7%

15

10 20

20

30

30

35

25

Yes

40

50

60

70

80

40

20.3%

BEST Technology selection is not the only place whereNocandid agent feedback is advantageous. It is also useful 61.8% to ask the front62 PRACTICE: 53 line how they like supporting specific channels and customers organization can potentially make adjustments to No - implementing text analytics so nowthat the 4.9% marketing, training, management customer type, orapps) product It’s important to ask them about ALL channels for No budget to replace all our other systems (CRM, web, green home-grown 42.6% Nostyle, - planning toscreens, implement in the next 12 months direction. 7.3% comparison and contrast purposes. resources to develop/implement 30.3% No - No planning to implement in the nextone 24 months 5.7% Not a company priority For example, 81.6% of agents claim to like supporting social customers and 78.5% like those that come in through40.8% mobile.

0

Not needed yet

10

20

20.2%30

40

Do your agents like supporting social media customers? 0 10 20 30 64

54

Yes

18.4% No - developing one now

No8.7%

0

icmi.com | 800.672.6177

Yes

80

50

47.8%

81.6%

10

20

30

Yes - we have the plan and budget in place Yes - but, we are still in the development stage 13.8%

40

70

16.3%

No - planning to develop one in the next 12 months

55

60

27.2%

No

68

50

Yes

11.7% 86.2%

40

50

20

Sponsored by: 30.3%

Yes - we have the plan and budget in place

68

11.7%

Yes - but, we are still in the development stage

30.3% 16.3%

No - we don't have the resources or budget to implement at this time

The 4.1%Multichannel Agent: A 2014 Contact Center Roadmap, Research Report and Best Practices Guide 37.6%

No - we don't no where to start

REPORT

No - it's not a necessary channel for our business 0

5

10

15

20

25

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30

Why do your agents like supporting mobile customers? Customers are less demanding than other channels

75

33.3% 39.5%

Customers are more technologically savvy than other channels Agents are able to be more candid and less scripted in their responses

24.7% 12.3%

The metrics aren't as defined and rigid as with the traditional channels QA isn't as rigid as with the traditional channels

8.6%

Mobile technology is more fun to use

22.2%

Mobile customers are about the same as those from other channels

27.2% 0

5

10

15

20

25

30

35

40

The top cited reasons are: • Social customers are more technologically savvy than others - 41.84% 78

• Social media technology is more fun to use - 40.82%

No

• Mobile customers are more technologically savvy than others - 39.51%

Yes

38.6%

61.4%

• Agents are able to be more candid and less scripted in their social responses - 35.71% • Mobile customers are less demanding than other channels - 33.33% Equally as valuable are the reasons that agents do not like supporting certain channels. In this case, social and mobile: • Contact center mobile technology is challenging for agents to use – 40.0% • Social 36 customers are more demanding than other channels - 31.25% Significant Decrease

1.3%

• The social QA process isn’t as defined as with traditional channels - 31.25%

20.5%

Slight Decrease

• There is inadequate training for social media - 31.25% No Impact

42.9%

Slight Improvement • Mobile customers are more demanding than other channels – 30.0% Significant Improvement

31.7%

3.5%

As one respondent said, “Social is such a public channel that agents are less confident posting versus a 1 on 1 interaction.” Another said, 10 30 40 50 “Agents have helped us with the social rules - 0what to communicate and20what not to address.” Overwhelmingly those contact centers that have true universal agents and are actively soliciting AE and ASAT are the ones most likely to involve agents in the decision-making process. Those that are not tend to rely heaviest on metrics as success measurements and not agent feedback. 28% 37

Yes

No Connect the Forecasting & Scheduling Dots 50.5%

Depends

21.5% As discussed earlier, ad hoc channel routing can negatively impact an agent’s productivity. It also affects the contact center’s ability to forecast and schedule as volume may not all be accounted for appropriately.

BEST PRACTICE: Not only will a universal CRM platform assist with scheduling and forecasting, but so too will the merging of channel queues and agent skills. Both of these best practices are necessary as contact center leaders acknowledge that they are currently 40 with these essentialExtremely Important practices. 49.9% struggling operational 29.6%

Somewhat Important

Only a quarter (24.5%) respondedNot that they are able to forecast12.9% and schedule multichannel support extremely well. 29.8% said they are Necessary better at multichannel agent scheduling, while 22.3% replied that multichannel forecasting was easier. He remaining 23.4% admitted 7.7% I Don't Know that they were unable to do either well. This divided response indicates a serious need within the multichannel contact center. 0

10

20

30

40

50

How well do you forecast and schedule multichannel blended activity for your contact center? 41

Extremely well - we are able to both forecast and schedule multichannel

24.5%

Somewhat well - we are better at multichannel forecasting than agent scheduling

22.3%

Somewhat well - we are better at multichannel agent scheduling than forecasting

29.8%

Not well - we are struggling to both forecast and schedule multichannel

23.4% 0

43

icmi.com | 800.672.6177

34.1%

Yes

5

10

15

20

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30

21

0

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40

50

The Multichannel Agent: A 2014 Contact Center Roadmap, Research Report and Best Practices Guide

28%

37

20

Yes

| 800.672.6177 TABLE OF CONTENTS icmi.com

No

forecast50.5% and

To further reinforce, when asked, “How important is the ability to schedule blended multichannel activity for your contact center?” 1/2 (49.8%) agreed that it is extremely important. Another 29.6% responded that it was somewhat important, and only 12.9% Depends did not think it was necessary. 21.5%

How important is the ability to forecast and schedule blended multichannel activity (ie: inbound/outbound, mobile, chat, social) for your contact center? 40

49.9%

Extremely Important 29.6%

Somewhat Important 12.9%

Not Necessary 7.7%

I Don't Know 0

41

10

20

30

40

50

Extremely well - we are able to both forecast and schedule multichannel

24.5%

Consider Channel Experimentation Somewhat well - we are better at multichannel forecasting than agent scheduling

22.3%

Somewhat well - we are better at multichannel agent scheduling than forecasting

29.8%

While industry hasto shown that customer preference for using the phone is still strong, organizations must also understand how Not well - research we are struggling both forecast and schedule multichannel 23.4% the other channels are perceived and where their evolution is headed. 0

5

10

15

20

25

30

ICMI recognizes that there are many new methods of customer support in the multichannel bailiwick, but that not all are being prioritized at this point. So where do you start? BEST PRACTICE: ICMI encourages organizations to experiment first with non-voice channels that are either easily routed through your 34.1% 43 current technology, or don’t require major investment or integration. If you don’t already offer email, this is a logical place to begin. Email Yes nature will add less queuing and KPI pressure on the contact center. Live agent is the second most common channel and its asynchronous chat is also a channel that you can easily experiment with in terms of queue priority.

No

15.3%

50.5%

McDonald from inContact also Ireiterates that a cloud infrastructure can assist with experimentation. “It’s very easy to experiment with don't know enough desktop activity new channels because it’s easy about to turn them on and off. The other thing with cloud, is that it’s easy to add points of service, so that if you analytics have seasonal spikes, you want to try out home agents, or add new locations you can do it. Regardless of where your contact centers are, you can harmonize the agent interface and keep all your rules and processes of reporting in one place.” While the emerging channels aren’t as prevalent in the contact center yet, there are a few that are worthy of consideration. In a research study conducted earlier in 2013, of contact center Yes -by we ICMI are in the implementation phase51.5% now 12.2%professionals consider social media support to be a competitive 45 differentiator and 63.3%Yes said thethesame mobile. 72.2% felt mobile was a necessary customer service channel, while 67.2% say social is. - within next 12 for months 13.6% Yes - within the next 24 months 17.6% Although we have inquired about the usage and planning roadmap for other channels, our research focus this year has centered on social, No advanced self-service (proactive one-way SMS, interactive knowledgebases, 56.6% mobile (transactional, automated, or live) and or virtual assistants/bots). 0

10

20

30

40

50

60

Social: According to Forrester, social media is at the core of a multichannel strategy because it has such vast impact on an organization’s brand. Yet, while 77.8% of the ICMI community reports having an active social presence through Facebook, LinkedIn, Twitter, Pinterest, or other 21.1% 46 mediums, far fewer are actually supporting socialYes media as a customer service channel.

No

I Don’t company Know 6.1% Does your have an active social media presence? 72.8%

Yes - Facebook

59

Yes - Twitter

No – they toggle between multiple applications

19%

4.1%

Yes - Facebook and Twitter

22.5%

Yes - Facebook, Twitter and at least one other like LinkedIn or Pinterest

32.2%

No

49

22.2%

Agents navigate screens quicker and save time 0 Agents only have to learn one technology or process to handle contacts

5

10

15

20

30%

Agents are more confident in how to answer multichannel questions

60

No

45.7% 35

35.7%

10.5%

21.4%

2.7%

18.6%

11.1%

25.7%

10.8% 0

0

30

30%

FCR has improved Yes - Facebook Error rates have improved Yes - Twitter Escalations and transfers have decreased Yes - Facebook and Twitter The unified agent desktop has not affected agent productivity or efficiency Yes - Facebook, Twitter and at least one other like LinkedIn or Pinterest

icmi.com | 800.672.6177

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10 10

20 20

30

30 Sponsored by: 40

50

60

4065% 70

50 80

22

49

0

59

Agents navigate screens quicker and save time

45.7%

Agents only have to learn one technology or process to handle contacts

30%

Agents are more confident in how to answerYes multichannel - Facebook questions

30% 10.5%Multichannel Agent: A 2014 Contact The Center Roadmap, 35.7% Research Report and Best Practices Guide

has improved Yes -FCR Twitter 2.7% Errorand ratesTwitter have improved Yes - Facebook REPORT Yes - Facebook Yes - Facebook, Twitter and at least oneEscalations other like LinkedIn or Pinterest and transfers have decreased Yes - Twitter The unified agent desktop has not affected agent productivityNo or efficiency Yes - Facebook and Twitter

21.4% 19%

11.1%

10.8% 4.1%

| 800.672.6177 TABLE OF CONTENTS icmi.com

18.6%

65%

25.7% 22.5%

When directly asked, 65.0% are not supporting social. For those that are, 11.1% are doing so through both Facebook and Twitter, 10.8% Yes - Facebook, Twitter and at least one other like LinkedIn or Pinterest 32.2% have added a third outlet such as LinkedIn or Pinterest,0 and 10.5% alone. 0 10 support 2040 40 number 50 are 20 10through 30 Facebook 50 A30much 60 smaller 70 80 (2.7%) No 22.2% solely using Twitter as their social media channel. 0

2

50

60

5

10

15

20

25

Yes 20.3% as a customer service channel? Does your contact center support social media

Noeverything! Extremely! One system handles No - implementing text analytics now 4.9% Good. There are some limitations, but overall it is good. Facebook No - planning to implement in the nextYes 12 -months 7.3% 10.5% 6.8% Not satisfied because we chose/implemented/developed a Yes substandard - Twitter system.2.7% No - planning to implement in the next 24 months 5.7% Not satisfied because the agents feel is limited Yesthere - Facebook andvisibility Twitterto data. 2.7% 11.1% Yes - Facebook, Twitter and at least one We other LinkedIn Extremely dissatisfied. arelike going back or to Pinterest our old 0systems.

17.8%

30

40

50

60

70 65% 60

No 0

10

0

4

62

10

35

72.6%

10.8%20

10 0%

30

61.8%

20

30

20

40

30

40

50 50

60

80 70

70

80 80

For51those that are not yet supporting social, 58.0% (down 2013)22.5% are not planning to add it as a customer service channel Desktop time-trials Yes from 70.1% earlier in 20.3% within the next 12 months. The majority (37.6%) respondents do not feel it is a necessary channel for61.8% their specific business, Agent satisfaction/engagement surveys of those 47.9% No 18.4% 81.6% No groups another 16.33% want to but doNonot haveFocus the resources a small percentage (4.1%) simply doesn’t know where to begin. - implementing text analytics now or budget, 4.9% while15.5%

Yes

One-on-one sessions with contact center management No - planning to implement in the next 12 months

33.8%

7.3%

Of those that are in the have the and budget 42.3% phase. Metrics (utilization, FCR)24plan Noprocess, - planning to11.7% implement in the next months 5.7%in place while 30.3% are only in the development 9.9%

Agent desktop activity analytics

10 20 30 40 50 next6012 months? 70 Do you plan to add Social Media 0as a customer service channel within the 0

52

>15 0

68

5

80

50

30.3% 39.9% 37.7%

4.1%

Yes

12.5%

6.8%

0

3.2%

40

16.3%

No

18.4%

10-15

30

11.7%

Yes - but, we are still in the development stage 2-3 No - we don't have the resources or budget to implement at this time 4-6 No - we don't no where to start No - it's not a7-9 necessary channel for our business

5

20

Yes - we have the plan and budget in place

8 64

10

5

10

10

15

37.6%

81.6%

20

15 25

20 30

25

30

35

35

40

40

Admittedly, contact center managers are struggling with social media integration in large part because the volume is small when compared to the traditional channels. Forrester and others reiterate though, that a focus on volume shouldn’t be the point; it’s about the channel are lesscustomers demanding than publicly. other channels 33.3% impact to engage 53 and its abilityCustomers Customers are more technologically savvy than channels Yes - we have the plan andother budget in place

39.5%

11.7%

Agents are to able to be more candid and less scripted indevelopment their responses 24.7% Mobile: be that would expect support a company30.3% debuted42.6% a mobile web app No budgetIt toused replace all our other systems (CRM, web, green home-grown apps) through their mobile device as soon as Yescustomers - but, we are still in thescreens, stage TheNo metrics as defined and rigidoris asbudget with longer the traditional channels 12.3%can be or native/smartphone app. That no theat case. accessed through a smartphone, then customers - we aren't don't have the resources to implement this timeIf you 16.3% No resources to develop/implement one have a website that 30.3% QA isn't rigid asNo with thedon't traditional channels will naturally expect you canasservice directly When 8.6% asked, “Does your company have a mobile app your customers -them we no where tofrom start the device. 4.1% Not a company priority 40.8% Mobile technology is more fun use center?” 27.2% answered in the affirmative, 22.2% while another 25.0% are use to get information and connect with your in development No - it's not a necessary channel forcontact our to business 37.6% Not needed yet 20.2% Mobile customers are about the same as those from other channels now. 27.2% 0

5

0

10 10

15

20

20

25

30

30

35 40

40

50

5 15 20 30 with your 35 40 Does your company have a mobile app your 0customers use10to get information and25connect contact center?

54 75

8

Yes Customers are less demanding than other channels No channels Customers are more technologically savvy than other Noand - developing oneinnow Agents are able to be more candid less scripted their responses No - planning develop in as thewith nextthe 12traditional months channels The metrics aren't as to defined andone rigid

Yes

QA isn't as rigid 38.6% as with the traditional channels 0 to use Mobile technology is more fun

27.2% 8.7%

No 10

33.3% 47.8%

39.5%

24.7% 16.3% 12.3% 61.4% 8.6%

20

Mobile customers are about the same as those from other channels

30

22.2%

40

50

27.2%

The point is, without “on the glass” support, customers will likely seek other channels and this will impact their satisfaction and thereby 0 5 10 15 20 25 30 35 40 their engagement. 55 For the only 29.9% that are offering support through their web or native/smartphone app, 70.4% are offering it via in-app transactional 13.8% support Yesthat includes interactive86.2% self-service, 31.5% have more advanced mobile or automated agents and texting for assistance, and 25.0% utilize live agents for in-app communication through click-to-call, IM, text/SMS, or video/Facetime.

No

78

38.6%

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Yes

No

61.4%

Sponsored by:

23

50

REPORT 50

Extremely! Oneproductivity system handles everything! 17.8% The unified agent desktop has not affected agent or efficiency No - implementing text analytics now 4.9% Good. There are some limitations, but overall it is good. No - planning to implement in the next 120months 7.3% 20 6.8%10 Not satisfied because we chose/implemented/developed a substandard system. No - planning to implement in the next 24 months The Multichannel Agent: 5.7% Not satisfied because the agents feel there is limited visibility to data. 2.7% Extremely dissatisfied. We are going back to our old systems.

0% 0

Extremely! One system handles everything!

10

0

20

30

72.6% 50

40

A 2014 Contact Center Roadmap, Research Report and Best Practices Guide 30

17.8% 20

10

25.7%

40

30

50

40

60

50

70

80

| 800.672.6177 TABLE OF CONTENTS icmi.com

60

70

80

Good. There are some limitations, but overall it is good.

How have you measured agent satisfaction and /or productivity improvement of the unified desktop72.6% system? 6.8%

Not satisfied because we chose/implemented/developed a substandard system.

64

51

Not satisfied because the agents feel there is limited visibility to data. Desktop time-trials Extremely dissatisfied. We are going back to our old systems. Agent satisfaction/engagement surveys

2.7% 0%

No

18.4%

Focus groups

0

One-on-one sessions with contact center management

10

22.5%

Yes

47.9%

81.6%

15.5% 20

30

40

50 33.8%

60

80

42.3%

Metrics (utilization, FCR) 9.9%

Agent desktop activity analytics

51

70

Desktop time-trials

0

10

20

22.5%

30 40 50 47.9% 15.5% Focus groups When we directly asked those respondents with a mobile how their company11.7% used the growing in popularity text/SMS to Yes - we have the plan and budgetsolution in place 33.8% One-on-one sessions with contact center management 68 communicate with customers, 36.9% said they utilize it for outward one-way notifications and/or facilitate a dialogue30.3% between a bot Yes - but, we are still in the development stage 42.3% Metrics (utilization, FCR) 52 2-3 39.9% earlier this year) of contact and a customer, and it a live agent conversational channel. 15.3% (down radically from 35.3% No23.4% - we don'tconsider have the resources or budget to implement at this time 16.3% 9.9% Agent desktop activity analytics 37.7% centers offering mobile support4-6as a customer service SMS. No - we don't no channel where to startdo not offer 4.1% Agent satisfaction/engagement surveys

7-9No - it's not a necessary0 channel for our 12.5% business 10

20

30

40

37.6%

50

How many applications do 6.8% your agents toggle between to handle all customer service channels? 10-15 >15

52

2-3

0

3.2% 0

5

10

15

5 20

10

15

25

30

20

75 53

30

40

37.7%

7-9 Customers are less demanding than12.5% other channels

33.3%

6.8% 10-15 are more technologically Customers savvy than other channels

39.5%

>15 3.2%and Agents able to(CRM, be more less scripted in their responses No budget to replace all our otherare systems web,candid green screens, home-grown apps) The metrics aren't as defined and rigidtoasdevelop/implement with the traditionalone channels 12.3% No resources 0 5 10 15 20 25 30 35 QA isn't as rigid as with the traditional channels 8.6% Not a company priority Mobile technology is more fun to use Not needed yet 20.2% Mobile are mobile about the same as those from other channels 61.4% are not planning tocustomers provide customer service within the next 12 months. 53 0

[Q78] No budget to replace all our other systems (CRM, web, green screens, home-grown apps)

10 5

0

20

10

15

24.7% 40

42.6%

30.3% 40.8%

22.2%

27.2% 20

30

40 3042.6%

25

Do you planto to provide Mobile customer service within the next 12 months? No resources develop/implement one 30.3% 54

Not a company priority Yes Not needed yet No

78

No - developing one now

8.7%

0

54

No

20

10

47.8% 30

40

30

40

50

27.2% 47.8%

No No - developing one now

8.7% 16.3%

No - planning to develop one in the next 12 months 13.8% 0

50

61.4%

20

Yes

And let’s not forget self-service.

40

16.3%

Yes

38.6%

10

50

35

40.8%

27.2% 20.2% 0

No - planning to develop one in the next 12 months

55

35

39.9% 40

35

4-6

25

Yes

10

No

20

86.2%

30

40

50

Advanced Self-Service: For years companies have tried to keep customers from having an unstructured access into customer service. Nowadays, customers want the opportunity to help themselves…until they can’t any longer. 55 “Use self-service as your first agent,” says Gengelbach. “Self-service is a dynamic tool to manage the customer experience and help the agent experience; it’s not a gatekeeper or a welcome mat.” 13.8%

Yes

No

86.2%

While self-service is often enough to resolve a customer’s support issue, supplying a real-time (or near real-time) channel – chat, phone, or even Twitter – is becoming more and more important. Customers who cannot resolve their issue through a self-service option need to be able to reach a human; lest they feel helpless. That helplessness often translates to frustration which is then shared publicly across social networks. It’s quite easy to see how the multichannel options are intertwined and useful for one another. While this research did not specifically focus on self-service, it is an important channel to consider and an easy one to experiment with. In ICMI research from earlier this year, participants rated web self-service as their second preferred choice, showing that a quicker and more thorough resolution may in some cases outshine live agent assistance.

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6.8%

Not satisfied because we chose/implemented/developed a substandard system. Not satisfied because the agents feel there is limited visibility to data.

2.7% 0% The

Extremely dissatisfied. We are going back to our old systems.

REPORT

0

Multichannel Agent: A 2014 Contact Center Roadmap, Report and50Best Practices Guide 10 20 Research 30 40 60 70

80

| 800.672.6177 TABLE OF CONTENTS icmi.com

When asked, “What impact does self-service have on your customers?” contact center leaders agreed that quicker response times (45.2%) Desktop time-trials 51 and increased first-contact-resolution (42.6%) were of the most significant impact. 22.5% The preponderance (84.1%) also thought self-service Agent satisfaction/engagement surveys 47.9% was a necessary customer service channel. 15.5%

Focus groups

33.8%

One-on-one sessions with contact center management

As with any channel selection, it is necessary that the organization balance a customer’s perceived preference with the channel’s best 42.3% Metrics (utilization, FCR) functionality. 9.9%

Agent desktop activity analytics

0

Empower the Team

10

20

30

40

50

As Justin one can take to 52 Robbins pointed out in his 2-3 Expert Spotlight, ‘Training the Multichannel Agent’, there are several approaches 39.9% ensure comprehension around new 4-6 channels and material. 37.7% • Back-to-the-Basics.

7-9

12.5% 6.8%

10-15

• Gamification

>15

• E-Learning

3.2% 0

• Role Play

5

10

15

20

25

30

35

40

• Social Media 53 Not only do these methodologies work for training, but they can also be employed to increase excitement, empowerment, and No budget to for replace all our other systems (CRM, web, green screens, home-grown apps) 42.6% engagement the multichannel team. 30.3%

No resources to develop/implement one

BEST PRACTICE: ICMI recommends giving agents access to tools, products, and practices that the customer employs, so40.8% that agents Not a company priority can better understand the end-user experience. It’s challenging for the agent to buy-in on either the mobile or social customer service Not needed yet 20.2% channels, for example, if they are forbidden from using them while within the contact center. 0

10

20

30

40

50

Let’s look at gamification and role-playing for the mobile channel. Agents that are supporting mobile customer service should understand the experience from the customer’s standpoint. By giving them access to smartphones, tablets, and apps you can both educate them through the eyes-of-the-customer, and make it entertaining and engaging to support them. This can be a challenging concept for many contact 54 Yes centers to adopt from a security, financial and utilization standpoint, but the empowerment 27.2%end-result is worth the process investment. 47.8%

No

According to our community, only 13.8% of agents currently use smartphones or tablets to answer customer service questions, No - developing one now 8.7% although several respondents did say they were piloting programs. 16.3%

No - planning to develop one in the next 12 months

Do your agents use smartphones or10tablets to answer customer service questions? 0 20 30 40

50

55 13.8%

Yes

No

86.2%

And most (82.7%) still don’t have visibility into contact center technology via an app from their mobile device. Of the only 17.3% that do, agents are using the app to access: • Schedules • E-Learning • Reports and analytics • CRM • The community moderation tool or portal • Social media • QA scores • Trouble-ticketing system

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The social media training methodology that Robbins’ discussed can also be useful as an agent empowerment tool. Here again, it is recommended that if agents support social media, that they should also have access to it. When asked, “Do your agents have PERSONAL access to social networks while at work?” over ½ (58%) do not allow it. Of those that do, almost all have tight restrictions such as: not permitted during on-schedule hours, only on dedicated kiosks away from the operations floor, no access on work system/equipment, only on personal devices, on breaks, or access only from their own mobile device. Of those that do allow access on company machines and property, the social media allowance is as follows: • Facebook - 80.27% • LinkedIn - 72.20% • Twitter - 57.85% • SMS/Text - 45.74% This question generated a lot of free-form answers and the preponderance of responses indicts confliction over social media within the contact center. Of course, there was great concern conveyed over the inability to properly control usage and responses. Some participants in the study recognized that access to social increases employee engagement and morale. While this research did not specifically ask about that correlation, it is clear that allowing agents to use personal social media in the common areas of the contact center (break rooms, cafeteria, locker rooms) and while on lunch and breaks, is a perk appreciated by employees. The disparity between the recognized importance of social, and the hesitation of organizations to allow it internally, is unfortunately very strong. There is evidence proving that a true social media presence must start internally and then be extended externally. These are definitely areas where contact centers can contemplate investment and consideration in the upcoming year.

CONCLUSION The Value of Multichannel Ovum’s Keith Dawson recently stated that there is a direct correlation between the contact center agent and the customer experience. Dawson said that, “We are still in the early days of what will clearly be a years-long revolution in how companies and customers communicate. But what’s clear is that agents are still going to be the focal point for the highest complexity (and highest value) interactions.” We’ve seen many organizations handle multichannel well, and they are levering the new channels smartly. These enterprises know that the experience from the agent all the way to the customer must be as seamless and consistent as possible, regardless of channel. They also identify that a consistent experience allows the customer to choose their initial path indiscriminately and then escalate or be gracefully transitioned to a more appropriate channel if the issue is too complicated. It’s very important, no matter what the channel, for a customer to be able to seamlessly transition over to a live agent, when needed. Not only does it improve that immediate customer experience, but it also positively impacts the perceived significance of the agent. When agents are used less for the mundane and simple, and more for the complex and higher-value, they feel more utilized and valuable. That translates easily into agent happiness, which ultimately impacts customer engagement. As inContact and DMG Consulting concluded in their 2011 report, transitioning to a multichannel contact center is no longer an option; it is essential. “Allowing customers to use their channel of choice, when they want and the way they want, is going to be considered the minimal acceptable level of service within the next 5 years.” If that is to be believed, then contact centers have less than 2 years to adapt. Benchmarking and guidance such as this provides contact centers the context they need to create a solid 2014 multichannel roadmap and take advantage of the opportunity to better align technology, agents, processes and customers. While ICMI can’t specifically tell you WHICH channels to support, we can tell you how best to plan and prepare your multichannel contact center to perform at its best.

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ABOUT THIS REPORT This research was made possible by the underwriting support of inContact (www.incontact.com). ICMI research sponsors do not have access to research participant information, including individual survey responses

ABOUT ICMI The International Customer Management Institute (ICMI), is the leading global provider of comprehensive resources for customer management professionals—from frontline agents to executives—who wish to improve contact center operations, empower contact center employees and enhance customer loyalty. ICMI’s experienced and dedicated team of industry insiders, analysts and consultants are committed to providing uncompromised objectivity and results-oriented vision through the organization’s respected lineup of professional services including training and certification, consulting, events and informational resources. Founded in 1985, ICMI continues to serve as one of the most established and respected organizations in the call center industry.

ABOUT INCONTACT inContact (NASDAQ: SAAS) is the cloud contact center software leader, helping organizations around the globe create high quality customer experiences. inContact is 100% focused on the cloud and is the only provider to combine cloud software with an enterprise-class telecommunications network for a complete customer interaction solution. Winner of Frost & Sullivan 2012 North American Cloud Company of the Year in Cloud Contact Center Solutions, inContact has deployed over 1,300 cloud contact center instances. To learn more, visit www.inContact.com.

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