The culture of the “customer centric” at the origin of Workforce Management
In 2010, MediaTech offered a platform only for sending messages (SMS, MMS, voice messages, emails) to its call center clients. One client asked us to change the platform so that we could send questions, in addition to the messages, to their customers. The goal was to measure customer perception, just after an interaction traced with one of his 60 contact center agents. In doing so, it enabled him to know the quality of the service of each agent, thanks to each customer feedback. A new Workforce Management tool was born! Today, the solution that we initiated, which has become Instant eXperience, has been enriched enormously and allows us to respond to the many challenges faced by large companies, whose culture has evolved from “enterprise centric” to “customer centric”. And the resulting Workforce Management (WFM) is still one of the main ones. Thus, the first edition of the Observatory of the Management of the Customer Experience *, published by the AFRC, tells us that “Improvement of the Client Experience is a strategic challenge for 95% of companies responding to the Study, “” … the development of the customer culture of employees is already engaged in 90% of companies (interviewees) through training and communication actions. “The question then becomes: is the WFM an objective in itself or a means of achieving an objective ? Both !
The WFM : an objective in itself of the means to achieve a goal ?
In fact, everything depends on the function the company wants to assign to the WFM. In terms of Customer Relations, the WFM is the ability to operationally manage the employees who are in contact with the customer. Piloting these people can be an objective in itself, for instance in the management of outsourced contact centers, or a way to achieve other objectives, such as improving the customer experience. In the first case, we are in a notion of control and comparison. The WFM allows, based on customer feedback, to ensure that teams in contact with customers do their job as planned, or to compare teams or entities with each other. Thus, the solution is particularly useful for geographically fragmented devices: point of sale or point of contact networks, contact centers – internalized or outsourced, etc. In the second case, we are in a utilitarian notion. The WFM will always be able to achieve precise objectives, the list of which can be long. Examples include: optimizing the time of managers, who will focus their attention on employees whose KPIs are suffering; The increase in the loyalty of employees, because having in real time the customers’ view (overall positive, fortunately) on their own work is a motivating tool, and thus enhancing the role of the employee; The reduction in the time required to increase the competence of employees; Facilitating decision-making on whether or not to keep an employee at the end of the trial period ; The reduction in the cost of processing customer requests thanks to the increase in competence of employees; … And the list of benefits provided by the WFM device of a Feedback Management solution does not stop there !
Challenges for the company
Beyond what WFM is, or the function that is attributed to it, it is also the characteristics of the Voice of the client to implement, and the challenges to be addressed in order to optimize it, which are Essential. This system consists of capturing, analyzing and exploiting customer perception, in real time, after each interaction, regardless of the channel used by the end customer. It must be “within the reach” of everyone in the enterprise, as these terms cover both the notion of “distribution” of information and “understanding” of information. From the CEO to the employee in charge of the relationship with the customer, all must have access to the data, in a format adapted to each one, with personalization and talking granularity. In concrete terms, each advisor must have access to information that concerns him. It is important to underline that setting up such a system is a challenge for the company. This can lead to difficulties, but if they are anticipated, they can be circumvented or even eliminated. First of all, to avoid technical difficulties, it is recommended to choose a high-end solution, which makes it possible to get rid of this kind of problem. An example is the “open and connected” aspect of the Instant eXperience solution, that is, its ability to adapt to all the business tools already present in the company, including those designed internally, is a considerable asset.
The brakes can also be organizational, as it is above all a change of “mindset” in the company, including the sharing of information in real time, the possibility given to each employee to react, The modification of the role of managers who, from feared “sanctioners” become esteemed “coaches”. It is necessary to explain, to evangelize in-house so that employees take ownership of change.
At one of our customers, BlueLink, an Air France subsidiary specializing in remote customer relationship management, advisors were a bit refractory at the beginning of the implementation of the solution, which they considered a tool for Control of their hierarchy. Today, they use their dashboards to drive and improve their performance, and each user profile has specific access to the information it needs. And in the event of negative feedback, they have even become pro-active and will solicit their supervisors, to find angles of progression, in the discourse related to the product / service or in their approach.
With a top-of-the-range solution, and a dedicated team dedicated to the implementation of the device, these challenges can be successfully met. That is why today, most large companies have “leapt”, or are in the thinking stage to do so. Also in this first edition of the AFRC Customer Experience Management Observatory, cited above, a new indicator, the CxMI (Customer eXperience Maturity Index), appears: “This new index is built on criteria such as The Customer Experience budget, the Client Experience governance, the intensity of the Customer Experience Management, the existence of action plans, etc. The CxMI reveals that one third of the large companies have Reaches an advanced maturity threshold. The last two thirds are either in the launch phase (40%) or in reflection (30%) “.
Finally, it is interesting to note that the WFM is only part of a Feedback Management solution. By implementing such a solution, you will not only benefit from all that WFM brings, but also improve your customers’ experience, increase your sales, reduce your service costs or increase the presence of your brand On the web, thanks to the publication function of the feedback collected on the social networks. For large companies, the WFM is no longer an option but a necessity. You still have questions about the WFM, about its place in the company? Do not hesitate to contact us.
* First edition of the Customer Experience Observatory, published by the AFRC and produced in partnership with Colorado Group, based on the results of an online survey of more than 100 executives from large companies, completed Of ten qualitative interviews, conducted in June and July 2016