A hot topic in the contact center industry has been whether the retail industry should outsource its customer support. Marked by customers with high standards, margin pressures, and seasonal spikes in demand, it is one of the biggest and most competitive markets. In such a tough climate, the differentiating factor between success and failure often rests in the capacity for customer service.
• In light of this insight, the emerging trend seems to be that more and more retailers are opting to outsource their customer support. In addition to cutting costs, outsourcing customer support leverages multiple channels of communication, frees up energy to focus on the core of the business, and provides a much-needed consistency. Amelia Roberts, a customer service manager, advises, in her blog Why Even Retailers Need Support from Customer Industry, “No retail company would be able to sell its products unless the prospective customers are aware of its existence and offerings. This is why a retailer utilizes every available communication channel and attempts to make its presence felt in its target audience.”
• Outsourcing can bolster customer service though calls, email, live chat, and even social media; however, it also branches out through social media networks and mobile devices. By drawing on a multi-channel customer support, responding to inquiries and complaints while also managing orders becomes a more streamlined process. Customers also appreciate the comfort and convenience of being able to choose support services through a variety of mediums.
• In addition to the benefits that accompany multiple channels of communication, outsourcing contact support frees up a company from the strenuous process of hiring and training employees in an area outside its’ expertise. By allowing a customer support firm to do what they do best, the home company can redirect its resources to what it does best. Such specialization, when accompanied by good coordination, allows excellence in the different aspects of business. Customers are reassured and made loyal by care that is attentive to their needs, reliable, and fine-tuned. Outsourced customer support can make this principle its primary priority, while retailers concentrate on manufacturing the perfect product.
• Finally, a retailer can benefit from outsourcing customer support by the consistency that is maintained through a sector wholly dedicated to providing an affirming and supportive experience for the customer. With outsourced customer support, wait times can be shorter, responses can be more immediate, and there is greater control of courtesy and tact while dealing with issues, not to mention the option of around the clock availability.
Whether one is choosing to outsource customer support, attempting to do it him or herself, or some combination of the two, KOVA Corp’s Verint Media Recorder Customer Feedback Software can help collect valuable date regarding the unique strengths and weaknesses of any given organization. The software uses a variety of sophisticated methods to assess performance and strategize solutions so your company can gain a reputation for its unmatched customer service.
Following a meeting held on January 29, The Federal Communication Commission (FCC) adopted a new set of regulations aimed at improving the location accuracy of 911 calls, especially for such calls originating indoors and above ground.
The adoption of new regulatory measures comes after a year of intense lobbying from many groups from across the spectrum of the public safety community. In November of last year a coalition composed of the major wireless carriers, the Association of Public-Safety Communications Officials (APCO), and the National Emergency Number Association (NENA) forged a Consensus Plan aimed at increasing the accuracy of emergency calls in light of increased use of cell phones texting. Signatories hailed the plan as “superior to the proposal put forth by the FCC.”
A House Divided
The Consensus Plan was not without detractors. The Find Me 911 organization severely criticized the APCO-NENA sponsored plan, urging instead tighter accuracy regulations. The debate surrounding the Plan and the proposed regulatory parameters at times was acrimonious. “While APCO and NENA were able to reach this consensus plan with the significant support of its industry partners, over the entire course of these efforts, there has unfortunately been a sustained effort on the part of certain advocates to spread falsehoods, disinformation and confusion. These tactics are especially unfortunate given the significant public safety nature of the problems that all other well-intentioned and honorable parties are working hard to solve.”
FCC Chairman Tom Wheeler noted the highly charged climate surrounding the issue. “The roadmap proposal [Consensus Plan] is a big step forward, but we also understand and appreciate the valid criticisms raised by some public safety stakeholders.” Steering a middle course, Wheeler urged his fellow Commissioners to take “advantage of the good work done by the carriers, APCO, and NENA, while also providing confidence-building measures and backstop thresholds that set clear targets and deadlines for improving indoor location and hold parties accountable for results.”
The New Ruling
While a complete text of the new Order has yet to be published, the FCC has issued preliminary remarks to the effect that the new regulations “establish clear and measureable timelines for wireless providers to meet indoor location accuracy benchmarks, both for horizontal and vertical location information.” In a clear nod to the technological hurdles that remain, the Commission’s ruling will allow carriers to explore “the most effective solutions and allow sufficient time for development of applicable standards, establishment of testing mechanisms, and deployment of new location technology.” The essential features of the new regulations include:
Mixed Response
APCO issued a message hailing the new ruling. “APCO is pleased to announce that today the Federal Communications Commission (FCC) adopted new rules to ensure that PSAPs and emergency responders have the information they need to find wireless 9-1-1 callers. Today’s action validates significant work by APCO and its partners to develop a “Roadmap for Improving E9-1-1 Location Accuracy” that focused on providing a dispatchable location and putting 9-1-1 solutions on pace with advances in commercial technology…. [I]n the face of relentless disinformation campaigns, we set the record straight and remained steadfast in pushing for the best solution for PSAPs and the citizens of our country. In our most recent membership communication, we highlighted the message of our public comments to the FCC that the Roadmap represents a qualitative improvement in indoor location by targeting the gold standard, a “dispatchable location” – meaning the civic address plus the floor, suite, apartment number, or other information needed to find the caller. In addition to championing a dispatchable location, APCO was adamant that any solution be technology-neutral and break public safety out of the cycle of reliance on imperfect, single-source or proprietary solutions to solve 9-1-1 problems.”
The Find Me 911Coalition issued a harsh criticism of the FCC’s regulations. “Unfortunately for millions of indoor 911 callers in need, the FCC has adopted the weak carrier roadmap over its own strong proposal. The Find Me 911 Coalition has been the strongest supporter of the Commission’s efforts to find wireless 911 callers indoors, but we have deep concerns that the final rule contains a catastrophic flaw, as it does not require the cell phone companies to measure or report indoor call accuracy.”
The Electronic Frontier Foundation expressed concern about the National Emergency Address Database in regard to citizens’ right to privacy.
It’s been repeatedly said, the employees who act as agents within a contact center are one of the most important factors in its functioning and success. It’s also been said that it’s becoming increasingly difficult to prevent turnover and sustain their satisfaction, motivation, and engagement.
The Bureau of Labor Statistics recently released a finding that the average employee occupies a job for approximately 4.4 years. For younger employees, that number is cut in half. Not only is this a costly hardship for the Human Resource department, as it must repeatedly recruit, backfill, and repeat the process of hiring, it also makes it difficult for the organization to fulfill its mission. How, then, can companies keep solid employees? If incentivization is a critical element of retention, what makes for a good incentive program?
At the heart of incentivization is the power of recognition. Though a “thank you” is valuable, what makes for a good long term incentive program is “employee buy-in,” “S.M.A.R.T.” goals, regular management of incentives, and clear comprehension of payoffs.
Let’s break it down a little more. By “employee buy-in,” what is meant is that if the employees take part in setting goals and selecting their rewards, they are more likely to feel engaged and committed to the bigger picture of the company’s growth.
The acronym “S.M.A.R.T.” stands for Specific, Measurable, Attainable, Relevant, and Time based. By choosing “S.M.A.R.T.” goals, you leverage specificity to not only track your progress but to create incremental and sustainable changes.
As for regular management of incentives, this feature really stresses follow through. Rewards must be delivered as promised, calculations must proceed smoothly, and the goals should be reasonable. It’s also important that the incentive program be relatively simple and explained properly so that agents know how exactly to earn awards, gain points, and share their accomplishments.
Finally, make the incentive program competitive and fun. Decorating the contact center with pictures of pets, telling jokes, and throwing parties are all good ways to bring work and play together.
In addition to these key strategies, there are also a few other conceptual tools that can prove helpful in innovating attractive incentives. Gamification and Performance Management are two kinds of solutions that are becoming popular with organizations aiming to keep employees for longer terms with higher morale.
Gamification works by allowing agents to compete against their peers or themselves to receive points by reaching particular goals, and can be implemented at a department, agent, or coaching level. Performance Management often includes gamification, but its main focus is on providing continual feedback so that agents have dashboard views or weekly reports of how they are doing in relation to their peers and team vision. Feedback is essential for mastery and can help agents acknowledge slumps early and recalibrate as well as feel proud for a job well done.
While there is no single answer for how to conduct an incentive program and every contact center will have its own unique dynamic, it’s worthwhile to plan ahead and take advantage of the resources available. Kova Corp’s Workforce Management and Optimization Software can also be a great help for resolving scheduling conflicts, complying with state and federal regulations, and managing the logistics of coordinating multiple goals while creating a well organized, flexible and intelligent workflow.
There is much that gets said and circulated about Speech Analytics, and not all of it is accurate. Even those who are very familiar with the technology can harbor misconceptions about the logistics and requirements. Without the help of a professional service, it can often be a disorienting, or uphill, process. Though we can’t quite walk you through all of it in this post, we can give you some pointers about common mistakes and outdated ideas.
Let’s begin with the attitude that speech analytics is a set-it-up-and-walk-away kind of solution. Optimizing your speech analytics software tool so it is working for you by collecting useful data is a great start, as is a good knowledge of your keywords and phrases. However, to understand what is being said and how and why it matters is a different story. The interpretation of the data takes experience and advanced methodologies. In this process, there is no substitute for the aid of a senior speech engineer from a credible professional service.
The second misconception is that SA is a definitive answer, rather than a toolbox. Instead of expecting speech analytics to be a panacea, think of it as a handy assistant pointing you in the right direction and helping you spot patterns.
Thirdly, there is the myth than any manager with rudimentary skills can oversee the speech analytics process. While theoretically, this is true, the results it will yield will be disappointing and incomplete. To harness the potential of SA, one needs to follow through consistently in a variety of ways. There are three major areas of upkeep – administration, business analysis, and interactions monitoring, and ideally no one person will be responsible for all of them.
The “administrator” will have to implement the speech analytics tool and handle all server and database connections. The “business analyst” will be in charge of carrying out all the analytical tasks that are essential to gather, interpret, and share findings with higher-ups so that they are coherent and compelling. Finally, the “interactions monitoring analyst” will listen and go through specific calls based on recommendations by the business analyst. There will have to be a persistent and continual commute between the harvested data and the practices of the business, one feeding into the other, while maintaining communication between the different departments.
The next misconception is two sided – one is the belief that a successful project can be designed and executed without listening to recordings of real calls, and the other is that only what the agent has said is worth listening to. The raw data of the calls can feel cumbersome to navigate, but it is really helpful in establishing a real world benchmark. Then you can hear not only what is said, but how, as well as get a better grasp of the context. The best way to hear the “voice of the customer” is to actually listen. And though analyzing the agent’s side of the conversation can yield substantial insights regarding employee performance, challenges, and script utilization, it is woefully inadequate for acquiring a full picture of the interaction’s dynamics.
We will leave you with two final tips. 1) Audit your data. Commit yourself to the trial and error of auditing search results until the speech engine is fully aligned with your business goals. 2) You don’t have to do it alone. Check out KOVA Corp’s Verint Media Recorder Text Analytics for Customer Satisfaction which functions as a supplement, and at times, substitute, for SA. It will help you cast a wide net and sift through multiple channels to find the most constructive feedback from your network of customers.
VOC, or Voice of the Customer, is an invaluable form of feedback for a contact center, and a major determining factor in the VOC is the customer’s first encounter with your customer service professionals (CSPs). These customer service professionals are ambassadors of your company’s brand, and despite innovations in automation, they still play an important role in customer satisfaction.
However, as customers become better informed about their options, a CSP requires a wider skill set than simply being able to read a script while navigating a computer program. Agents need to be able to communicate, listen, read between the lines, ask good questions, and be personable and empathetic. Though some of these skills can be taught through training and coaching programs, an employer can also recruit agents who already have a nuanced sensibility for the interpersonal.
A common mistake that companies make is to use one formula for hiring any new employee, rather than taking into consideration the needs of different positions. This can be time consuming and frustrating as prospective employees are subjected to a long series of assessments that aren’t really relevant to their ability to perform well practically in a particular job. One alternative is to use virtual interviewing technology.
Virtual interviewing technology is an online cloud-based software application that records applicant’s responses to a sequence of pertinent questions and can be used immediately after applicants turn in their applications. The accessibility and ease of this software translates to flexibility and efficiency. Instead of spending hours conducting interviews over the telephone, recruiters can simply evaluate and review applicants’ recorded submissions.
In addition to ease, take into account the importance of speed. Once an application has been submitted and a prospective CSP has completed the interview process, it is not unusual for it to take several weeks before a job offer is formally extended and training begins. In these weeks of waiting, a candidate may receive a different job offer and agree, even if it is not ideal, because it is at hand and appears more secure. Thus, to avoid the possibility of losing choice applicants, prioritize being swift as you make your final call.
Another way to increase the number of star candidates on your team is by reaching out to a wider demographic of potential employees. You may already be making the most of sites like Monster and CareerBuilder, but you can also reach out to existing customers through social media channels, like Facebook or LinkedIn. Existing customers can make the best customer service professionals because they are familiar with the brand and in touch with the perspective of a customer.
Acknowledge that the best interviewees don’t always make the best workers, and see if you can work backwards. Who are your best CSPs currently? What qualities did they present in the interview process? Can you see the same signs in any of your current applicants? This can take the form of an intuitive process or an extensive statistical study.
Finally, when matching a candidate to a job, take into account whether it’s a good fit not only between the candidate and the company, but the candidate’s skills, interests, and temperament and the requirements of the job. Each job will draw on different personality traits; if an employer can make these connections, the stage is set for exceptional performance.
As VOC results become a more reliable measure of agent and company performance, the recruiting and hiring of CSPs who are well-rounded and sharp listeners will become an art and science of its own. And, in the process, KOVA’s own Audiolog can prove helpful in recording, monitoring, and evaluating calls to better figure out what does and doesn’t work.
Last July, ContactBabel issued their “Inner Circle Guide to Customer Contact Analytics.” It included comparisons between the front runners of contact center analytics technology, official statements of execution and the results of trial and error, as well as a manual for how to build ROI (return on investment) models. Let’s hone in on a few of the statistics they shared to shape an understanding of what’s really on fire in contact center technology reception and use by companies, employees, and their customers.
The first notable trend is the significant difference between the United States and the United Kingdom in IVR usage. Though it isn’t clear what the determining cultural difference is, what it means for the contact center industry is that in the U.K. only 9% of calls that feed into an IVR system are zeroed out. Another way of putting it is that, in the U.K., one in ten callers would prefer to talk to an agent right away rather than go through the intermediary of an IVR.
Compare this statistic to the U.S. – where 26% of customers opt to talk to an agent immediately. This could be a useful bit of information for companies that are expanding their business or moving between the two countries. For example, one might choose to hire fewer agents in the U.K. than the U.S.
Our second notable trend shows us that customer contact analytics adoption has remained on the low end. In their research, ContactBabel found that merely 24% of all contact users utilize an analytics system while 43% of large contact centers have a system in place. This could indicate that either firms are finding analytics solutions too pricey, or that they aren’t seeing them sufficiently impact ROI.
This is especially interesting when compared to notable trend three: that analytics do, in fact, have a positive effect on ROI. For those who are taking the leap, it is proving fruitful. One company shared a 41% improvement on sales conversions and a 20% increase in collections revenue. When queried about their success, they said it stemmed from their ability, aided by analytics, to tell high performing agents from poor ones and then to fine tune training and coaching programs for the places in which their high performing agents needed help.
Another company surveyed reported that analytics helped them recognize patterns in the times when agents were most utilized. Through an audit, it occurred to them that only two percent of night time calls were crucial. By redistributing their staffing and reducing their night shifts, the company cut costs and saved money.
If you feel ready to incorporate the intelligence and valuable feedback of analytics, consider KOVA Corp’s Verint Media Recorder for Customer Feedback Software or Verint Media Recorder Text Analytics. Both programs are a sound step towards better understanding your company’s strengths and weaknesses as well as your customers’ preferences.
It’s a growing problem. The nation’s emergency communication system is highly vulnerable to attacks. 911 communications can be disrupted or spoofed with ease.
Without financial reward, the volume of attacks against emergency communication is surprising. Motivations vary -- some do it for mischief, but it’s also used to disrupt businesses, and could conceivably be used to divert police away from a crime in progress. And there’s also been a huge rise in swatting.
Swatting
Swatting is the practice of calling the emergency services and reporting a serious crime involving firearms in the hope of getting a heavily armed SWAT (special weapons and tactics) team to a target’s house. Some just want to see a SWAT team in action; others carry out the deception as an intentionally harmful action against a victim. The deception has tremendous potential to result in an accidental fatality.
Swatting has been successfully carried on against journalists and celebrities. A 12-year-old boy successfully got SWAT teams dispatched to the houses of actor and tech investor Ashton Kutcher and pop star Justin Bieber.
Hiding From The System
In some cases, the limitations of communication systems allow malicious persons to go unnoticed. When calls are made to the emergency services the telecommunications provider routs them to the local 911 team, along with as much information as possible about where the call is located. With wired systems that’s limited to what subscriber information they have on file, but some mobile calls can also include GPS and all include data on which cell tower the caller is using.
Malicious callers can find ingenious ways to hide their location from authorities. In the case of the preteen swatter, the child used a text telephone (TTY) used by the disabled, to call in the false report. These terminals are transferred to an operator, who will forward the call to the emergency services and relay the information, thus circumventing much of the location and user information usually included in calls.
The emergency call centers themselves can contribute to the problem. These used to be airgapped from a hospital’s administrative systems but increasingly they are merged to save on money and network maintenance and are therefore much more susceptible to a denial of service attack against the telephone or computer systems.
Hard To Fix
Increased ability to indentify caller location could help law enforcement track down and apprehend malicious callers. Evolving a common security testing structure for phones and networks would help protect against attacks, as would producing another step into the call process – asking callers to press a number for language preference. While it would help safeguard emergency communication it would also slow it down. When seconds can make the difference between life and death, this lag becomes an impediment to public safety.
The best fix is also the hardest to make. The more advanced a system is, the harder it is to disrupt or attack. With tight budgets, most local authorities are not in a position to make the upgrades, especially in the relatively remote chance their systems would be targeted.
At the end of last year, the nation’s wireless carriers and public safety industry groups reached consensus concerning improvements in locating cellular 911 callers. The plan, which was the fruit of over 8 months of debate and discussion, exceeded earlier proposals made by the Federal Communications Commission (FCC).
The voluntary agreements will lead to a solution for accurately locating indoor 911 callers, including their vertical location in high-rise buildings. With the increased use of cellular phones, public safety dispatchers say fewer 911 calls arrive with an accurate location, or with no caller location at all.
Wireless carriers reported that future technology will provide public safety dispatchers with a “dispatchable” location, in some cases right to the office or desk of a caller. Within nine months the carriers will demonstrate a “pre-standards” solution, and then meet certain accuracy standards over the next five years leading to three-meter vertical 911 caller accuracy in 2019.
Carriers reached a similar agreement to deploy text-to-911 features on their networks.
The plan is not without detractors who have urged the FCC to abandon the proposals put forward by wireless carriers, citing that current technology can’t provide accurate wireless location information. This is disputed, however, by APCO and NENA.
According to chair Tom Wheeler, the FCC will consider new rules on 911 location accuracy during its first meeting of 2015 on January 29 , and it’s likely the final rules will split between the commission’s own proposal and a the carrier agreement reached last November.
Wheeler confirmed the commission’s ongoing public safety concerns about accurate wireless location technology. “Since I arrived at the Commission, one of our top public safety priorities has been improving the effectiveness of 911. A particular area of attention has been to improve location accuracy for indoor wireless 911 calls.”
Commenting that previously most cellular usage was outdoors, he noted, “But times have changed, and so has technology. The vast majority of 911 calls now come from wireless phones, increasingly from indoors.”
Wheeler addressed the controversy surrounding the roadmap agreement issued my APCO, NENA, and wireless carriers. “The roadmap proposal is a big step forward, but we also understand and appreciate the valid criticisms raised by some public safety stakeholders.”
“We have listened,” Wheeler continued, “and learned from all sides in this debate…I am circulating an order to my fellow Commissioners that takes advantage of the good work done by the carriers, APCO, and NENA, while also providing confidence-building measures and backstop thresholds that set clear targets and deadlines for improving indoor location and hold parties accountable for results.”
Wheeler made no comment on how the Commission’s proposed regulations and the roadmap agreement would be combined.
In critical situations, a few minutes can easily spell the difference between life and death. Any lag or gap in communications between callers and emergency response professionals imperils the slender thread that sustains swift response.
Emergency telephony faces a major hurdle when the public makes 9-1-1 calls from their cell phones. Currently, there is low location accuracy for wireless 9-1-1 calls. Because the overwhelming majority of these calls are made from a mobile device, the gap in knowledge leaves first responders at a considerable disadvantage in trying to locate those in need of emergency assistance.
The technologies that allow cell phones to be located are suited to outdoor situations. When calls are made indoors, the technology often fails. Compounding the difficulty of indoor emergency calls is the fact that location technologies at present cannot inform 9-1-1 call centers what floor a call originated from. In tall buildings providing emergency help can be very like finding a needle in a haystack.
Realizing that the inability to locate indoor cell phone locations reliably is a dangerous gap in our emergency communications safety net, the Public Safety and Homeland Security Bureau earlier this year issued a proposal detailing rules first responders should adhere to when answering calls from mobile devices. The Bureau is satisfied there is now in place sufficient technology to close the gap on cellular emergency calls.
The problem, then, is a matter of implementation.
Last month the four major wireless carriers and two national public safety associations (NEEA and APCO) made a major step forward by issuing their own roadmap toward achieving indoor location accuracy. A comprehensive document, the roadmap lays out public safety outcomes and a timeline to guide implementation.
The response to the roadmap has been mixed. Some have urged the Public Safety and Homeland Security Bureau to abandon the roadmap, citing concern for accountability, the pace of implementation and achievement, as well as measures of effectiveness. Critics would like the Bureau to return to its original proposal.
The Public Safety and Homeland Security Bureau will continue to accept comments and suggestions on the APCO/NENA/Carrier Roadmap until December 24th. The Bureau addresses the issue:
“How might the recent APCO/NENA/Carrier Roadmap best help close the 9-1-1 wireless location accuracy capability gap?
“Given commitments made to implement the Roadmap, what specific elements of the previous FCC proposal remain relevant and what elements are not sufficiently covered in the Roadmap?
“How might the Commission use the full record to close the wireless 9-1-1 indoor location capability gap effectively, affordably, expeditiously in a measureable and accountable manner?
How do we ensure that legitimate privacy and security concerns are appropriately addressed?”
Closing the gap on wireless calls is one of the most important public safety issues facing 9-1-1 and emergency first response in this country. Hopefully, a careful consideration of the Bureau’s proposal and APCO/NENA/Carrier Roadmap will produce a clear set of rules and implementation guidelines.
Managing a call center full of employees goes beyond simply overseeing employees. Your employees must trust and respect you to be the authority on any difficulties they may be having with work, but you also must constantly be working to encourage employees to better themselves and also be aware of any improvements you can make in your personal managing style. Although there are many different traits that call center managers have that can be valuable in the work place, there are five in particular that can lead to success in the workplace both for yourself and for your employees.
Leadership
While this is the most obvious trait, it is also the most important. Too often managers don’t take initiative to lead their employees in the workplace. Giving clear directions to employees to achieve obvious goals will clear up any general confusion among employees, and when those goals are achieved through leading your staff by example, everyone in the call center will feel more accomplished.
Relationship Building
Being a leader is important, but you must also be personable. Having friendly, casual relationships with employees will not only allow you to understand them better, and therefore work with their needs to create a flourishing center, but it will also allow your employees to understand you. If an employee knows your motivations for instructions in the workplace, they will be less likely to avoid work that needs to be done, and feel as though their work benefits both themselves and you personally as well as the company.
Organization
Managing scheduling, employee needs, customer service, and all the other requirements of managing a call center can easily become overwhelming. Natural organizational skills are extremely valuable to anyone in a managerial position, but if you find yourself struggling to complete all your duties, try really focusing on organization. When tasks fall through the cracks, people can find become less positive about your management abilities, but when everything is running smoothly, your entire call center will be happier and more profitable.
Adaptability
There will be something new every day that you will have to deal with as a manager. Your ability to adapt to new situations will define whether you are an effective or ineffective manager. When an employee calls in sick, or a customer files a particularly strong complaint, you must be able to reorganize the day for yourself and for your staff. Dealing with difficulties promptly and wisely will insure that your call center never feels chaotic, even if chaos is happening.
Self-Development
Always be on the lookout for new ways to better your management abilities. Becoming stagnant in your strategies for leadership can lead to your whole call center becoming stagnant. Stay motivated, and encourage your employees to also go above and beyond for the workplace. If you continue you develop yourself positively in the workplace, leading by example can inspire your employees to give a little more effort in their jobs. Having a fresh look at call center management every day will keep your workplace progressing and positive
While you are experimenting with how to put your best traits into your managerial position, take a look at our Enterprise Feedback Management software to not only keep track of how well you are doing in the workplace, but also how well your employees, peers, and customers are doing. Staying aware of new technologies in the call center field can help you keep your workplace on the cutting edge, and help you create the best work environment possible.
