Reducing Costs in the Contact Center, Part 2 of 2

In part one of this two-part series, which appeared in the Dec. 18 edition (click here to review part 1), I presented a step-by-step guide to conducting a postseason analysis of your contact center as a baseline for process improvement and cost reduction. In this second and final installment, I’ll examine potential opportunities for major cost savings within your contact center.

Once you’ve decided on a postseason review, assemble a team from across the organization. This team should comprise representatives from fulfillment, merchandising, HR and the contact center. Include as many areas of the contact center as possible, from the director to managers, supervisors, traffic/scheduling, training and quality, to a few of the agents who’d be open and willing to participate. Keep in mind, though, that more than a dozen participants is usually too difficult to manage. Here are some areas to focus on for potential savings and increased productivity.

1. Self-evaluation of the contact center management team is a great starting point. This work brings the entire team together, developing trust amongst team members. The management staff should ask itself these questions:

* Did we have the right amount of leadership/support staff for the season?

* Was the leadership staff able to assist with most of the issues that developed throughout the season?

* Was the organization’s leadership able to support the needs of the contact center for the season?

If the answer to any of these raises further questions and/or concerns, evaluate the concerns and develop the proper training and support system to be successful in the coming year.

2. Agent adherence and scheduling can be an area of contention for the entire organization. Understand how it impacts your service level throughout the season. With agent labor being your greatest expense — consisting of 60 percent to 70 percent of all contact center expenses — it’s mission-critical.