August 20, 2020
Employees are applying only 54 percent of the new skills they learn, despite the number of skills required for a single job increasing by 10 percent year on year, according to Gartner, Inc. Gartner TalentNeuron data also claims that 33 percent of the skills needed three years ago are no longer relevant. More →
June 19, 2020
Did you hear the one about a Swiss court ruling that firms should pay to rent space in the homes of remote workers? It’s a hell of a thing, especially when so much has been made of the cost savings of a reduction in office space. It’s a notion that is extremely likely to be tested in other countries, so brace yourself. It also illustrates why so many of the narratives about working life after lockdown aren’t as straightforward as they might appear. More →
May 20, 2020
Deloitte has published its 2020 Global Technology Leadership survey, “The Kinetic Leader: Boldly Reinventing the Enterprise,” which sets out to examine the broader scope and evolution of tech leadership roles. The findings claim to reveal the increased need for agile and kinetic leaders — change instigators adept at driving tech-enabled transformation and organisational change. More →
May 6, 2020
Nearly 90 percent of organisations say their success depends on empowering frontline employees to make decisions in real, but only 7 percent offer people the tools they need, according to a new report from Harvard Business Review Analytic Services, sponsored by ThoughtSpot. The report, The New Decision Makers: Equipping Frontline Workers For Success, analyses the sentiments of 464 business executives from 16 industry sectors in North America, Europe and Asia Pacific. Only one-fifth of organisations say they currently have a truly empowered and digitally equipped workforce while 86 percent agree their frontline workers need better technology and more insight to be able to make good decisions in the moment. More →
March 27, 2020
A new study by Mercer claims the COVID-19 pandemic and subsequent uncertainty are accelerating changes in the way organisations around the world are working and will continue to work into the future. Particularly in challenging times, employers are focusing on their workforce, specifically fostering healthy lifestyles, supporting financial wellness and providing skills and training as careers change due to AI and technology developments. More →
February 28, 2020
When it comes to creating an office to call home, all of the usual challenges are magnified by several degrees for a company like Siemens. It can’t afford to skimp on the building’s services, green credentials, integrated technology and all-round smartness then hold meaningful conversations on the same subjects with its clients. So, the new Siemens Campus in the Swiss town of Zug has to showcase the best the firm has to offer as well as delivering for the people who work there. More →
January 13, 2020
Ever since call centres were introduced as a business function in the mid-20th century, they have been subject to plenty of change and transformation. Customer expectations have been on a gradual rise, and CX strategists and leaders have had to adapt to meet these increased demands. Previously, call and contact centres were viewed as a cost centre – whereby the primary goal was to run them as efficiently and cost-effectively as possible, whilst still being able to respond to customers competently. Nowadays, customer experience is being ramped up on the priorities list, with call and contact centre success shown to be a key driver for customer retention, enrichment and advocacy.
Most importantly, customer expectations have evolved which has put a great strain on how call and contact centres adapt. Customers now expect customer service to quick, convenient and available 24/7.
What do customers want from contact centres?
Living in a social media world has not only brought plenty of benefits for businesses, but also presented its fair share of challenges. With consumers now having the ability to communicate and get instant information online, contact centres have had the same expectations placed on them to provide quick response times whilst still maintaining high service levels.
A study conducted by Lithium Technologies found that when asking about a product or service, 66 percent of consumers expect a response to their query on the same day, and over 40 percent expect a reply within the hour. This has put a large strain on contact centres to improve efficiency and be able to respond so quickly to customer queries.
In addition to wanting a quicker service, customers today also want convenience. ‘Gen Z’, having grown up with social media and digital technologies are used to shopping, browsing and completing tasks online through research and self-informing. What does that mean for contact centres?
Customers don’t want to call contact centres and wait to be put through to the right advisor – It isn’t the most convenient option anymore. What customers want instead is the ability to solve the issue themselves using self-serve/ FAQ sheets, or at least to see if they can solve the problem before having to get in touch with an advisor.
A study carried out by Zendesk found that 67 percent of consumers preferred using a self-serve portal when looking to help themselves online, with 40 percent of customers calling a contact centre only after they have at least attempted to find their solution on the internet first.
On top of wanting a quicker service and convenience, customers are also expecting help to be readily available whenever and wherever they need it.
Today’s customers want to be able to get in touch with a company across multiple channels and be able to hop in between channels to continue their interaction. For example, a customer wants to be able to message a chatbot online, then follow up with a phone call, and expect the company know their name, information and query. These conversations should be able to take place across a whole host of channels including social media, websites, mobile, text, chatbots, telephone, email, self-serve and more.
By having interactions across multiple channels, customers also expect help in one form or another to be available 24/7. Banks, for example, outsource call centre functions to countries abroad to ensure customers calling in the later hours have a representative that they can speak to.
This piece has been published in partnership with Call & Contact Centre Expo
Image by Stefan Kuhn
November 22, 2019
The way companies design physical environments is a direct reflection of their values and beliefs. Inequality is hardwired into the “standard” office layout, with perimeter offices and fixed desks offering limited settings for unstructured collaboration and recreation, further perpetuating the issue. Modern office design often favours extroversion and emphasises a hierarchy with values that benefit only a small portion of the overall workforce, contributing to organisation-wide imbalance. So how do we create more inclusive workplaces that can be leveraged as vehicles for change? More →
November 20, 2019
A near universal 91 percent of UK workers believe collaborative work with colleagues is essential for their productivity and creativity, yet nearly three-quarters of them work in traditional, enclosed spaces non-conducive to active participation and spontaneity according to new research from Steelcase. The report claims that team-based work is fundamental to modern businesses with 55 percent of the UK spending their time working with others but workspaces are actually unable to support collaborative work. More →
August 28, 2019
There has been much talk of digital, agile and organisational transformation for businesses for many years now. While the intricacies of each are separate discussions, one thing is clear – the world of work and the workplace are changing and as businesses we need to adapt.
July 30, 2019
Emotional intelligence or emotional quotient (EQ) is an increasingly popular buzz phrase in business and understanding its impact in the workplace is becoming crucial to employers in getting the most out of their staff. A new survey from Lee Hecht Harrison Penna claims the importance placed by people managers both on finding EQ in staff, and demonstrating it themselves. The study claims the changing mind-set of managers, who see EQ as key to the career development and professional success of their employees. More →
August 4, 2020
Boardroom heroes needed to transform working cultures
by Alex Fleming • Comment, Flexible working