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Imagine if you could develop internal expertise and best practices for an optimized workforce across your entire organization!
An optimized workforce is a strategic imperative for any Contact Center. Let's define what that means to me and how you might scale that concept across your entire organization.
LEVEL SET ON TERMINOLOGY
Optimized Workforce = workforce optimization which is a common acronym in the Contact Center space.
Strategic Imperative = laser focused projects or objectives within an organization that include high impact projects and activities. They follow a clearly defined systematic approach and will extend significant cost savings goals within a designated timeframe.
In the on-premise software (SW) or software as a service (SaaS) industry, you will most often hear Workforce Optimization (WFO) or Workforce Engagement Management (WEM) which is simply the industry defining a software platform that enables organizations to maximize employee productivity and efficiency, simplify tasks and processes, and facilitating the art of business management. However, it is much more than what this industry describes it.
You may hear references that WFO or WEM is a software suite of applications that include Workforce Management (WFM), Quality Management (QM), and Analytics. You may also hear Machine Learning (ML) , Artificial Intelligence (AI), Multi or Omni Channel, and Digital Transformation. In complete transparency, all these acronyms mean something different to every SW or SaaS organization so buyer beware.
One of the critical areas to consider, when working with any organization, is how to gain the maximum benefits from the organization - not just the Contact Center - and maximize the entire workforce while providing the best customer experience.
In order to do this, consider creating a Center of Excellence (COE). What is a COE? It is a group of experts within an organization who establish standards and drive enterprise-wide success. Typically, this starts with some type of technology as the enabler; but technology on its own won't get you there.
You will often hear these core components for a COE; but don't fret over these groupings. Work within your company to define how your organization will build a successful COE.
Utilize Subject Matter Experts - specific core competencies, experts, unique experiences to advise and consult
Build Standardization - scalable processes, repeatable methodologies, standard operating procedures
Leverage Assets - human capital, relationships, artifacts
Measure Performance - track, measure, analyze
Provide Guidance, Governance, Knowledge - guide, suggest, govern, resources
Some things to think about when identifying the right skills, experience and mindset to execute key activities for a COE are outlined below. Note that the size and scope of a COE will depend on the size of your organization, what you are trying to accomplish, and the timelines associated with scope of potential change.
Recognizes and understands data, is analytical and process oriented, while able to articulate strategic vision
Familiarity with the current processes and cross functional teams within the organization
Understanding of current state and how the business works, the various business lines, their individual requirements, and the strategic goals of the organization
Provides direct experience in executing change management programs
Think about the organized functional areas that will need to be considered when bringing their skills, experiences, and mindset into these key activities:
Governance Board: made up of select line of business owners and program managers, has overall responsibility for the organization’s strategy, acts as a steering committee, and at times a tie breaker between business management and program management.
Program Management: this could be a number of resources depending on the programs you are discussing. Some examples might be - application administrators, data and reporting team, analysts, project managers, process owners, training, etc.
Business Management: made up of different subject matter experts in the business who are responsible for ensuring adoption and change and can feedback to the COE on challenges and emerging best practices.
As Joe Mullich wrote: “A COE can tend to important elements that are often overlooked in the rush to achieve tactical benefits, such as standards, service levels, process ownership and governance. Ideally, though, a COE doesn’t simply perform the role of process cop, but collects the best ideas throughout the enterprise, so that the skills and experience of all employees can be leveraged.”
The benefits of creating a Center of Excellence are many, and the development of internal expertise ranks near the top. With unique charters and champions, you are less vulnerable to knowledge loss due to turnover, able to easily modify programs to meet the changing needs of the organization, and achieve a higher level of adoption and ROI from the investment of human capital, time, and technology while building a great customer experience process.
Thanks for reading!
Chris
Joe Mullich. Wall Street Journal Online. 2014. Building a Business Process Center of Excellence
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