Getting Skills Right - Genesys · 2018-10-19 · Routing Lens: Map contact to target agents Service...
Transcript of Getting Skills Right - Genesys · 2018-10-19 · Routing Lens: Map contact to target agents Service...
Getting Skills RightSue HarkreaderSr Director, Strategic Business Consulting
Doctors for patients, Janitors for cleaning
• We make intraday skill changes to keep up with the work volume
• Our agent career path requires moving into management
• We have trouble meeting service levels
• We have too many transfers
• We don’t achieve First Contact Resolution
• We treat voice agents differently than agents for other channels
Poll: What’s true for you in your current state?
Skill Definitions
Routing
Teams Reporting
People
Process: Look through multiple lenses to define skills
• Who is it?
• What do they need?
Use Case
• Who can serve what?
• Why?
Map to Resource • Who can serve
in a pinch?
• Maintain doctor vs janitor
Identify Alternates
Step 1: Routing Lens
Ideal Outcome: Work Characteristics Resource Profile
Routing Lens: Example Use Case
Harkreader HousingMortgage LOB
1. Gold customer is paying off a mortgage through a webform.
2. Caller is asking for reduction in fees for late payment (again).
3. Unknown website visitor is asking about mortgage rates.
Use Case: Define work characteristics.
Customer Segment
• Gold, Silver, Bronze
• Nuisance
• Prospect
• New Customer
Journey location
• First contact
• Continuing conversation
Value of the work
• Revenue
• Relationship
• Urgent situation
Complexity of the work
• Could be self served
• Compliance Risk
• Multiple steps
• Common request
Work characteristics that may impact routing choice
Routing Lens: Map contact to target agents
Service Type Relevant Contact Details Target Agents Acceptable Agents
Pay Off (gold customer not matter) Mortgage Payment Group B2B
Late Payment 3rd+ request Re-Fi Group Mortgage Payment Group
Rate Inquiry Unknown visitor Sales
What I usually see is a link to team names. It’s a reasonable start.
Service Type Relevant Contact Details Target Agents Acceptable Agents
Pay Off (gold customer not matter) Pay Off >= Medium Pay Off >= Low
Late Payment 3rd+ request ReFi >= High + Payment Terms >= Low
Payment Terms >= Medium
Rate Inquiry Unknown visitor Sales >= High Sales
Want to get to skills and proficiencies.
Definition of a skill
Reflects training, achievement, education and/or talent of the agent to
Can do “X” Also Has “X” Has Achieved “X”
Capabilities Attributes (soft) Credentials
• Products • Escalation • License
• Services • Retention • Certification
• Sales • Sales Closure • Association
• Languages • Cross/Up-sell • Membership
• Channels • Geographic • Diploma
• Specialized • Subject Matter Expertise • Compliance
• Empathy
• Affinity
• Authorization
How accomplished is an agent with each skill they acquire?
Definition of Proficiency
Low = 3 Medium = 6 High = 9
Good Enough Good Great
Low = 3 Medium = 6 High = 9
Good Great Best
Low = 3 Medium = 6 High = 9
Novice Experienced Expert
Groups vs Skills
Service Type Relevant Contact Details Target Agents Acceptable Agents
Pay Off (gold customer not matter) Mortgage Payment Group B2B
Late Payment 3rd+ request Re-Fi Group Mortgage Payment Group
Rate Inquiry Unknown visitor Sales
• Training:• Finalize paper work to pay off a
mortgage.
• Ability to adjust payment terms per policy.
• Ability to position a re-finance discussion.
• Ability to sell.
• Alternates:• Have the same skills, but
different proficiency.
• Have minimum required skills.
• Segmentation:• New/Unknown Best
Routing Lens: Map to target SKILLS
Service Type Relevant Contact Details Target Agents Acceptable Agents
Pay Off (gold customer not matter) Pay Off >= Medium Pay Off >= Low
Late Payment 3rd+ request ReFi >= High + Payment Terms >= Low
Payment Terms >= Medium
Rate Inquiry Unknown visitor Sales >= High Sales
• What do they do?
• How are they trained?
Brainstorm Team Abilities
• What could they do?
• What’s their history?
Is it complete?• What should be
combined?
• Make proficiency simple, consistent
Normalize
Step 2: Team Lens
Team Skills Proficiencies
Mortgage Team New MortgagePay Off Payment TermsGeneral Inquiry
Trainee, Good, Best
B2B Sell Mortgage
Re-Fi Team Re-FiPayment Terms (some have this, but not administered)New MortgagePay OffSalesGeneral Inquiry
Sales General InquirySales
New, Low, Medium, High
Team Lens: Brainstorm and Complete
A little chaotic is OK.
Team Skills Proficiencies
Mortgage Team Mortgage General Novice, Low, Medium, High
B2B Sell MortgagePay Off
Low, Medium, HighPay Off set to Backup for those who have it
Re-Fi Team Re-FiMortgage GeneralSales
Low, Medium, HighMortgage General set to Backup for those who have it
Sales Sales Novice, Low, Medium, High
Team Lens: Normalize
• Training:• Mortgage could be 1 skill since training is
never divided
• General Inquiry is actually a base skill across the board, remove it.
• Alternates:• B2B has some people with Pay Off. Add
that skill to those agents.
• Segmentation:• Standardize at least for career pathing.
• Use lower proficiency for backup indicator.
• Novice can be used to funnel calls to reinforce skill.
Iterate: Update Routing Version
Service Type Relevant Contact Details Target Agents Acceptable Agents
Pay Off (gold customer not matter) Pay Off >= Medium Pay Off >= Low
Late Payment 3rd+ request ReFi >= High + Payment Terms >= Low
Payment Terms >= Medium
Rate Inquiry Unknown visitor Sales >= High Sales
Service Type Relevant Contact Details Target Agents Acceptable Agents
Pay Off (gold customer not matter) Mortgage General > Backup Mortgage General >= BackupOR Pay Off (any)
Late Payment 3rd+ request ReFi >= High + Mortgage General >= Backup
Mortgage General >= Medium (since repeat caller)
Rate Inquiry Unknown visitor Sales >= High Sales
• What are people held accountable for?
• Consider each level.
Current Success Measures
• If skill map is simple, use attached data for more detailed reporting
Separate Reporting from Skills / Queues • Lend / Borrow can’t
hurt teams.
• Teams only count handling and quality, not service level.
Rationalize Accountabilities
• Outsourcing often needs special skills or routing queues.
• Flag when use backups.
Special Circumstances
Step 3: Reporting Lens
Iterate: Update Routing Version
Service Type Relevant Contact Details Target Agents Acceptable Agents
Mortgage General (Pay Off) (gold customer not matter) Mortgage General > Backup Mortgage General >= BackupOR Pay Off (any)
Late Payment 3rd+ request ReFi >= High + Mortgage General >= Backup
Mortgage General >= Medium (since repeat caller)
Rate Inquiry Unknown visitor Sales >= High Sales
Use Service SubType to show what type of Mortgage Activity
Set “Backup” KVP to “not available”
Set “Frequent Late” to “Yes” for reporting &
for agent
No change in this example, but you may need to make a change.
Career Path
• Increase proficiency
• Increase skills (5 for regular, 12 for stars)
• Increase diversity of work
• Tie to increase pay or reputation
Training and Onboarding
• Subdivide training to check out agents early
• Route contacts to exercise newly acquired skills to reinforce
Keep skills current
• Set or re-check proficiency over time
• Skill assessor tests
• Quality assurance with analytics
• Keep some calls going to backup keep fresh
Step 4: People Lens
• Pre-defined alternates stops the manual chasing of work.
Intraday skill changes, Service level misses
• Skills are agnostic of channel. Voice different than
other channels
• Skills provide measurable difference for your stars.Career path limitations
• Skills match resources to work. Doctors treat patients, janitors clean.Transfer, FCR problems
The value of getting skills right
• Today or Tomorrow• Check out the Customer Success Booth to find services that can help you more
• When you get home• Pull people together to refine your worksheet across routing, teams, reporting,
and people.
Next Steps to Getting Skills Right
Thank you!
Skill Definitions
Routing
Teams Reporting
People
Doctors treat, Janitors clean
Anyone Capable
Map proficiency to
segmentLast agent
Training reinforcement
Dedicated Agent
Some design patterns for agent surplus
Cloudy Day Scenarios: Call Surplus
Service Level Risk
Longest Waiting
Closest match to original
Target
Value of Customer
Value of Service Type
Transfer
Recent History
• Protecting skills: SLA ranges, Reserve capacity
• Limit complexity: 3 – 5 levels of expansion at most
• Protect SLA: consider “wait time” against SLA goals
• Should be for unexpected: rethink WFM planning if always expanding
Target Expansion
• Backup team for everyone: prevents circular backup when paying agents for their clients
• Dedicated backups (concierge): maintains a relationship but can be costly
• Alternative is to use target expansion above
Backups
• Queue contact
• Offer callback for voice
Wait
Cloudy Day Scenarios: Ideal Not Available