Last month, we discussed the ways in which changing technology helped create easier, more efficient transportation experiences for our customers. This month, we’d like to take a closer look at the call center technology we use and how it measures our employees’ success. In 2020, CTS’ contact centers managed hundreds of thousands of phone calls and hours of member service, which consisted of daily customer requests for transportation via phone, email, and our customer transportation portal. Through a combination of software integrations and strategic management, we strive to make those requests as easy and efficient as possible for our customers.
Our Contact Center Telecom Software utilizes cloud-based support to maintain continuity during service disruptions and to help customers reach us when they need us most. Cloud-based services also help maintain networks of thousands of customers with scalable capabilities so no matter how a customer’s needs may change, we can rise to meet them. Our systems and software are secured to HIPAA standards to ensure the safety and privacy of our customers’ data.
Our forecasting system is created by using historical data of calls and call times from our phone system. The forecasting reflects call patterns and is used to schedule staffing where needed to successfully meet our clients Service Level Agreements. This data assists in Workforce Management (WFM), by helping connect the caller to the agent with the skills to meet demand and maintain operational efficiency. WFM optimizations create the best possible fit between the forecasted call volume and the number of agents scheduled, giving our managers tangible metrics to measure their teams’ performance and provide continual improvements as well as training guidance.
Service Level Agreements (SLA) are a major component in measuring a call center’s success, but not the only way. Outside of making sure that terms of agreements are met or exceeded across all contracts, CTS’ managers use a variety of tools, such as customer satisfaction surveys and call center key performance indicators (KPI), to help maintain the high levels of service our customers and their members deserve. Real-time monitoring of team performance data allows managers to make small shifts in schedules or personnel to keep call volume managed and CSRs available.
Performance is measured at the individual and team level, giving CSRs a chance to work together to meet goals and strive to perform well amongst their peers. Customer satisfaction survey results are shared with front line employees, with special notice given to those who go above and beyond for customers, and coaching and training from Management and Team Leads is provided to those in need of extra support.
As you can see, contact centers utilize a variety of tools and programs to measure success. If you’re interested in additional information on technology in the NEMT realm, check out our March blog post here!