Accoriding to Verint, in a recent customer networking session, a participant raised a critical question; “Now that our company’s contact center is working in a blended environment, both taking calls and performing back office work during non-phone time, I was hired to improve operational efficiency. How do I do this when I have no visibility into what people are doing throughout the day?”
Before you can address areas for improvement, you need to be able to identify:
• what people are doing
• how long it is taking them to complete tasks
• how this measures against your service level targets,
• what are the benchmarks for successful completion of a given process.
To answer these questions a manager needs insight into the employees desktop upon which most activity occurs. The starting point is to capture activity data using advances solutions such as desktop and process analytics (DPA). DPA provides quantitative and objective visibility into how work is performed. It is able to extract activity and process flows from the desktop to help managers understand how activities are completed, including where there are inefficiencies and workflow bottlenecks hindering process optimization. This insight will help organizations modify behavior and processes and enable staff to work more productively and effectively.
Some of the most compelling stories that we are hearing today start at the simplest use of this kind of information. First, just getting visibility into how people perform their work yields tremendous insights, and there are companies that are using desktop and process analytics simply to understand where people are spending their time.
Then, by seeing how software applications are being used, managers have new insight into where to direct their people, in both the contact center and the back office. We have clients who are finding anywhere from seven percent to in some cases more than 20 percent productivity improvements simply by being able to see how work is currently being performed and where there are opportunities for streamlining or redirection to higher value activities.
Once you’ve gained visibility at the activity level, you can tie these activities together into the specific processes they support. With insight into the processes, you can begin to refine and reduce processing variants and exceptions. There are distinct ROIs associated with variance reduction, and those run the gamut from shorter handling times to a reduction in errors to an increase in capacity or employee bandwidth. DPA enables you to extract and graphically compare processing steps between employees, helping you identify those that follow best practices as well as those needing coaching or retraining. The process flows of your best practitioners can then be used as a blueprint to guide the rest of the work force in following the same steps to complete their tasks more efficiently. So, you are not only reducing variance, you are also getting people to perform against the best practice.