RESOURCES Switching Channels, Jobs During the past two years – the pandemic’s remote period – improvements have been made. For example, 32 percent of contact centers surveyed have implemented systems that allow agents to switch channels seamlessly while serving a customer. This means, the agents don’t have to re-enter information repeatedly. In more than half of contact centers, however, agents and their customers do continue to struggle. In those centers, agents and customers are challenged by navigating multiple screens and interfaces, because of technology shortcomings and a lack of training on new tech and processes. A clear disconnect appears to exist between what agents told ICMI about their multichannel experience and how decision-makers perceive things. For example, this year, 12 percent of agents say they toggle among more than 15 applications as they handle interactions across all channels. However, only 5 percent of supervisors, managers and senior leaders think that’s the case. Even the 32 percent of contact centers that consider themselves as “omnichannel,” the agents working there say they must switch among many applications to provide good customer service. The percentage of agents reporting they experience stress “all or most of the time” climbed noticeably since ICMI’s last survey, rising from 27 percent of agents in 2019 to 35 percent in 2022. For supervisors, about 29 percent say they’re under “near-constant” stress. These increases have pushed up attrition rates, as more agents leave for new opportunities. Home Work The effects of a workforce trying to balance the heavier workloads with personal obligations are reflected in the top causes of stress that agents report. In mid-2019, the top stressor agents reported was the relationship at work with their direct supervisors. With the switch to remote work, agents now report the stress comes from their families or housemates all working and/or schooling from home at least part of the time. Often, when everyone at the home is online, the connection speed the agents need slows down, because the amount of traffic has increased. Other stressors showing up in this year’s report include scheduling flexibility (ability or inability to Source: Stanford University; Trip.com Source: ICMI, Nice What factors drove increases in volume and complexit ? Hour 2021w18 2021w26 2021w35 2021w44 2022w1 Treated Control Number of customers Staff competency or training Use of additional channels, digital, and/or self-service channels Customer competency or education Compliance or security Number of staff Scope of services offered New systems, equipment, or devices 1 2 46% 34% 35% 35% 34% 45% 34% 39% 29% 36% 19% 22% 22% 32% 20% 33% Volume Complexity Source: ICMI, Nice Which activities are the most time-consuming? Routine or mundane administrative tasts Routine or mundane customer interactions Trying to find the answer or information Training Reporting Coaching Schedule and forecasting 26% 34% 18% 14% 17% 14% 17% 17% 8% 1% 7% 11% 6% 9% Overall Agents Source: Stanford University; Trip.com Source: ICMI, Nice What factors drove increases in volume and complexity? Source: Aryaka 2022 How will you app 2021w18 2021w26 2021w35 2021w44 2022w1 Treated Control Separate vendor for n Number of customers Staff competency or training Use of additional channels, digital, and/or self-service channels Customer competency or education Compliance or security Number of staff Scope of services offered New systems, equipment, or devices Single vendor for n Consum Unclear SASE will f 46% 34% 35% 35% 34% 45% 34% 39% 29% 36% 19% 22% 22% 32% 20% 33% Volume Complexity So rce: ICMI, Nice Whic activities are th most time-consuming? Routine or mu dane administrative tasts Routine or mundane customer interactions Trying to find the answer or information Training Reporting Coaching Schedule and forecasting 26% 34% 18% 14% 17% 14% 17% 17% 8% 1% 7% 11% 6% 9% Overall Agents How is the contact center’s budget allocated? Hiring - agents Technology (new, upgrade) 19% 18% 36 REMOTE WORK SOLUTIONS rwsmagazine.com
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