Desktop Tools

Description of the process

Although this process has a major impact on overall contact centre performance, the value created by desktop tools is driven by the quality of the processes that it serves. It enables quality processes to create value in all areas of the contact centre business:

  • High performance tools enable focus on the customer instead of focus on the systems, improving customer satisfaction.
  • The caliber of agent tools influence employee satisfaction.
  • Selling aids improve revenue generation.
  • Efficiency gains from automation reduce operating costs.
  • Minimizing the agent’s reliance on memory reduces training costs.

The process starts by identifying the contact centre business processes to be enabled by technology. It ends when the desktop fulfills the role of a strategic tool in the contact centre.

Characteristics of a best practice

Agents use only one desktop application that is specifically designed for the contact centre environment:

  1. Focus is on how the application interacts with the agents in terms of simplicity:
    • Starts with the mental image of the transaction as perceived by the agent and the customer (usually simple).
    • The ultimate test for simplicity is that an untrained senior manager could handle customer contacts using the application.
  2. Screen design guides the conversation between the agent and the customer. It presents information, asks for decisions and accepts data input by the agent.
  3. Data is integrated and available from both the application and other systems within the organization.
  4. A history of customer contacts is maintained for an appropriate period of time.
  5. Capability is provided to fulfill the customer’s request within the desktop application or by creating a work order.
  6. Tools (navigation aids, word processing, fax, e-mail) and information (knowledge databases, help files) are available to support the agent.
  7. Integrates with other technology such as CTI (computer telephony integration), WEB and IVR to provide additional functionality.
  8. Provides robust reporting capability that includes data regarding the customer, employee and process experience.
  9. Provides an alternative delivery vehicle for training (wizards, tutorials).
  10. Provides an alternate communication vehicle to the agent (schedules, performance feedback, news bulletins).

Relationships to other processes

Input to the desktop tools process:

  • The Agent Role/Responsibilities process provides the foundation for “user” requirements in terms of what the agent is expected to do using the desktop.
    • For example, if agents are expected to sell, the desktop contains the tools that support the sales model.
  • The Agent Skills/Competencies process is a critical consideration for the design of the desktop.
    • For example, if non-technical agents are expected to solve customer’s technical problems, the desktop contains the logic used by technical experts adept at solving customer situations (expert systems).
  • The Call Handling process provides the framework for the desktop application to guide the conversation between the agent and the customer.
  • The Fulfillment process is a key driver of the functionality and data to be included in the desktop application.
  • The Change Deployment process ensures that the desktop is appropriately updated as the business changes.
  • The desktop application collects data required by the Performance Feedback process.
  • The desktop application is available for the hours defined in the Hours of Operation process.
  • CTI functionality in the IVR/CTI process can provide “contact management” capability on the desktop.
    • The customer contact is delivered to the agent along with the customer record (screen pop).
    • The agent can perform all tasks on-screen that are typically performed using a telephone (screen phone).

Output from the desktop tools process:

What’s in it for me?

Technology helps, not hinders

Ideally, call centre processes are designed to meet business needs and objectives and then the desktop technology serves the needs of those processes. Too often it is the other way around. There are so many constraints in old legacy systems that these constraints eventually drive the design of the business processes so that the desktop technology can work. If this continues, an important perspective is lost and it is time to face reality and take action. Action involves defining the current requirements for the desktop and preparing the appropriate business case to support an investment.

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