Challenge
Rising volumes, cost pressure and increasing customer expectations meant this organisation needed to unlock additional operational capacity across its contact centre and processing teams without compromising service outcomes.
The key drivers of productivity, including workforce planning, forecasting, performance management, IVR configuration, routing, process design and automation, had evolved independently over time. As a result, leadership lacked a clear view of where the most significant and practical improvement opportunities existed.
Members of the Cinc team were engaged to review three contact centre functions and their associated processing teams, quantify the improvement opportunity and develop a practical roadmap that operational leadership could own and implement.
Approach
Members of the Cinc team led an operational review across three contact centre functions and their associated processing teams, assessing the end-to-end drivers of productivity, capacity and customer outcomes.
The review focused on:
Workforce Planning & Forecasting
Assessing demand forecasting, workforce planning and scheduling effectiveness to improve alignment between workload, staffing and available capacity.
Performance Management
Reviewing metrics, operating rhythms and frontline leader routines to strengthen performance visibility, drive productive behaviours and reduce variation.
Customer Routing & IVR
Optimising IVR design and skill-based routing to better match customer needs with the right resource first time, reducing failure demand and improving flow.
Process Improvement
Identifying opportunities to remove rework, hand-offs and low-value activity across both contact centre and downstream operational processes.
Automation Opportunities
Assessing automation opportunities across high-volume, high-effort tasks to improve consistency and release capacity.
Implementation Roadmap
Developing a practical improvement roadmap prioritised and sequenced alongside operational leadership to balance customer outcomes, productivity improvement and implementation effort.
Team members involved: Peter Campbell and Michael Love.
NB This engagement was delivered prior to the establishment of Cinc. The experience and results described reflect work personally delivered by the team members identified above.