October 10-13, 2006 San Diego Convention Center, San Diego California Delivering Top-notch Team Performance for Customer Interaction in a Virtual World Presented by Kay Jackson, President And Tim Kraskey, Vice President

October 10-13, 2006 San Diego California Customer Contact Center Agent Teams Branch 1 Voice and Data Center Branch 1 Remote Supervisor Branch 1 Subject Matter Experts Branch 2 Enterprise Information Native Docs PDF Docs HTML Web 3 rd Party App Corporate HQ Customer Interaction is Going Virtual IM/Chat/Presence Common Data Store for Answers Cisco Agent Desktop Unified Communicator Cisco Supervisor Desktop Workflows Agent Teams Cisco Agent Desktop 4 Home

October 10-13, 2006 San Diego California Question for the Audience - # of Sites Today? In how many locations do you have contact center agents today? –1 –2 – 5 –5 – 10 –More than 10 –None

October 10-13, 2006 San Diego California Question for the Audience - # of Sites in 5 Years? How many contact center locations do you expect to have in 5 years? –1 –2 – 5 –5 – 10 –More than 10 –None What is a contact center?

October 10-13, 2006 San Diego California Contact Center Components Knowledge People Processes Technology

October 10-13, 2006 San Diego California Important Performance Linkages Customer Engineering Fulfillment Finance Telecommunications Human Resources Information Technology Sales and Marketing

October 10-13, 2006 San Diego California Processes

October 10-13, 2006 San Diego California Quality Management Virtual Processes

October 10-13, 2006 San Diego California Workforce Management Virtual Process 4. Analysis (Reporting) 1. Forecasting Create forecasts on historical data & calculates staffing requirements. 2. Scheduling Schedule agents to fill these requirements from available agents. 3. Intraday Management Monitor daily operational results. Review historical information on agents and call center performance.

October 10-13, 2006 San Diego California People

October 10-13, 2006 San Diego California Organizing the Virtual Performance Management Team

October 10-13, 2006 San Diego California Managing Performance in a Virtual World Ensuring agent trust Developing communication practices Coordinating work

October 10-13, 2006 San Diego California Technology

October 10-13, 2006 San Diego California Why Automate Workforce Management? Founder: Customers moving from manual methods to software solutions for workforce management for greater efficiency Workforce Management optimizes the way people are managed: –Gains employee productivity –Reduces overtime –Improves schedule adherence –Reduces management time for scheduling –Reduces attrition Virtualization has efficiency benefits – but complicates scheduling Definition: Workforce Management is the art and science of forecasting, scheduling and managing contact center resources (people) to best serve customer needs.

October 10-13, 2006 San Diego California The Three M’s of Workforce Management Today –MultiSite A National schedule can be generated over multiple sites and Multiple time zones. Creates a virtual call center with greater efficiency. –MultiSkill The customer is handled by the agent with the correct skill set the first time without multiple transfers. –Multimedia Manage incoming s, chats, faxes & use historical data & business rules to determine no. of agents required to maintain service levels; which communications can be deferred & how long.

October 10-13, 2006 San Diego California Question for the Audience – Monitoring in Place Today? What type of monitoring do you have in place today? –Live – side by side or remote –Recorded calls using an in-house solution- digital or tape recorders –Recorded calls using purchased commercial software

October 10-13, 2006 San Diego California New Quality Management Technology is Powerful Compliance and Dispute Resolution –Contact archival search and management for controlled retrieval of recordings Speech Analytics –Apply speech-to-text conversion and audio analytics, searching for key words like product names or competitor or emotional responses –Dual-channel voice capture separate agent and customer audio on different tracks –Call categorization – in real time Business Intelligence –Real-time analysis –Vital intelligence to the rest of the company for growth and well- being

October 10-13, 2006 San Diego California Collaboration & Evaluation

October 10-13, 2006 San Diego California Dashboards and Reports - the Supervisor Role

October 10-13, 2006 San Diego California Traditional IP Multi Site Quality Monitoring Architectures Quality Management Servers for Enterprise Synchronization archival storage and analytics Central Contact Center Record Server Remote Center Record Server VoIP Core

October 10-13, 2006 San Diego California Transformational - Architectural Diagram Center A Center B Center C VoIP Core Record Server Spanlink Quality Management Services – Web, db, recording, event filtering

October 10-13, 2006 San Diego California Transformational - Architectural Diagram Center A Center B Center C VoIP Core Spanlink Quality Management Services – Web, db, recording, event filtering

October 10-13, 2006 San Diego California Edge Architecture Benefits for Virtual Quality Management Fewer servers = Lower capital and operational expenses Server independent scaling Fault localization Managed network utilization Workflows for identifying contacts of interest Creates a powerful networked grid of computers –Storage –Compression –Analytics Virtual management system integration

October 10-13, 2006 San Diego California Comprehensive Workforce Optimization Process 1. Capture End point architecture Workflow selection via business criteriaWorkflow selection via business criteria Voice, Screen, Data Contact Management Agent Experience 2. Evaluate Create, assign forms on business criteria Establish goals to manage by exceptions Efficient selection & player interface for evaluatorEfficient selection & player interface for evaluator Collaboration tools 3. Report Agent, Supervisor, Manager specific role based dashboardsAgent, Supervisor, Manager specific role based dashboards Configurable standard report formatsConfigurable standard report formats Spot trends, needs 5. Improve Provide feedback to supervisors & agentsProvide feedback to supervisors & agents Targeted training Utilize contacts as best practices examplesUtilize contacts as best practices examples 4. Schedule Quality management inputs into WFM to schedule trainingQuality management inputs into WFM to schedule training Scheduling based on performanceScheduling based on performance Skilling based on performanceSkilling based on performance

October 10-13, 2006 San Diego California Summary The virtual contact center, only an idea five years ago, is coming fast… much faster than many managers expect. Becoming virtual will have a substantial effect on the way centers conduct performance management. Quality assurance groups need to develop new communication strategies for staying coordinated, consistent, and fair. Need to build in time and accountability to the processes (training and calibration). Important new ways to leverage technology to serve the needs of the entire company. The time to begin planning is now.

October 10-13, 2006 San Diego California Process Must Support Virtual Team Performance Management Quality Monitoring –Analytics identifies Agent needs technical training –Evaluator confirms need for training –Quality Monitoring sends request to Workforce Management to schedule Agent for training Workforce Management –Request received and ideal time for Agent’s training is identified –Schedule for training sent to Desktops Agent and Supervisor Desktops –Training schedule received –Agent automatically notified of up coming training session –Agent is transitioned to Not Ready (reason code: training) training module is pushed to Agent’s desktop

October 10-13, 2006 San Diego California Tim Kraskey, VP of Marketing and Business Development Spanlink Communications Kay Jackson, President Response Design Response Design Corporation and Spanlink White Paper on Virtual Quality Management at : Questions?