Reporting for Amazon Connect - OMNINGAGE

1. Key Performance Indicators – Keeping Score In the Contact Center Reporting for Amazon Connect – OMNINGAGE Key Performance Indicators (KPIs) and contact centers go together like fish and chips. When contact center platforms were developed, agents’ performance started being measured by technology, such as reporting for Amazon Connect, that generates a blizzard ofstatistics. With this KPI data, contact center managers can track almost every aspect of an agent’s working life to thesecond. A brief history ofKPIs In fact, KPIs are nothingnew. The first recorded KPIs were devised by the Emperors of the Chinese Wei Dynasty in approx. AD 250. They would measure the “performance” of various family members who were competing for their attention andfavors. The father of gamification Robert Owen, a 19th century pioneer of industrialism, devised his own rudimentary KPI. Painted wooden cubes were hung over each worker in the mill to display how well he was performing. Other workers, looked at them and were motivated to compete and spin more cotton, and so change the color of their cubes. You might say that Robert Owen was also the father ofgamification. As work became industrialized, psychologists, HR managers and operations research consultants developed more ways to measure employeeperformance. In the 1980s, when Mrs. Thatcher was PM, the public sector adopted KPIs in great depth to measure the performance of organizations which were never intended to make money. Previously, their performance had been considered largelyimmeasurable.

2. The impact ofIT The impact of Information Technology did for the office what the assembly line did for manufacturing. Many office tasks were redefined as repeatable processes. ERP systems used by large companies could generate massive amounts of data, giving managers in offices the kind of insights that had only been available inmanufacturing. The contact centerindustry adopted this data driven approach from the very beginning. This is why no contact center application is complete without its own reporting module. This is why reporting for Amazon Connectis soessential. Theoreticalperspectives “If you can’t measure it, you can’t manage it”. This has long been the mantra of the contact center profession, but are we necessarily measuring the right things? Here are 2 approaches to categorizing KPIs. The value chainapproach Michael Porter, the industrial economist, applied the concept of the assembly line to any business process, where raw materials and parts went in one end and finished products left the otherend. Any activity that directly contributed to products being manufactured and sold was seen as a part of the value chain. Any activity that was not directly related was considered to be a “supportactivity”. KPIs can be seen as measuring parts of a value chain. They can be classified under the followingheadings: Inputs – Process – Outputs –Outcomes Inputs: These are the financial and non-financial metrics that cover what happens before the call starts. This can include recruitment and training metrics or the running costs of facilities. Many of Porter’s “support costs” would be seen in thiscategory. Process: (Also known as Activities or Operations): These are the metrics that measure what is happening from the moment the caller is connected to the IVR to the moment the agent finishes entering wrap-up data and puts himself back into “ready” state. A lot of these numbers are to be found on systems providing reporting for Amazon Connect. Outputs: These metrics are related to the finished calls, e-mails, chats or cases seen as finished units of work. In contact centers, these could be numbers of callshandled,

3. number of cases closed, sales per hour etc. They might also include CSAT scores related to a specificcall. Outcomes: These are usually harder to define and more specific to the business. They measure the effect the contact center has on the business as a whole. If you were to ask your CFO “Why do you give the contact center a budget?”, she would tell you what she expects the contact center to do for the company. That would be theoutcome. For outbound contact centers, outcomes, such as sales or debt recovery revenues might be fairly obvious. For inbound contact centers, this may be less quantifiable. A technical support contact center doesn’t make the company any money, but it may reduce customer churn. This saves the company from spending money on additional sales to backfill for the customers who have left. The ”3 Es” approach: This perspective is a lot more focused on the financial angle. The key categories here are asfollows: Economy – Efficiency –Effectiveness Economy is all about how much things cost. It is closely related to metrics for inputs and includes staff wages, rents, running costs for technology etc. Since “support costs” cannot be attributed to a specific unit of work, they would be includedhere. Efficiency is a refinement of Economy and looks at unit costs. These KPIs guide users to start thinking about how resources can be stretched further. A lot of “Process” metrics such as AHT and FCR fall into this category. These will be found in any contact center tool that provides reporting for AmazonConnect. Effectiveness is closely related to Outputs and Outcomes and how well the contact center serves the business. In a return On Investment (ROI) calculation,an Effectiveness metric is most definitely the “Return” rather than the “Investment”. Contact center Effectiveness metrics might be revenues attributes to the contact center, subscription renewal rates, complaints clear up rates etc. Categorizing common (and not so common) contact centerKPIs The table below shows a collection of contact center KPIs and how they are classified according to these theoreticalframeworks.

5. Most of the “standard” KPIs fall into the “Input / Economy” bucket or the “Process / Efficiency” bucket. All of the Economy and most of the Efficiency KPI data can be gathered easily and quickly within the contact center. The contact center platform which provide reporting, including those that provide reporting for Amazon Connect can provide most of this data in realtime.

6. While Sales / Promises to Pay Per Hour are fairly easy to collect, other outputs and outcomes data may not become apparent for some time. Customer loyalty can be measured most effectively by subscription renewals or repeat purchases. Depending on the product, this may take months or even years to become apparent. Changing times, changingmeasures As we move deeper into the 21st century, perhaps it’s time to re-evaluate the emphasis on Economy and Efficiency basedKPIs. New technology – newmetrics Technology has given contact centers other measurement tools to evaluate agent performance. Post call survey technology can collect the reactions of customers shortly after speaking to an agent. Customers communicate their feelings in an NPS score or some other CSAT measurement. This gives the contact center immediate feedback on customer perceptions. Many speech analytics solutions include emotion detection. They can be configured to identify and count calls where customers express anger. Some can be configured to identify where the anger appeared in thecall. Where a customer is angry at the start of the call, but calm by the end of it, this represents a “win” for the contact center. Where a customer starts the call calm, but is angry by the end, this is usually not such a positiveresult. Both of these metrics are related to the emotional state of the customer. In the value chain model, they would represent outputs or outcomes. In the 3 Es model, they would indicate Effectiveness. It would not be difficult to include either in contact center reporting systems, especially those that provide reporting for AmazonConnect. Automation and Emotional Intelligence Covid 19 has accelerated the move from face to face to on-linebusiness. Simple tasks are being automated using websites and smartphones. These solutions are doing the “Tier 1” agents’ jobs, pushing the humans into the role of the “Tier 2” agent.

7. Agents need to have deeper knowledge of their products and systems. The tasks they handle are becoming more complex. Agents need to have better interpersonal skills, since their customers are more likely to be frustrated after struggling with automated applications. Naturally, as cases become more complex, Average Handling Times will goup. Humans are becoming the customers’ last resort. It may be more appropriate to concentrate on the Effectiveness measures since now, if we compare the contact center to a football team, the agents are thegoalkeeper. About OMNINGAGE: OMNINGAGEprovides a modern and cloud-based agent desktop platform which delivers high-quality voice via the user’s web browser. Its user friendly, data-rich interface promotes agent engagement, reduces AHT and boosts productivity for those working in the office or athome. The platform is available globally via AWS and integrates with a variety of CRM and back-end applications to offer a single-window operation tousers.

8. Name: OMNINGAGE Website: https://omningage.cloud/ Contact: +1 888 6175 382 | +44 330 0883940 Address: 4 Calder Court, Blackpool, FY4 2RH, United Kingdom Email: sales@omningage.cloud Keywords: OMNINGAGE, Amazon Connect, Cloud Contact Centre, Agent Desktop for Amazon Connect, Supervisor Desktop for Amazon Connect, Dashboards for Amazon Connect, Reporting for Amazon Connect, Wallboard for Amazon Connect, Amazon Connect Integration, Amazon Connect Migration, Amazon ConnectServices