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The intelligent indexing system can also look for key words such
as ‘payment’, ‘complaint’, ‘query’ or ‘depressed’, so that the ‘type’ of correspondence can be identified, and, if necessary, prioritised. Then it can be allocated accordingly and, when agents log in, they are able to instantly see the cases assigned to them. What is particularly ‘clever’ about this
in-house technology is that it is able to automatically move work in real-time, based on the client service level agreements (SLA) to available agents with designated skill sets. The text (on screen) even changes colour to indicate how close to a particular SLA the correspondence has become – white means a greater than 50% SLA, blue, less than 50% SLA, yellow less than 25%, red less than 10% SLA, and red outline with black writing means beyond the SLA timeframe agreed, which tracks by the day.
If individuals are not being as
productive as they should be, these real-time statistics are available and are used as a tool by managers to identify training needs or other potential issues within their teams. This is also used as
new levels of urgency or priority without losing sight of the original SLAs of all cases then under review. In addition, there is full oversight of
all correspondence that is processed and sight of items that may have been
The practical consideration of manually managing large volumes of correspondence has led to the evolution of electronic solutions
a tool for the representatives to manage their own productivity to assist them in meeting their targets. Similarly, if SLAs are not being met,
for whatever reason, then the issue can be quickly identified and remedial action taken, either in terms of re-allocating work or offering additional resource or training as required. Such technology is, of course, still
in its early stages of development, but already more than 70% of all
This in-house technology is able to automatically move work in real-time to available agents with designated skill sets Not only does this help monitor
and measure the performance of a department, but it also helps to monitor the productivity and effectiveness of individual agents. If, for example, it is reasonable for an individual to handle 15 ‘queries’ per hour, or perhaps 20 ‘customer accepts’ (such as an offer of payment), then the total work completed over a typical seven-hour shift can be measured.
deleted or moved to ensure that all paperwork is being appropriately dealt with. Software is now being enhanced to
build in even more fail-safes and further intelligence. While this work continues, we estimate that in addition to the intelligent enhancements on resource and efficiency, we will be saving approximately 372,000 sheets of paper per year from reduced printing. Technology is not, nor can it ever be,
correspondence received is automatically allocated to the relevant queues, whilst the other 30% is manually added due to the software not being able to locate the customer content (this is mainly handwritten post). If a case is not allocated automatically,
a simple two-step process can see the correspondence forwarded to the right place. And when new cases arrive, the system is even capable of highlighting
CCR-roundtables
Where the leading professionals meet to discuss the key issues of the day
CCR’s round-table debates offer you the opportunity to work with
the outstanding editorial experience of CCR to pull together some of the senior professionals from the industry to discuss an area of key editorial interest for you and the industry.
Stephen Kiely, editorial director, will chair the debate and offer you a unique opportunity to meet key industry fi gures, get feedback on
your product and views, and present yourself as a knowledge-leader in an area of interest to you.
Meet and debate with the leaders in the industry at a professional round-table debate.
For more information on these exciting debates, contact Gary Lucas on 07785 268404 or e-mail
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28
www.CCRMagazine.co.uk July 2015
the answer to all of an agency’s paper challenges. But when intelligently applied, it can have a dramatic impact on how customers are treated, how agencies engage and manage their employees and workloads, and in having complete visibility of a client’s SLAs. CCR
Louise Schofield is operations director at Robinson Way
Louise.Schofield@
robinson-way.com
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