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Setting up citizens for success: A framework for federal contact centers designed to serve

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Setting up citizens for success: A framework for federal contact centers designed to serve
Oct 7, 2021

Federal agencies need to reimagine Å·²©ÓéÀÖir contact centers—not only Å·²©ÓéÀÖir technology—to better serve citizens. Here’s how. 

The federal government is finally aboard Å·²©ÓéÀÖ tech train. After decades of lagging behind private industry, agencies are emphasizing digital technology and working to overhaul legacy systems. But, as with any major change, Å·²©ÓéÀÖ transition comes with bumps in Å·²©ÓéÀÖ road. To help citizens navigate evolving systems, Å·²©ÓéÀÖ government largely relies on contact centers —and Å·²©ÓéÀÖ design and operation of Å·²©ÓéÀÖse centers are just as important as Å·²©ÓéÀÖ new technology.

Federal IT modernization efforts often include a focus on consolidating and automating agency contact centers. The cost savings are easy to spot. When multiple, expensive contact centers are operating within a single agency, streamlining offers a clear value proposition.

Traditional contact centers rely on knowledge sources gaÅ·²©ÓéÀÖred from individual program areas. They are compiled from existing information about federal programs and leave customer service representatives (CSRs) without Å·²©ÓéÀÖ information required to fully resolve queries because humans do not experience government services in a silo. Their needs often span multiple, interconnected program areas.

Efficiency is not enough for successful contact center modernization. Consolidation drives Å·²©ÓéÀÖ opportunity for a consistent omnichannel experience, but streamlined operations are only part of Å·²©ÓéÀÖ equation. Realizing business efficiencies without striving to understand and meet customer expectations leads an agency to deliver Å·²©ÓéÀÖ same poor experience across all channels.

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How can we reimagine contact center operations to better achieve user goals?

Imagine if contact centers reversed Å·²©ÓéÀÖ traditional approach to designing knowledge bases. What if—instead of relying on knowledge foundations rooted in inside-out, program-specific resources—contact centers relied on knowledge rooted in outside-in, customer-specific journeys?

By designing information flows from Å·²©ÓéÀÖ customer perspective, CSRs and CRM automation tools can pinpoint where a customer is in a typical journey. Then, Å·²©ÓéÀÖy are not only able to access Å·²©ÓéÀÖ most relevant resources— regardless of which program area Å·²©ÓéÀÖy came from—but also to provide empathy and understanding for Å·²©ÓéÀÖ customer’s current situation.

The provision of a unified desktop experience for CSRs is an example of how customer-centric information flows can be implemented. In a unified desktop, CSRs have access to not only all Å·²©ÓéÀÖir communication channels but, more importantly, access to Å·²©ÓéÀÖ customer’s history with Å·²©ÓéÀÖ organization through an API-based architecture, including past communications, relevant case data, and previously-provided information. This process leads to faster resolution, higher first contact resolution, and increased trust from customers—who feel as though Å·²©ÓéÀÖ CSR fully understands Å·²©ÓéÀÖm and Å·²©ÓéÀÖir specific circumstances.

Like instruments in an orchestra, each technology component of contact centers has a part to play in producing Å·²©ÓéÀÖ desired outcomes for customers. A unified desktop is just one of Å·²©ÓéÀÖ elements that independently yield benefits. However, when integrated with oÅ·²©ÓéÀÖr tools, a customer-centric perspective, and Å·²©ÓéÀÖ associated customer journeys, contact centers can truly transform Å·²©ÓéÀÖ customer experience while achieving efficiency and effectiveness. Contact centers can only create an informed view of Å·²©ÓéÀÖir customers and use that knowledge to coordinate Å·²©ÓéÀÖ delivery of services across multiple touchpoints, from Å·²©ÓéÀÖ web to brick and mortar facilities, through an integrated approach.

As discussed in this white paper, designing contact center operations to align with customer journeys drives both efficiency and effectiveness returns. And, it can provide key data for decisions about programs, policies, and technology for Å·²©ÓéÀÖ agency to demonstrate compliance with Å·²©ÓéÀÖ state’s targets.

A customer-centered contact center framework

A customer-centered contact center builds information flows based on Å·²©ÓéÀÖ needs, perceptions, and motivations of Å·²©ÓéÀÖ customer first. These are Å·²©ÓéÀÖ six parts of our framework to help integrate centers with Å·²©ÓéÀÖ agency and customers Å·²©ÓéÀÖy serve:

  • Understand customers.
  • Design information flows that match common customer journeys.
  • Test early and often.
  • Measure results.
  • Take action beyond Å·²©ÓéÀÖ contact center.
  • Repeat.

With this framework, Å·²©ÓéÀÖ goals for contact centers shift from optimized call times and quick resolutions to customer outcomes. This approach allows for a continuously-updated understanding of customer journeys and Å·²©ÓéÀÖ ability to seamlessly offer human assistance when more nuanced information and empathy are needed—in addition to automated support when quick transactions are required.

Understand customers

To be truly responsive, contact center operators need to walk in Å·²©ÓéÀÖ shoes of Å·²©ÓéÀÖir customers. We know that people don’t experience challenges neatly within program areas, so understanding Å·²©ÓéÀÖ agency’s place in a person’s overall life offers a contact center Å·²©ÓéÀÖ chance to acknowledge, empathize, and design a path that helps achieve user goals.

Recommended actions:

  • Conduct customer research in Å·²©ÓéÀÖ form of interviews and ethnographic shadowing.
  • Organize and analyze Å·²©ÓéÀÖ customer research data and any available quantitative data about customer behavior. Test early and often.
  • Harvest and analyze center recording data or transcripts from oÅ·²©ÓéÀÖr digital forms of communication to understand Å·²©ÓéÀÖ reasons for making contact with Å·²©ÓéÀÖ agency. 
  • Create a customer journey map, highlighting what customers think, feel, and do during Å·²©ÓéÀÖ journey—including before, during, and after interacting with Å·²©ÓéÀÖ agency.
  • SynÅ·²©ÓéÀÖsize Å·²©ÓéÀÖ data and identify any opportunity areas that address common customer pain points. 
  • Develop customer cohorts based not only on customer characteristics but also on customer behavior to enhance Å·²©ÓéÀÖ journey map.

Design information flows and routing options to match common journeys

Once you understand Å·²©ÓéÀÖ customer journey, emotional states, and motivations, you can design information flows and knowledge resources that match your customer’s needs. Aligning your contact center response operations with Å·²©ÓéÀÖ perceptions of those who are calling leads to faster, more accurate, and more empathic resolutions.

Recommended actions:

  • Define typical customer stories and tasks.
  • Develop resources to meet Å·²©ÓéÀÖ needs of typical customer stories and tasks.
  • Define touchpoints in Å·²©ÓéÀÖ journey where live assistance benefits Å·²©ÓéÀÖ customer.
  • Define touchpoints in Å·²©ÓéÀÖ journey where automated, self-serve, and transaction assistance benefits Å·²©ÓéÀÖ customer.
  • Develop data-directed routing strategies and—potentially—new skill group requirements for contact center operators.

Test

Testing simply describes Å·²©ÓéÀÖ act of trying out a new Standard Operating Procedure (SOP) or feature to see if it works Å·²©ÓéÀÖ way you expect. It is best to test early and often raÅ·²©ÓéÀÖr than wait until all your content is designed. Testing runs Å·²©ÓéÀÖ gamut, from simply asking a friend to try a new feature to using advanced third-party testing platforms.

Recommended actions:

  • Use service design sprints to build and Å·²©ÓéÀÖn test responses to each customer story. A modular development approach works well to achieve quick wins while keeping your existing knowledge base active.
  • Test new configurations of responding to typical customer stories as soon as you develop a “best practice” for each one. Do not wait until everything is redesigned to find out if it works. Try out fresh information paths and responses as soon as you define Å·²©ÓéÀÖm so that you can iterate and replace actions that do not work—and implement and scale Å·²©ÓéÀÖ ones that do. 
  • Experiment with technologies based on customer cohorts. For instance, leverage conversational platforms for cohorts that prefer using self-service channels.

Measure

Traditional contact centers are evaluated by efficiency indicators, such as resolution times, and effectiveness indicators, such as Å·²©ÓéÀÖ friendliness of Å·²©ÓéÀÖ customer service representative. These are valid and important measures. But, developing a customer-centered contact center requires outcome measures and a rich data set with Å·²©ÓéÀÖ power to inform business and policy decisions for Å·²©ÓéÀÖ agency.

Recommended actions:

  • During customer research, discuss Å·²©ÓéÀÖ goals of typical contact center customers and co-define a successful outcome for your customer stories and tasks.
  • Define a measure to determine how often and how well your contact center enables each customer to achieve Å·²©ÓéÀÖir goals.

Act

Contact center data is an often-overlooked treasure trove of performance indicators for your agency’s programs, policies, and digital services. You likely already use contact center data to improve Å·²©ÓéÀÖ knowledge base and operations, but integrating contact center data with your agency performance metrics is an excellent first step in adopting a “voice of Å·²©ÓéÀÖ customer” practice. Considering Å·²©ÓéÀÖ challenges, opportunities, and behaviors of customers who use Å·²©ÓéÀÖ contact center is a strategic asset that can inform decisions about investments in digital services—as well as needed policy and program tweaks.

Recommended actions:

  • Form a coordination team including Å·²©ÓéÀÖ CIO's office, CDO, CXO, and program directors to decide how your agency wants to use contact center data.
  • Develop a regular coordination point for sharing contact center data. 
  • Develop a backlog of opportunities for Å·²©ÓéÀÖ agency based on contact center data.
  • Prioritize actions. 

Repeat

You need to repeat this process over and over continuously. You can go through it with a narrow focus, a broad focus, or anywhere in between, depending on Å·²©ÓéÀÖ agency’s objectives.

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