Embarking on the Change to VoIP in your Contact Center:

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Embarking on the Change to VoIP in your Contact
Center The People Side of Embracing the
Change
Ivy MeadorsCEOHigh Tech High Touch Solutions,
Inc.www.hthts.com
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(No Transcript)
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Presenting

1. Roadmap to Change Effort
2. Business and People Dimension of Change
3. What does Changing to VoIP in the Contact Center
   Mean

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Before Embarking on the Change

• Align the change with the companys strategy
• Understand what will be achieved
• Have a sense of ownership
• Ensure executives are committed to the change
• Verify there are sufficient resources
• Assess need for external help

Know your Contact Center Stakeholders
Customers, Senior Management, and Frontline
Staff.
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Business Dimension of Change

• Elements of the business dimension of change
• Business need or opportunity is identified
• Project is defined (scope and objectives)
• Business plan is developed (working document)
• Proper management team is put in place
• Risks, costs and business impacts are addressed

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Business Dimension of Change

• Elements continued
• People are informed about the project
• Frontline is involved and part of team
• Business solution is designed (new processes,
  system configurations, support infrastructure
  built, etc.)
• Knowledgebase is populated

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Business Dimension of Change

• Elements continued
• Applicable training completed
• New processes and systems are implemented
• Release to production
• Benchmark at start and again after 30 days, 60
  90 days
• Regular assessments every quarter thereafter

But how are the people responding..
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When you say Change, they say

• How will this impact me?
• This is a waste of time.
• They never tell us whats going on!
• How soon will this happen?
• Will I receive new training?
• I doubt they are really serious.
• Why change, it was working fine before?

Natural reaction to change Resist Awareness of
need to change critical ingredient and must come
first
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People Dimension of Change

• People tend to.
• Think about what they have to give up
• Feel isolated
• Have different resilience levels
• Be concerned they dont have enough resources
• If not addressed, all of these can lead to
  resistance.

Encourage people help them feel comfortable
with being asked to do something differently.
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How Important Really is the People Dimension
Research shows problems with the people dimension
of change is the most commonly cited reason for
project failures. In a study with 248 companies,
effective change management with employees was
listed as one of the top-three overall success
factors for the project. Helping managers be
effective sponsors of change was considered the
most critical success factor overall.
Be sure to take into consideration different
generations and behavioral styles, and personal
motivators.
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Change in Mindset

• Be core to the business, not overhead
• Focus on solving business problems
• Every activity should contribute to the bottom
  line
• Eliminate unnecessary tasks
• Have a critical viewpoint
• Its OK to take risks and make mistakes

Be willing to surrender what you are, for what
you could become. -unknown
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Awareness
Desire
Knowledge
Ability
Reinforcement
A
K
R
A
D
to implement new skills behaviors
to retain the change once it has been made
of the need for change
to make change happen
about how to change
Research shows that problems with this dimension
of change is the most commonly cited reason for
project failures. In a study with 248 companies,
effective change management with employees was
listed as one of the top-three overall success
factors for the project. Helping managers be
effective sponsors of change was considered the
most critical success factor overall. http//www.
change-management.com/tutorial-adkar-overview.htm
www.prosci.com
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So What Does a Change to VoIP Mean

• Business Dimension
• Different ways of doing business
• A new telephone system
• More control over voice and data communications
• New and enhanced business processes

The decision to move to voice over IP is a
sophisticated decision that involves the entire
IT infrastructure.
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• Business Dimension
• Improved resource management virtual staff,
  acquisitions, global considerations
• Reduced costs
• Infrastructure
• No more long distance and conference call fees
• M.A.C.s, done with click of mouse (no onsite
  dispatch of technician needed)

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Technically Speaking

• Soft phones
• Click to Dial
• Speaker phone on your computer
• USB headphones
• Call Blasts Multiple numbers can all ring on
  multiple phones at the same time
• Fewer à la carte costs as technology matures
  you get more of the full meal deal of features
  and functions

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Technically Speaking

• Web-based setup of routing features auto
  attendant, hunt groups, and call forwarding
• Web-based screens for customizing service options
• Easily reproduce the same service, same features,
  same performance across an enterprise controlled
  from any location on a web-portal

The mantra of IP telephony Deploy Once, Extend
Anywhere.
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Creating Champions of Change

• Ability to work from anywhere
• Better resource management - virtual reps, global
  accommodations
• Multi-tasking capabilities enhanced
• Enhanced call control (email, vmail, phone,
  fax)
• Control calls that must get through, send
  low-priority calls to voice mail
• Send voice mail as an e-mail (personal touch)

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Creating Champions of Change

• Built-in conferencing
• Improved customer service all key players on
  call with customer
• Train virtual remote site reps
• video and phone plus data - cost savings
• Increased productivity
• Personal development be on the leading edge

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Be Aware, Easier to Prepare

• 911
• If you aren't at the address registered with your
  VoIP account when you call and you can't provide
  your location to the dispatcher, emergency
  responders won't know where you are.
• FCC
• FCC potential regulations may stifle growth and
  deny the public benefits of that growth
• Lawsuits filed by phone companies to charge
  access fees - Washington, Oregon and Florida

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Be Aware, Easier to Prepare

• Call Quality
• Choppy calls while surfing or downloading files
• Not using public internet affords better
  connections
• Voice prioritized over data careful design
  upfront
• Weakened sound quality, likened to a wireless
  phone
• System Availability
• Operational problems can be avoided by having two
  highly redundant servers
• No power better have a backup
• Only works if your computer is switched on and
  VoIP software is running

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Become an Agent of Change

• Identify the business problems you are trying to
  solve
• Communicate the plans early on and involve the
  people
• Address their fears, stimulate confidence
• Create Champions of Change
• Adopt a partnership approach with vendors and or
  consultants to facilitate best results
• Do your homework, its a young industry moving
  fast

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VoIP integrated into one of the last known
operating cordboards.
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Billie operating the VoIP Cordboard system.
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If you're not riding the wave of change to
VoIP...you may find yourself riding behind it."
2003 131,000 VoIP subscribers 2004 over 1
million subscribers Source The Yankee
Group 2005 over 5 million Source Forrester
Research 2005 2 billion SourceDataComm Research
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you should know about, we do include those.
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• Ivy Meadors
• High Tech High Touch Solutions, Inc.
• Speaker, Writer, Consultant
• Ivy_at_hthts.com
• www.hthts.com
• [phone]
• Visit our booklist for books that will focus on
  the topics of interest to our industry.
• Buy from Amazon right from the list!

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at www.hthts.com Select Ivys Slides on Home
Page End of slide decks include additional
resources
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honoring the proprietary nature of our material.
High Tech High Touch Solutions
Explore Your Options Series
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Change Management Resources
Go to www.hthts.com Select Newsletters and go
to the March 2005 issue of eSharings. This
issues focus is on change.
High Tech High Touch Solutions
Explore Your Options Series
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Resources

• Moving From VoIP to Trans-Modal Communication
• http//www.tmcnet.com/tmcnet/articles/2004/voip-tr
  ansmodal-communication-unified-view-rosenberg.htm
• Major issues in Moving to VoIP
• http//www.nwfusion.com/columnists/2002/0311taylor
  .html
• Moving to VoIP is a Brainer'
• http//www.nwfusion.com/columnists/2002/0429taylor
  .html
• VoIP Federal State Regulatory Action Overview
• http//www.phoneplusmag.com/articles/491overview.p
  df

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Resources

• A sneak peek at the contact center of the future
• http//searchcrm.techtarget.com/originalContent/0,
  289142,sid11_gci940665,00.html
• Should You Switch to a Net Phone?
• http//www.pcworld.com/howto/article/0,aid,117799,
  00.asp
• The IP Telephony Zone
• http//www.computerworld.com.au
• Telecom History
• http//www.telcomhistory.org/NewsletterArchivesWin
  ter2003.html

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Contact Center of the Future

1. Multi-channel access e-mail, Web chat, Web
   callback, voice-over net, voice-over IP, Web
   collaboration
2. Integrated knowledge management and contact
   management tools 
3. Personalization of every customer interaction
4. More powerful off-the-shelf telephony integration
    

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Contact Center of the Future

1. Genuine customer knowledge through superior
   business analytics and market intelligence
2. Real-time CRM 
3. Front line employees who deliver extraordinary
   service
4. Employees who are recognized for their
   outstanding value and worth!
5. Incredible Leaders!

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Communication Involve Others
1. Build a comprehensive communications plan
targeting affected units and stakeholders 2.
Leverage preferred communications methods and
vehicles 3. Focus initial rounds on creating
awareness and building support 4. Provide
periodic updates in subsequent rounds to keep all
stakeholders informed and engaged. 5. Task
senior executives to play an active role
Sponsorship in global communications and
funding Participation in key project
activities Engaging other key
stakeholders 6. Involve other leaders through
working sessions 7. Leverage other
communication events and training sessions to
involve entire staff 8. Create a stakeholder
engagement plan for active involvement 9.
Collect stakeholder concerns during all
interactions 10. Build buy-in to the business
case 11. Build comprehensive reporting
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Utilize Advanced Project Management Methods

• Actively monitor project activities
• Track concerns and issues along the way and
  determine appropriate action
• Leverage existing organizational processes for
  conducting formal readiness assessments
• Ensure the CRM Program leverages existing
  organization norms for
• Cross-organizational involvement
• Active use of steering committees
• Adopt a partnership approach with CRM and
  Telephony vendors and or consultants to
  facilitate results
• Leverage best practices for Program Management
  tailored to unique CRM and telephony
  requirements
• Create a roadmap or overall approach to
  achieve the vision
• Adopt a phased implementation approach
• Focus on quick wins along the way
• Enhance organizational readiness by rolling out
  across all areas over the long term

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e.html
1878
www.pbs.org/wgbh/amex/kids/tech1900/phone.html
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The Leadership the Team

• Make taking risks and change safe
• Train to set people up for success
• Recognize and build on strengths
• Establish and require mentoring programs
• Develop in-depth personal growth plans

http//www.mentoring.org http//www.mentoringgroup
.com http//www.kinematic.com.au/fta/emsucc20.htm
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Hiring Factors

• Expertise and experience
• Soft skills
• Flexibility, attitude
• Behavioral communication styles

http//www.generationwhy.com http//interview.mons
ter.com/archives/attheinterview/ http//www.cnr.be
rkeley.edu/ucce50/ag-labor/7labor/b003.htm
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The Measurements

• Metrics that motivate desired behavior
• KPIs that deliver better results
• Use of more meaningful metrics
• Increase some call durations

Its not always how many calls you take, nor how
fast, but the quality of the exchange.
http//www.benchmarkingnetwork.com/cco1.html http
//www.benchmarkportal.com http//opsandfulfillment
.com/ar/fulfillment_super_balance