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

Presenting

1. Roadmap to Change Effort

2. Business and People Dimension of Change

3. What does Changing to VoIP in the Contact

Center Mean

• Align the change with the company’s 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

Before Embarking on the Change

“Know your Contact Center Stakeholders: Customers, Senior Management, and Frontline Staff.”

“Know your Contact Center Stakeholders: Customers, Senior Management, and Frontline Staff.”

Business Dimension of Change

Elements of the business dimension of change:

1. Business need or opportunity is identified

2. Project is defined (scope and objectives)

3. Business plan is developed (working document)

4. Proper management team is put in place

5. Risks, costs and business impacts are addressed

Business Dimension of Change

Elements continued…

6. People are informed about the project

7. Frontline is involved and part of team

8. Business solution is designed (new processes, system

configurations, support infrastructure built, etc.)

9. Knowledgebase is populated

Business Dimension of Change

Elements continued…

10. Applicable training completed

11. New processes and systems are implemented

12. Release to production

13. Benchmark at start and again after 30 days, 60 &

90 days

14. Regular assessments every quarter thereafter

But how are the people responding…..

“How will this impact me?”

“This is a waste of time.”

“They never tell us what’s 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?”

When you say Change, they say:

Natural reaction to change: Resist

Awareness of need to change: critical ingredient and must come first

People Dimension of Change

People tend to….

1. Think about what they have to give up

2. Feel isolated

3. Have different resilience levels

4. Be concerned they don’t 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.”

“Encourage people & help them feel comfortable with being asked

to do something differently.”

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.”

“Be sure to take into consideration: different generations and

behavioral styles, and personal motivators.”

• Be core to the business, not overheadBe core to the business, not overhead

• Focus on solving business problemsFocus on solving business problems

• Every activity should contribute to the bottom lineEvery activity should contribute to the bottom line

• Eliminate unnecessary tasksEliminate unnecessary tasks

• Have a critical viewpointHave a critical viewpoint

• It’s OK to take risks and make mistakesIt’s OK to take risks and make mistakes

• Be core to the business, not overheadBe core to the business, not overhead

• Focus on solving business problemsFocus on solving business problems

• Every activity should contribute to the bottom lineEvery activity should contribute to the bottom line

• Eliminate unnecessary tasksEliminate unnecessary tasks

• Have a critical viewpointHave a critical viewpoint

• It’s OK to take risks and make mistakesIt’s OK to take risks and make mistakes

“Be willing to surrender what you are, for what you could become.“

-unknown

Change in Mindset

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

A

Awareness Desire Knowledge Ability Reinforcement

…of the need for change

…to make change happen

…about how to change

…to implement new skills & behaviors

…to retain the change once it has been made

K RAD

www.prosci.com

So What Does a Change to VoIP Mean

Business Dimension

1. Different ways of doing business

2. A “new” telephone system

3. More control over voice and data communications

4. New and enhanced business processes

“The decision to move to voice over IP is a sophisticated decision that involves the entire IT infrastructure.”

Business Dimension

5. Improved resource management – virtual staff,

acquisitions, global considerations

6. 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)

• 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

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

Technically Speaking

The mantra of IP telephony: “Deploy Once, Extend Anywhere”.

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)

• 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

Creating Champions of Change

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

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

Be Aware, Easier to Prepare

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, it’s a young industry moving fast

VoIP integrated into one of the last known operating cordboards.

Billie operating the VoIP Cordboard system.

“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 millionSource: Forrester Research

2005 – 2 billionSource:DataComm Research

2003 – 131,000 VoIP subscribers 2004 – over 1 million subscribers

Source: The Yankee Group

2005 – over 5 millionSource: Forrester Research

2005 – 2 billionSource:DataComm Research

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Ivy MeadorsHigh Tech High Touch Solutions, Inc.

Speaker, Writer, Consultant Ivy@hthts.comwww.hthts.com(425) 398-9292

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This issue’s focus is on “change”.

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Change Management Resources

Resources

Moving From VoIP to “Trans-Modal Communication”

http://www.tmcnet.com/tmcnet/articles/2004/voip-transmodal-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.pdf

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/NewsletterArchivesWinter2003.html

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  

Contact Center of the Future

5. Genuine customer knowledge through superior business analytics and market intelligence

6. Real-time CRM 

7. Front line employees who deliver extraordinary service

8. Employees who are recognized for their outstanding value and worth!

9. Incredible Leaders!

Contact Center of the Future

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

1. Actively monitor project activities

2. Track concerns and issues along the way and determine appropriate action

3. Leverage existing organizational processes for conducting formal “readiness

assessments”

4. Ensure the CRM Program leverages existing organization norms for:• Cross-organizational involvement • Active use of steering committees

5. Adopt a partnership approach with CRM and Telephony vendors and or

consultants to facilitate results

6. Leverage best practices for Program Management tailored to unique CRM and

telephony requirements

7. Create a “roadmap” or overall approach to achieve the vision

8. Adopt a “phased” implementation approach

9. Focus on “quick wins” along the way

10. Enhance organizational readiness by rolling out across all areas over the long term

Utilize Advanced Project Management Methods

e.html

• 1876: Alexander Graham Bell invented the telephone

• 1878: First operators were teenage boys. They wrestled instead of worked & pulled pranks on callers, even cursed at them. Were too rowdy so switched to women.

• Women had pleasant voices that customers -- most of whom were men -- would like. And because society did not treat women equally, they could be paid less and supervised more strictly than men.

• Late 1800s. The first woman telephone operator was Emma Nutt. Late 1800s.

• 1900: All women operators.

• 600 calls per hour! Answer rate was 4 seconds.

• 1950: First PBX by Bell Lab

• 1978: First cellular telephone

• 1960’s: First Mainframes

• 1970: First male operator

• Last cordboard: 1981

www.pbs.org/wgbh/amex/kids/tech1900/phone.html

1878

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

Hiring Factors

• Expertise and experience

• Soft skills

• Flexibility, attitude

• Behavioral communication styles

http://www.generationwhy.com

http://interview.monster.com/archives/attheinterview/

http://www.cnr.berkeley.edu/ucce50/ag-labor/7labor/b003.htm

• Metrics that motivate desired behavior

• KPI’s that deliver better results

• Use of more meaningful metrics

• Increase some ‘call’ durations

The Measurements

“It’s 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