A Roadmap for Implementing Artificial Intelligence into Your Organization

Artificial intelligence (AI) is a fast-growing component of the consumer world. Things like Siri on your mobile device and Alexa or Google at home make life more convenient for millions of people around the world.

“The Great Resignation” was a term coined during the pandemic, and it extended through the beginning of 2022. Since then, a new term called “quiet quitting” has hit the streets. The Harvard Business Review defines quiet quitting as, “opting out of tasks beyond one’s assigned duties and/or becoming less psychologically invested in work.” Maybe you’re thinking, “OK, I can name some people that have quietly quit.” But what about those you can’t name? They’re showing up every day and performing at a job, but not optimally.

The satisfying potential of contact center automation that solves your customers’ needs.

RAY BAUM’s Act requires that first responders have the necessary information needed to pinpoint the “dispatchable location,” and quickly reach a 9-1-1 caller regardless of the device they dial from, or their exact location inside a large building.

Part 1 and Part 2 of this blog series detail the first three steps to effective Workforce Engagement Management.

Have you noticed that more and more automation is finding its way into our daily lives? Think of all the new (or near-new) conveniences we have available to us. Home appliances, self-checkout, consumer electronics, entertainment, medical devices and smart buildings help us every day. In a recent blog post, I talked about IVAs (Intelligent Virtual Agents), which are deployed widely to enhance the customer experience by streamlining and handling the customer need immediately, with little to no human intervention.

The first entry in this blog series, which details the first two steps to effective Workforce Engagement Management, can be read here.

“Why should I replace my IVR with an IVA?” I’m starting to hear that question a lot from companies that I work with on a regular basis, so I’d like to address the question more broadly.

It all started a couple of years ago with the term “The Great Resignation.” So much has been written on this topic, and an entire cottage industry has been created around it. There are books and blogs (among other things) sharing tips and techniques for addressing it… while also questioning whether or not it is real. For all those of you who’ve left or switched jobs, I think we know the answer to that one!

What factors determine whether a contact center interaction produces a positive outcome? Often, it’s the agent that makes the difference, but this doesn’t tell the whole story. How was the “right agent” trained? Why was the call routed to that employee? What business systems supported the interaction? To ensure the quality of every customer interaction, contact center managers need a business system – a repeatable approach.