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Video chat for customer services sees 89% growth in UK

 960 640 Stuart O'Brien
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Consumer preferences for the use of video calling in a customer service setting have increased by 89% during the COVID-19 pandemic.

That’s according to data from Webhelp, which polled over six thousand consumers across the UK, France and Germany – prior to the pandemic, only 19% of British consumers had used video-calling in a customer service setting; however, since COVID-19, that number has grown substantially.

The research highlighted that 36% of consumers are now using video to interact with brands; either the same amount or more, since the pandemic started. And when asked whether they would use video calls to contact businesses after the pandemic had subsided, 34% of consumers revealed they would likely use it the same, if not more.

Other key findings from the Webhelp research, conducted by OnePoll, include:

  • Social networking and speaking to family were the most commonly adopted use cases for video-calling, both pre and post COVID-19.
  • Customers were more likely to want to use video when dealing with insurance claims, accessing hardware and technical support and when entering into high value sales and mortgage conversations.
  • 25% of British consumers said they would switch to a different brand if that brand offered video chat as an additional channel for sales and customer service.
  • Citizens between 25-34 years old, and people who have used video chat when contacting organizations, are more likely to express a preference for this channel.
  • 24% of UK consumers expect they will keep using video as much as they do now, whilst 10% predict that they will actually use it more after the pandemic.

Vincent Tachet, Group CIO of Webhelp, said: “As we go into 2021, consumer behaviours are understandably continuing to change dramatically as a direct result of the pandemic. Alongside improvements in technology, this is making video chat more accessible for consumers and more successful for brands, if used in the right context. Video chat makes full use of the capabilities of the technology devices now available to consumers and agents. The interaction itself can take many forms.

“For example, customers can share their cameras to help identify technical issues, or agents can co-browse with the user to show product features or benefits. This can help reduce overall contact time and therefore cost-to-serve or increase the opportunity for sales conversion and additional revenue – whilst also helping take the experience to the next level for brands.

“Even if it is not going to be appropriate for every customer interaction, we are seeing great success in high value sales, insurance claims, and during complex or critical customer service conversations. Similarly, for our clients who are looking for new and innovative ways to market their services, video has provided some real added value and set them apart from their competitors.”

NICE helping with COVID-19 vaccine global distribution efforts

 960 640 Stuart O'Brien
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NICE is ramping up support for service and information centers across the entire COVID-19 vaccine supply chain with its CXone cloud platform.

The vaccine supply chain is comprised of three main critical stakeholders: vaccine manufacturers, federal and state agencies responsible for distribution and healthcare providers that are administering the vaccine.

As governments around the globe are working diligently to build and scale this supply chain, NICE says CXone is playing a critical role in eliminating bottlenecks, ensuring a smooth process and guaranteeing flawless and clear communication throughout.

Organizations are now working to quickly supply and administer tens of millions of doses worldwide to help end the devastating pandemic. They are moving quicker than ever before to produce, distribute and communicate about the vaccine and need a reliable platform to allow them to be successful.

For example, two of the leading approved vaccine manufacturers are now using CXone, dozens of state and government agencies are ramping up their capacity with CXone to prepare for increases in demand and numerous healthcare providers and pharmacies are already relying on CXone to serve their patients and customers.

“This is a historic moment, and contact centers play a critical role in efficiently distributing and building trust in the COVID-19 vaccine,” said Paul Jarman, NICE inContact CEO. “As the vaccine rollout unfolds, information and service centers across the pharmaceutical industry, health departments, government agencies, distribution companies and pharmacies need to quickly ramp up customer service as needed. CXone equips all of them with innovative cloud technology that drives flexibility, reliability and agility in the face of such a grand-scale effort.”

Given the high stakes, now more than ever, extreme agility, scalability and speed to turn-up is crucial for the information and service centers of all the parties involved in distributing, administering, and monitoring the vaccine rollout. To provide the required extreme agility, CXone customer experience cloud provides rapid deployment on a scalable, secure and reliable platform to support agencies that are serving on the front line in the fight against this global pandemic.

Contact center agents can efficiently respond to inbound inquiries about the vaccine as well as proactively push information to citizens via SMS or digital messaging. Furthermore, the increased adoption of the CXone digital self-service and chatbot technologies acts as a force multiplier scaling and simplifying service in light of the sharp increase in volumes.

Working from home: How separation affects the contact center

 960 640 Adam Aftergut
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By Adam Aftergut, Product Marketing Manager, NICE

Part two in a three-part series on the root causes of work-from-home challenges faced by contact center agents and their employers…

As we noted in the first essay in this series on work-from-home challenges, fundamentally changing boundaries are having an impact on staffing and performance in the contact center. The most obvious and inherent shift is the physical separation between employees and their workplace in remote work models. In the contact center, that separation has created challenges that may seem unrelated upon first blush but are in all actuality two sides of the same coin.

While many employees view working from home as a perk, remote work nonetheless brings with it some operational challenges that weren’t present in the brick-and-mortar workplace. Remote agents often have less visibility into scheduling and performance as well as fewer opportunities for in-person recognition and professional development. These issues, in turn, translate directly into business challenges for their employer, with a direct effect on service levels, customer experience and efficiency.

Overcoming work-from-home challenges for agents also resolves them for the contact center, and vice versa, enabling seamless operation regardless of the distance between them. The following three critical work-from-home challenges are inextricably linked to the physical separation between the employee and their workplace.

Employees need schedule visibility; employers need agents to be reachable.

Many remote workers lack mobile access to their schedules, which leads to tardiness and more missed shifts, lowering adherence and increasing staffing variances. Moreover, the lack of remote agent views of schedule change opportunities (e.g., Extra Hours or Voluntary Time Off) impedes the resolution of intraday staffing variances.

In addition, in the fast-moving contact center, the surroundings and tempo keep employees on task, aware of the general arc of the day and in close touch with supervisors who can intervene or provide a gentle nudge as necessary. These cues help agents know where they need to be, whether they’re late, what events are upcoming and whether they should move to a new activity, among other things.

How technology can help you solve this challenge:  A scheduling portal for automated self-service in a native mobile app or web-based application allows agents to access and update their schedules while remote. The portal’s intelligent automation technology also enables preapproved schedule change opportunities, giving agents unmatched transparency of their scheduling options and enabling instant changes by agents, all while ensuring that staffing needs are met. Automated push offers of schedule change opportunities also help supervisors ensure staffing optimization for contact center operations.

Employees need personalized recognition; employers need teams that are motivated.

The nature of work-from-home arrangements eliminates informal opportunities to connect with and motivate teams. When workers are remote, it is also harder to quickly recognize top performers and reward effective practices in real time. In fact, a Gallup poll found that three quarters of employees did not receive recognition or praise for doing good work in the last week, leading to lower quality and higher absenteeism.

The motivational challenge for contact centers in remote work environments is two-fold: identifying and rewarding high performers. Personalized and instant recognition of their progress, and rewards for their successes, help agents feel they are on a path toward definite goals. When employees are working on site, supervisors can easily share praise or set up a brief ad-hoc meeting during in-office hours. Agents, for their part, can shadow or receive on-the-fly input from co-workers. Other types of recognition for performance, such as preferential scheduling options, are dependent on being able to inform the agent in a timely manner.

How technology can help you solve this challenge: Automated KPI-based notifications alert supervisors or agents when the team or individual agents have hit key performance goals, such as a daily adherence target. These notifications provide instant recognition for agents and contact center teams when their performance is noteworthy, providing motivation, recognition and reinforcement. In addition, they can move agents through a multi-step progression of goals. By helping supervisors see who is performing well in the moment, they also shed a light into best practices.

Employers need to provide development opportunities; employees need self-improvement options.

In the remote workplace, employees can be harder to coach or train due to the lack of in-person guidance and timely feedback, including indications of the impact of coaching sessions. Supervisors who wish to promote self-directed corrective measures in response to negative KPI trends are faced with the challenge of notifying agents working from home promptly. As a result, performance improvements take longer and occur in less significant increments.

In addition, agents working remotely who wish to manage their own professional self-improvement are often limited in their options to receive the best information on their performance. This may be due to poor remote access or visibility, a dependence on supervisors or a lack of real-time data.

How technology can help you solve this challenge: Agents receive timely, targeted and personalized alerts of KPI trends via native mobile and web-based applications as well as via automated emailing and text messaging, identifying areas for improvement before CSAT takes a hit.  These KPI alerts can also account for correlated KPI trends, such as a spike in average handle time preceding a drop in service levels. Supervisors are also automatically informed of an agent’s metrics – if intervention is needed, the focus of improvement efforts is clear and transparent to both the agent and the supervisor.

Different perspectives, common solutions.

Each of the work-from-home challenges caused by physical separation can be viewed from two perspectives – that of the employer and that of the employee. However, if you solve the challenge for one stakeholder, then you’ve often also solved it for the other.

NICE Employee Engagement Manager (EEM), a key component of the NICE Intelligent WFM Suite, enables contact centers to bridge the gap between remote employee and workplace. The broad capabilities of EEM’s intelligent automation engine not only improve staffing levels intraday and near-term, but also drive a wide variety of employee actions for improved performance.

Learn more about how EEM helps contact center teams adapt to changing boundaries in the work-from-home environment.

The next installment in this series on work-from-home challenges takes a deeper look at another way in which professional boundaries are changing – the blurring of the distinction between work and home.

Do you need help in generating more efficient schedules and automating the challenge of optimizing your net staffing?

Download our complimentary eBook:  Intelligent Automation and Simulation in WFM for Dummies.

This book will help you understand how using machine learning based simulation can help create schedules based on true multi-skill efficiencies based on ACD routing rules and skills not just static percentages. It will also help you see how you can automatically and proactively create offers for voluntary time off and overtime based on skills to the exact right agents, thus solving the age-old issue of net staffing optimization.

The root cause of work-from-home challenges

 960 640 Adam Aftergut
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By Adam Aftergut, Product Marketing Manager, NICE

Toronto-Dominion Bank (TD Bank) moved more than 9,000 call center employees from 15 cities in the US and Canada to a work-from-home (WFH) model in the weeks following widespread shutdowns due to COVID-19. Company leaders told Bloomberg that the bank, which serves 26 million customers, helped ease the massive transition by giving workers who suddenly found themselves juggling work and new distractions in the home an extra 10 personal days and the ability to change schedules and do split shifts.

Like TD Bank, many organizations found that the overnight transition to employees working from home created new challenges related to staffing (who is working and when) and performance (how they’re working). In the contact center, these challenges can be traced back to a single root cause: changing boundaries.

Fundamentally, boundaries are changing for employees and teams in two key ways: 1) a separation between the employee and their workplace; and 2) a blurring of boundaries in the employee’s workday.

Remote work, by its very nature, is accompanied by a physical distance between the employee and his or her workplace. Many workers view the ability to work remotely as a job perk, with more than half seeking the arrangement as a way to improve work-life balance, according to the American Psychological Association (APA). Moreover, researchers have found that remote work, when done right, can even improve employee productivity, creativity and morale. However, the relative isolation from colleagues makes communication and collaboration more difficult, and can intensify feelings of loneliness, according to an annual survey of remote workers carried out by Buffer and AngelList.

In the contact center, this separation poses several critical WFH productivity challenges:

  • Visibility: Employers need to maintain open lines of communication with their employees, which starts with being able to reach them. To make that possible, WFH employees need visibility and active contact options.
  • Motivation: For sustained motivation, agents need to feel that they are on a path toward definite goals, with timely, personalized, and real-time recognition of their progress, and rewards for their successes.
  • Development: Employers need to periodically help their employees develop professionally or to correct non-productive behavior with targeted interventions or guidance; this enables employees to self-improve while working at home.

Agents and their supervisors are also facing new challenges due to the blurring of the boundary between work and home. As the dining room table doubles as an office, it can be hard for employees to separate their personal and professional lives.

“In this new work-from-home reality that we’re living in, it’s particularly challenging for segmentors, people who like to keep a sharp line between work and home,” Wharton management professor Nancy Rothbard told Forbes.

On the one hand, remote work can lead to the expectation that an employee will be available at all times. On the other, disruptions run rampant; researchers have found that it can take an employee an average of 23 minutes and 15 seconds to fully resume the previous task following a disruption.  As contact centers moved their agents to a WFH model, we saw a 400% increase in the use of self-service scheduling to better balance work and home commitments, while meeting the needs of the organization.

In the contact center, the blurring of the distinction between work and the rest of life when agents work from home directly causes challenges in three key areas:

  • Staffing agility: Employers need to be able to respond quickly to changing customer demand, while employees need more flexible scheduling options and the tools to make last-minute changes.
  • Occupancy: Employers need to maintain optimal occupancy levels, a key KPI for many contact centers, while also ensuring that agents are focused on the task at hand. Yet, employees are more easily interrupted and distracted while working at home.
  • Consistency: Employers need to ensure that teams operate with consistency and reliability, especially during uncertain times. WFH employees tend to be less consistent and more unreliable due to the needs of the home, as well as to a higher rate of burnout. A recent report found that one-fourth of US employees are currently experiencing burnout, much of which can be linked to the lack of work-home boundaries.

Our professional boundaries have changed indelibly. And we can expect the challenges this has created to persist: 74% of CFOs who were surveyed recently said they intend to make remote work permanent for some employees, according to Gartner. These challenges can be addressed from the perspective of the employer or the agent, as resolving them for one invariably resolve them for the other.

Learn more about how to address WFH challenges in the two upcoming blogs in this series on their root causes, the separation between employees and their workplaces and the blurring of boundaries in during the home-based workday. You can also find out more about how TD Bank helps its contact center agents independently manage their schedules by reading our case study.

Do you need help in generating more efficient schedules and automating the challenge of optimizing your net staffing?

Download our complimentary eBook:  Intelligent Automation and Simulation in WFM for Dummies.

This book will help you understand how using machine learning based simulation can help create schedules based on true multi-skill efficiencies based on ACD routing rules and skills not just static percentages. It will also help you see how you can automatically and proactively create offers for voluntary time off and overtime based on skills to the exact right agents, thus solving the age-old issue of net staffing optimization.

Fast, accurate analytics vital as call centres adapt to ‘new normal’ of WFH

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The immediate provision of accurate speech analytics is becoming increasingly vital as contact centres increasingly look to maintain WFH operational models.

That’s the view of leading call centre solution provider Avoira which is anticipating heightened interest in the technology from delegates attending the virtual Contact Centre and Customer Services Summit on the 16th November.

The company reports managers are finding that the interactive nature of a sophisticated real-time analytics solution not only enables more effective call outcomes but enhances employee engagement.

Speaking ahead of the Summit, Steve Watts, Avoira’s head of sales, said: “With team leaders and managers having lost the Captain’s Chair view of what’s happening minute-to-minute,  real-time analytics are even more important and compelling.

“As a result, contact centre directors and heads of innovation are now taking a closer look at the sophisticated tools they might deploy to ensure productivity and service standards are maintained as the novelty of homeworking wears off.”

He adds that capturing real-time traffic not just within a centralised centre but across a remote working network, remains a challenge for all but the most potent speech analytic solutions.

The cloud-based Xdroid solution arguably unique – in delivering real-time analytics of both voice and text communications. It automatically records and analyses all calls and monitors customer experience, compliance and the performance of individual agents, wherever they are working.

The powerful solution can detect and range of emotions, reporting on whether customers are displaying displeasure, uncertainty, disappointment or happiness. Based on analysis of dialogue, it provides on-screen prompts which can steer an agent to engage in specific actions – such as up-selling or making a compensatory gesture – at the time most likely to yield a positive response.

A formidable customer service tool, the technology claims to deliver an increased client retention rate of 30% and an inbound sales uplift of 14%.

It can also increase agent retention and reduce breaches which can result in legal or regulatory actions.

“It’s not just regulatory and legal compliance with which our solution can assist, but in ensuring employees, wherever they are, continue to subscribe to and share the organisation’s ethos,” says Watts. “By providing tools with which to help an agents job be performed more easily and effectively, it also helps them feel valued.”

The benefits of homeworking agents and flexible contact centres

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By Jabra

This year has caused a massive shift in where and how we all work, as a direct response to the worldwide disruption caused by the pandemic.

Contact Centres were forced to move their staff to a homeworking model and try to successfully manage agent teams remotely, whilst customer needs grew and became more complex. All of this led to a number of fundamental changes in the working practices and technology stack utilised within contact centres, that required rapid and efficient adoption and deployment.

However, as organisations now start to review their ‘new normal’ business procedures and requirements for the future, Jabra look at the benefits of having homeworking agents and how to manage them.

Click here to read the full article.

Half of UK workers say employer not prepared for a second wave of COVID-19

 960 640 Stuart O'Brien
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In a sweeping survey of employees and business leaders across 11 nations, The Workforce Institute at UKG (Ultimate Kronos Group) found only a fraction of employees (20%) felt their organisation met their needs during the initial months of the COVID-19 pandemic.

But there is a silver lining: a third of employees globally (33%) say they trust their employer more now than before the pandemic began because of how organisations reacted.

“Hindsight 2020: COVID-19 Concerns into 2021,” commissioned by The Workforce Institute at UKG and conducted by Workplace Intelligence, explores how nearly 4,000 employees and business leaders1 in Australia, Canada, China, France, Germany, India, Mexico, Netherlands, New Zealand, the U.K., and the U.S. felt about their employer’s initial COVID-19 response and examines the top needs and concerns of the workforce through 2021.

In these uncertain times and as we enter a new period of increased restrictions, there are many employee expectations and concerns that business and HR leaders must address in order to alleviate anxieties around the world of work.

Research found that, according to U.K. workers, less than half of U.K. organisations were prepared to manage through the start of the COVID-19 pandemic (42%) and their organisations made mistakes during the pandemic (44%). However, more than half (53%) of U.K. workers say their organisation went above and beyond expectations during the pandemic.

Looking ahead, less than two thirds (57%) of U.K. workers believe that their organisation will be prepared to manage through another potential spike in cases of COVID-19. With this in mind, the research highlights the following key workplace concerns and expectations.

Communication is key, alongside swift decisions

Globally, the most common complaint about the initial pandemic response is that it was too slow, according to a third (36%) of workers, who wished offices closed faster and safety measures for essential workers were implemented sooner. However, in the U.K., the most common complaints were that workers wished their organisation had acted with more empathy for employees (31%) and communicated sooner and more openly (31%). This was then followed with 28% wishing the response had been quicker.

It’s not all about physical health – mental health is more important than ever

The biggest employee operational concern in the U.K. is balancing their workloads (42%) so they don’t get burned out. With over half of U.K. workers stating that they’ve been working either the same or more hours regularly since the start of the pandemic (51%), it’s imperative that organisations recognise this and respond accordingly. Overall, over half (53%) of U.K. workers say their organisation has taken at least some measures to guard against burnout; this rises to three in five (59%) globally.

Overall, organisations are focusing more on ensuring staff do not burn out, which is further reflected in the fact that the top three concerns about operating over the next 18 months in the U.K. are: future redundancies or furloughs due to economic instability (40%), ability to help employees balance workloads to prevent fatigue/burnout (39%), and the ability to offer necessary learning and development opportunities.

Future redundancies are also a concern for employees, with two fifths of U.K. workers (40%) concerned about future redundancies and furloughs due to economic instability created by COVID-19. This is equally a concern in China (44%), Mexico (41%), Canada (40%), and the U.S. (37%), but less of a concern in France (26%) and the Netherlands (27%).

Cleanliness, commuting, and common areas are cause for concern

While 45% of workers worldwide say overall cleanliness is a top concern going forward, they’re equally concerned with using shared common areas like lounges and restrooms (42%) as well as shared workspaces like conference rooms (37%). More than a third of all employees (35%) also voiced concern about passing through high-traffic areas such as lifts, staircases, and waiting rooms.

Physical workplace concerns vary by country: In India and France, the top concern is safely commuting to the workplace (72% and 50%, respectively), while overall cleanliness and sanitation is most worrisome to those in Mexico (60%), Canada (50%), Germany (47%), Australia and New Zealand (46%), the U.S. (44%), and the U.K. (42%). In China, two-thirds (63%) are worried about passing through high-traffic areas while a third of employees in the Netherlands (35%) are nervous about shared common areas.

In terms of person-to-person contact, 46% are concerned about being quickly informed about presumed or confirmed positive COVID-19 cases in the workplace and 43% are concerned about their company’s ability to react quickly to presumed or confirmed positive COVID-19 cases in the workplace.

Only 13% of global employees are worried about movements being tracked at work to fight COVID-19 – including fewer than one in 10 Gen Zers and younger Millennials2 (8%) – signalling they may recognise the immediate safety benefits in this approach to aid contact tracing.

The Silver Lining: How the pandemic has inspired innovation throughout the contact centre industry

 960 640 Stuart O'Brien
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By Jil Maassen, Lead Strategy Consultant, Optimizely

There has been significant pressure on the contact centre industry throughout the pandemic. Unprecedented demand has been met by a dwindling office based workforce, and it is unlikely we will see a fully populated calling floor for some time yet.

However, these difficult circumstances have produced insights and examples of innovation which may not have surfaced otherwise. Businesses with a culture of experimentation have been able to approach this challenge with agility, and tried new tactics to handle the call centre deluge, even with a limited number of staff on site.

As businesses return to a new type of normal, they can take these lessons learned and apply them to operations going forward, driving growth and customer satisfaction from the front line.

From the phone line to the finish line

For some time now, contact centres have been targeted at the senior level to not just maintain high levels of customer satisfaction, but to find ways to reduce the level of direct contact time going forward. A happy customer is unlikely to call in, so businesses want to keep the number of inbound callers to a minimum. During the pandemic, this became business critical, because there weren’t the same number of handlers available.

Businesses needed to address customer concerns before they reached the phone line, by ensuring digital touchpoints are up to scratch. However, the past few months has taught us no amount of FAQ’s or canned responses are sufficient in the face of the unprecedented. So how were organisations able to stay ahead of customer needs, while coping with dwindling live support resources.

The answer to addressing customer needs before they flood the call centre lies in a smart approach to data, and a culture of experimentation. Every step in the customer journey provides an enormous volume of valuable data. If used in the right way, this data can help businesses nip potential pain points in the bud before the deluge of calls arrives. To illustrate, let’s consider retailers who have had to adjust to serve a more digital customer base than they are accustomed to.

Servicing a changing mindset

Many contact centres are supporting retailers who are struggling to bring back the regular footfall expected at this time of year, as consumers still default to online purchases for luxury items. An often overlooked trend in online shopping is the changeability of the customer mindset throughout this process.

With an entire storefront at their fingertips, people are often susceptible to quickly changing their mind on a confirmed purchase, even after delivery has been fulfilled. In fact, about five to 10 percent of in-store purchases are returned. But that rises to 15 to 40 percent for online purchases, according to Happy Returns. In online retail — returns are inevitable.

Clothes e-tailers such as ASOS cater to this trend well, and streamlined customer support and return processes have been well tuned over time. However, for businesses new to high volume online retail and distribution, this has been a difficult adjustment.

The silver lining

Out of the doom and gloom though, we have seen examples of retailers thriving under these conditions. A huge percentage of the calls retailers with an ecommerce platform will receive each year are delivery related, so addressing these have been a priority. Customers expect to have a clear view of how long delivery will take, and how this can vary before and after check-out.

When faced with delays due to a higher volume of online orders than usual, we have seen retailer bosses speaking directly with their front-line call centre staff, to gain a better understanding of how they can ease customer concerns in this area. From limiting the amount of visible stock available, to understanding where to best place notifications of shipping delays on the site — the contact centre staff know the customer mindset best.

Another interesting outcome, is that retailers have found introducing a queueing system on web pages to manage traffic has actually driven sales. This is something that call centres have been using for years, and businesses are finding ways to replicate these tactics digitally. Scarcity is one of the oldest sales tactics in the book, and it is certainly doing the trick for retailers as they quickly try to adapt to a digital first operating landscape.

Moving towards a brighter future

The success stories in the next few years won’t just be determined by who was able to succeed during the current crisis, but who was able to take the lessons and adapt for long term success.

Organisations with award-winning customer service records, such as Sky, have been unlocking the insights from call centre staff through digital experimentation for years. As businesses march out into new territory, staying close to customer expectations through the contact centre will be essential to stay on the right course. The pandemic won’t last forever, but the lessons learned should outlive the virus for years to come.

Safeguarding your customers from fraud before – and after – COVID-19

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By Brett Beranek, VP & General Manager, Security and Biometrics at Nuance Communications

The spread of coronavirus has resulted in increased uncertainty for many. Even as we hopefully begin to see light at the end of the tunnel, feelings of ambiguity have triggered a variation of consumer behaviour. Some are plunging deeper into their work to stay productive and keep the feeling of development going. Others are ‘switching off’ from the news and current affairs by diving into box-sets. Many are calling their banks to check on payments, Direct Debits and seek reassurance.

Loitering behind the scenes of it all is an unfortunate reality often tied to uncertainty and associated behaviours – threat actors, also known as fraudsters. The sad truth is that fraudsters don’t stop their crimes because of a pandemic. In fact, they often seize the immense change that comes with an event like this to ramp up their activity. From social engineering to email phishing and the development of sophisticated – but bogus – websites, fraudsters are taking advantage of any guards down during this time.

During the initial phases of lockdown, we saw a huge increase in the volume of fraud attacks – ranging from 200% – 400%, depending on industry. Some of these relate directly to the pandemic and reports indicate there have been hundreds of coronavirus-related scams. With fraudsters now turning to track-and-trace apps in order to dupe individuals out of their data and hard-earned money, this is a number which is only likely to increase as we go on.

Last year, even before the impact of coronavirus hit, fraud reportedly cost the global economy $5 (USD) trillion. A global poll conducted by Nuance around the same time found nearly one in five (27%) UK consumers had fallen victim to fraud in the previous twelve months, losing an average of £1,000 each, due to inefficient passwords.

That fraud loss doesn’t just hit you and me, or the bank’s insurance premiums. It hits the firms unintentionally associated with the fraud. Customers are quick to move away from those associated to fraud when it happens, with three in five (60%) in the UK noting they would change service providers or brands if they fell victim to fraudsters through their services.

Safeguarding customers in the new normal

Over the last few months, businesses all over world have faced a myriad of challenges. Irrespective of size or sector, we’ve all needed to adapt in order to keep going. The early obstacles were around ensuring both connectivity and productivity, enabling employees to work effectively from home during this unprecedented period in history.

But securing this new home-based workforce and protecting every employee, as well as every customer, from fraud is still a major concern. Many are simply not prepared and do not have the latest safeguarding tools – such as biometric technologies – in place to shield themselves from financial loss and protect their customers from identity theft. In such an uncertain time, it’s never been more important for organisations to bolster their cybersecurity strategies and arm themselves with the technology to keep fraudsters at bay whilst maintaining usual levels of service.

The unsung heroes

The abrupt switch to home-working has put particular pressure on call centres – and their agents. Many have had little to no experience with enabling remote or home working environments and fraudsters are using this to their advantage – testing for vulnerabilities by directly attacking agents working from home or even pretending to be those agents to test for weaknesses in the wider business.

This would be a challenge enough in itself but those operatives are also having to manage a massive surge in customer call volumes at a global scale. The economic downturn has all but brought the travel and hospitality industries to their knees and customers are concerned about their finances. They have questions and – in a time when many physical banks and offices are only starting to reopen – they are turning to call centres for the answers. Banks in Ireland, for example, saw a 400% increase in contact centre calls, including an average of 7,000 calls a day from customers around mortgage-related concerns. 

In today’s circumstances, it can be difficult for customer care agents to navigate the sheer volume of calls, let alone separate the fraudsters from the real customers requesting to make these transactions. This is where biometrics can help.

The biometric barrier

With your contact centre agents tackling higher demand than ever before, biometrics could play a key role in protecting both them and your customers. Not only can it verify and authenticate a caller using just the sound of their voice and behavioural characteristics – saving your agents from having to ask knowledge-based questions – but it can also flag known fraudsters who are attempting to deceive.

This in turn gives your customers peace of mind in terms of the security of their account, and also streamlines the process and customer experience when they’re in contact with your brand.

Unfortunately, the most at risk of fraud are the elderly, especially during this pandemic. Indeed, according to Age UK, an older person in England and Wales becomes a victim of fraud every 40 seconds. This is an issue we need to address as an industry – and technology is there to support this fight. In fact, the most advanced technologies can now also enable organisations to identify those over 65 years of age when calling, and prioritise them accordingly using the sound of their voice – helping protect those at increased risk and further improve their experience.

Biometric solutions are emerging as a key resource in the armory needed to fight against fraud, especially during the coronavirus crisis. Their ability to identify customers, agents and fraudsters alike are helping to keep bad actors at bay and ensure that contact centre connections are safe and secure. By investing in such measures, businesses are taking a proactive stance to safeguard their employees and customers, putting security at the heart of their customer experience.

RPA: A key factor driving success in the COVID-19 era  

 960 640 Catherine Gurwitz
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By Catherine Gurwitz (pictured), Product Marketing Manager, NICE

Organizations around the world are turning to robotic process automation (RPA) to become more agile and efficient in the face of increased demand and rapidly changing environments during the COVID-19 pandemic. While call centers become increasingly aware of the necessity of a remote workforce, organizations are realizing the benefits of automation.

Leveraging RPA for COVID-19 challenges

Industries like healthcare, financial services and the public sector have rapidly mobilized resources to help people cope with the financial, health and practical challenges of life during a pandemic. But along with the growing volumes of service queries they face during the COVID-19 crisis, these organizations have been asked to allow their employees to work from home where possible.

The sudden need to accommodate remote work has put contact centers under enormous pressure. At this trying time, it is more important than ever to provide responsive, personalized and compassionate customer service. But providing a consistent customer experience in a distributed working environment can be challenging.

The pressures of responding to customers who may be anxious or ill can be overwhelming for remote employees used to working in a structured corporate environment. There are also the challenges of rapidly scaling up for demand and ensuring continuance in case employees cannot work because they fall ill or need to self-isolate.

RPA and COVID-19

Many organizations are turning to software robots for assistance. Robotic process automation (RPA) in the back-office and virtual assistants (attended automation) on employees desktops are helping enterprises to keep pace with growing service demands, support colleagues working from home, and ensure business continuity during these challenging times.

For companies wrestling with the challenges of COVID-19, RPA offers wide-ranging benefits. Every organization has clerical, time-consuming tasks that demand accuracy and speed, but don’t require decision-making to accomplish. Companies that have needed to downscale or even shut down normal contact center and back-office operations will have experienced a backlog in service requests such as changes of address or new account applications, for instance. Unattended robots are a perfect fit for tasks like those, which involve searching, cutting and pasting, updating the same data in multiple places, moving data around, and collating simple and repetitive items. Unattended bots, running on servers in the backend, can perform just about any rule-based work by interacting with applications.

With the escalating call volumes and back-office backlogs companies face due to COVID-19, unattended robots can power through high volumes of many admin driven tasks, such as: address changes, refund claims, orders, generation of customer letters and other tasks without any manual intervention required.  Everyone wins in this scenario: the customer gets a convenient experience and a quick response, employees can focus on complex, more personal interactions rather than on tedious manual work, and the company benefits from optimized efficiency and productivity.

Attended Automation, RPA and COVID-19 efficiencies

In the context of COVID-19, RPA really comes into its own when it is combined with an attended automation solution. Attended and unattended solutions working together can help organizations scale up and improve responsiveness at a time when contact centers are under enormous pressure because physical channels are closed for business.

At this time, employees may be facing a growing pile of paperwork and manual data capture requirements as national lockdowns begin to ease. An attended bot can help them catch up with the backlog. But it also improves engagement by helping them work efficiently to help each customer and freeing them from tedious work which machines can handle better.

Attended automation solutions can also capture data from scanned claim forms or faxes by using Optical Character Recognition (OCR), and then update back-office systems with the new data. The employee does not need to expend energy on this type of tedious, low-value task, allowing them to get more done and to focus on the human side rather than on data capture.

One common frustration for customer service employees is the requirement to cut and paste customer information from one system to another, or even to recapture data that exists in one corporate system in a different application. An attended automation solution can auto-populate forms in a blink of an eye, then allow the agent to add or change details as necessary, in real-time.

Attended automation is also a boon when front office employees need to work across multiple applications and systems. It can streamline laborious processes such as collecting data from numerous disparate systems and present it all in a single view for the agent. It can also perform real-time calculations for the agent and present a view of summarized customer data.

Challenges of remote work and automation

Since many employees are working remotely due to COVID-19, they are unable to turn directly to colleagues or supervisors for help and support. Virtual assistants have a valuable potential role to play in supporting remote employees – keeping them engaged, informed and connected. They can also prompt employees to follow company guidelines, policies and procedures – all in real-time.

This helps the organization to ensure regulatory compliance and maintain consistency of the customer experience. When a company changes processes or policies, the employee virtual assistant can help to quickly align staff to any changes. It can also enable front- line agents to speak in a coherent voice by providing them with contextually relevant guidance scripts in real-time.

When there are both attended and unattended process bots at work, in the event of a process exception or error, an attended bot can refer a request to a human worker for intervention when it cannot complete a task. The human worker can then ‘collaborate’ with their attended bot to resolve a process error or complication, in real-time. The automated flow can then resume without any downtime.

Succeeding with attended automation and RPA in the COVID era

Quickly getting to grips with attended automation and RPA, during this unpredictable and turbulent time can better equip call centers, agents and end customers to better adjust to this new reality and achieve success.  For more information on how to empower your remote workforce to click here.