A large and expanding broadcast organization uses two tracks of Contact Center employees: inbound, to address technical support/billing/special orders, and outbound, to assist in sales. Management at the organization is keenly focused on customer service and market opportunity, and they continuously review analytics to pinpoint where to expand staff. They need a partner who can flexibly deliver enough permanent talent to fill a training class.
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A technology giant depends on its Midwest inbound Contact Center to advance customer satisfaction by quickly and thoroughly responding to customer questions/issues. Two types of agents are used: customer service or Tier 1 and technical assistance or Tier 2. Both are long-term temporary assignments. The Center’s once-a-year ramp up plan, high attrition rates and limited talent pools were creating problems for agent recruitment and attrition.
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A large Contact Center in the South represents a variety of service providers. They source some of the orders in-house and rely on external assistance for large or difficult orders. Attrition had risen to 50%. With so many clients to coordinate, this Contact Center needed a partner they could rely on to deliver right-fit talent in a timely manner
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