A quick look at LinkedIn and you find a plethora of CX experts wanting to strategise and theorise but often ignoring some of the fundamental basics needed to deliver sustainable best in class CX. Put simply, there’s no point building a house on foundations of sand. Take a look at this article for a few simple questions you need to ask yourself as a business
Moving to remote working as part of business norm, needs careful consideration by employers. One of the biggest challenges that we face is supporting those people who are working remotely. Many of us believed whilst in lockdown that this would be a short-term problem initially. However it’s now clear that how we work and where we work has changed significantly. However, it’s now clear that how we work and where we work has changed significantly.
It’s often said that culture starts from the top and has to be driven by the CEO and the most senior team in the organisation. I don’t disagree but there are also lots of ways that you can change culture from within your organisation, starting small and creating a ripple effect that gathers momentum and delivers real change.
In all areas of business there is a periodic question: should we consolidate our supply chain or should we consciously seek to diversify? All business operating models have been tested and altered since the start of the Covid–19 epidemic. Customer management and contact centre frameworks and approaches are no exception and the question of whether to consolidate or diversify suppliers is frequently addressed.
So, what do we think, does the UK work harder than most other European countries? It would appear from most of the research yes, we do. The primary reason for this is that generally most of the population are unhappy, stressed and working long hours. Now is this all to do with the employer? Or is it all to do with the employee? Or is it a combination of the both?
Over the last couple of years, I’ve come across lots of articles in the customer experience space that focus on topics such as the ideal organisational set-up to succeed at CX; what titles CX leaders should aspire to; what the ideal reporting line is for CX leaders, and so on. Whilst the different perspectives on this are interesting, I feel these points of view fall short of providing the kind of practical advice which can help customer experience leaders succeed in their roles, as the guidance centres on areas that fall outside of their individual control.
If you are a smaller contact centre it is quite normal to sigh wistfully at the bigger centres and wish you had their budgets for technology and resources. In our latest guest editorial by Carolyn Blunt (Growth & Client Success Director at Davies Learning Solutions) she talks about 5 shocking things she has noticed that even some big centres are not getting right!
Mental health issues affect one in three of us in our lifetime, disturbing our sleeping patterns, moods, relationships, and eating habits. If mental wellbeing is ignored, these issues can create severe consequences that can literally destroy lives. Customer service and customer experience workers are not immune, and when they work from home, it can be hard for employers to spot the warning signs and provide help and support. This article looks at five strategies for managing mental health and wellbeing.