Centricity is a new home warranty provider and leader in insurance services that’s been a customer of ours since 2018. And over the last few years, we’ve watched the team over at Centricity completely transform the way they work. Contact center leaders turned to customer and agent analytics to catapult performance to new heights. And, they’ve significantly improved their customer experience and satisfaction along the way.
>> Learn More: How Centricity improved CSAT by 15% and reduced callbacks by 16%
This month, we’re over the moon to give you a glimpse at what Centricity’s doing to move the contact center forward. That’s right – one of our very own customers is our October brand crush.
Here are three reasons we’re crushing on Centricity this month (and why we think you will, too).
1. They keep employees engaged and productive
When Centricity first moved to a work-from-home model in 2020, they had to stray from their traditional management style. They couldn’t walk the contact center floor and listen to snippets of calls. They couldn’t have in-person coaching conversations. And, they weren’t available for agents to flag down with a hand raise when they needed help.
Rather than wallowing in the circumstances and letting agent engagement and productivity suffer, Centricity chose to adapt – and fast. Centricity turned to their customer and agent analytics to see what was really happening in their contact center and to keep employees on track. Then, they simplified their agents’ work and narrowed priorities. They worked with Sharpen’s Data Science Team to focus on metrics agents could actually impact, like Active Contact Resolution instead of First Call Resolution.
ACR measures the percentage of your agent’s interactions that don’t require a customer to call back within a given time frame, like 1, 3 or 7 days. Adopting this metric, Centricity scored agents on their percentage of successful interactions rather than on the customer’s interaction history with their entire call center. And because they’ve seen success in measuring ACR instead of FCR, they’ve incentivized agents to keep improving this metric. Now, agent bonus structures factor in ACR. It’s like profit-sharing for the contact center.
2. Centricity’s leadership team uses agent and customer analytics to make better decisions
In the name of narrow priorities, Centricity’s leaders turned on Sharpen Performance Tiles to give agents three core metrics to focus on. Performance Tiles show up on every agent’s dashboard and display the three metrics of focus. As agents handle interactions, Performance Tiles update in real-time to reflect each agent’s performance toward those key metrics. They can see their hold times rise or shrink. They can see their CSAT scores adjust after talking to customers. And, they see all this data in relation to their peers’ performance and the target KPIs for their contact center, too.
Since turning on Performance Tiles and helping agents key in on specific areas to improve, Centricity shrunk hold times by 12%, improved active contact resolution by 16% and improved CSAT by 15%.
>> Learn More: See 5-15% improvement in efficiency with Performance Tiles in only 60 days or get your money back
3. They inform coaching conversations with data
The biggest benefit from your customer and agent analytics doesn’t come from the data itself. It comes from what you learn from the data. As Centricity’s operations leaders changed their metrics model and started digging into real-time performance, they put the data to use.
Contact center managers and supervisors brought the data into coaching conversations to help agents improve. They held daily team huddles, had chat rooms for on-the-fly questions, and hopped on video calls to keep in touch with their team. And, supervisors dug into the data with agents on a daily basis. That way agents could incrementally improve every day. No need to wait for a coaching session after a month of poor performance. That’s demoralizing for a team and bad for your customer experience.
What’s more? When Centricity’s team speaks to agent data in coaching conversations, they work with the agent to pinpoint specific behaviors that could’ve caused poor trends, like a drop in CSAT or longer hold times. Instead of offering vague criticism, they develop their team and give them specific action items to help them grow. And clearly, it’s paid off. We can’t wait to watch the team continue to soar.