Category: Customer Experience

In 32 key user satisfaction metrics, G2 reviewers prefer UJET compared to competitors in contact center operations
SAN FRANCISCO, CA – July 14, 2021 08:00 AM Eastern Daylight Time – UJET, Inc., the world’s first and only CCaaS 3.0 cloud contact center provider, has been named the leader in G2’s Summer Grid® Report for Overall Satisfaction in Contact Center Operations Software. Based on actual product user reviews, G2 reports that UJET consistently receives the highest satisfaction ratings in the industry, beating out major players in the contact center space.
UJET also earned 54 badges, including Leader, Best Usability, Best Support, Users Most Likely to Recommend, Leader Enterprise, Momentum Leader, Easiest Setup, Highest Performer, Easiest to Use, Best Meets Requirements, Best Results, Best Relationship, Highest User Adoption, Most Implementable and Easiest Admin.
Key Takeaways include:

UJET has a 99 out of 100 score for user satisfaction – the highest of all category vendors evaluated
UJET is #1 in the Momentum Grid for Contact Center Operations
UJET is #1 in Satisfaction for Enterprise, Mid-Market & Overall Contact Center Operations Grid

“UJET is honored to be recognized by our customers around the world as their cloud contact center software vendor of choice,” said Vasili Triant, Chief Operating Officer, UJET. “Receiving best-in-class reviews from actual users of our product demonstrates the value UJET provides to teams and organizations. We’re committed to delivering the best value to our customers and that ultimately drives the best customer experience. Receiving top scores by G2 yet again is a huge recognition and shows the breadth of our platform and our ability to help solve the challenges our customers are facing.”
“It is the authentic voice of the customer that powers our reports at G2 – ranking software founded on users’ experience in buying, implementing and using it,” said Tom Pringle, Vice President, Research at G2. “We are delighted to highlight the tangible achievements of software solutions ranked on our site as they showcase the voice of the user while delivering valuable, actionable insights to other potential buyers and users.”
Reviewers praise UJET for its ‘ease of use, functionality, and speed.’ Highlights from some of our favorite reviews over the last quarter include:

“UJET provides an easy-to-use platform with a multitude of features that help to deliver a seamless customer service experience.” –Director of Operations

“My favorite thing about UJET is definitely how user friendly it is for Agents! Training was helpful, but the best thing about it all is that training is almost unnecessary because it’s so simple!” –Customer Service Team Lead

“UJET makes it easy to see the information you really need, which makes the job easy. I particularly enjoy the feature that allows me to see agents in the queue in real-time. UJET has a nice user interface, it is clean, smooth and very user friendly.” –Trainer

To learn more about UJET’s G2 rankings and to read more about what customers are saying visit: https://www.g2.com/products/ujet/reviews
About UJET
UJET is the world’s first and only cloud contact center platform for smartphone era CX. By modernizing digital and in-app experiences, UJET unifies the enterprise brand experience across sales, marketing, and support, eliminating the frustration of channel switching between voice, digital, and self-service for consumers. Offering unsurpassed resiliency and the flexibility to deploy across leading public cloud infrastructures, UJET powers the world’s largest elastic CCaaS tenant at up to 22,000 agents globally and is trusted by innovative, customer-centric enterprises like Instacart, Turo, Wag!, and Atom Tickets to intelligently orchestrate predictive, contextual, conversational customer experiences.
Learn more at www.ujet.cx and follow us on LinkedIn, Twitter, Facebook, Instagram and subscribe to our blog!

Media Contacts
Holly Barker
UJETpr@ujet.cx
The post G2 Ranks UJET #1 in User Satisfaction for 5th Consecutive Quarter! appeared first on UJET.

Who’s the real boss in your company? Customer Experience – Where do you stand? Full article – https://medium.com/embitel-technologies/customer-experience-who-really-owns-it-in-your-company-e59302d5f94d #customerexperience #cx # customersatisfaction #customerjourney # brand #loyalty ​ https://preview.redd.it/31bw5ukef5b71.jpg?width=640&format=pjpg&auto=webp&s=f7d50a407a5ce59ba6789597d7c3876b811b1414
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Businesses care about productivity. At the core of their ability to create a profit is the simple formula of work produced per dollar spent.

Frederick Taylor used a stopwatch to revolutionize the production of cars and just about everything else. By measuring the output of each person on the line, he was able to dramatically increase how much a company like Ford could produce for every hour of labor it used.

Working in a system like this can be exhausting. While it brings the comfort of knowing precisely what’s expected in any given moment, it’s also an endless tug of war between humanity and profit.

Many in the idea economy haven’t recognized the rare situation that they might be in. Better pay, better working conditions and a job that’s hard to measure with a stopwatch. So you’ve got the chef for the Grateful Dead cooking you lunch and a purple couch in the lobby, along with a long series of perks and benefits. I had one friend who worked at a law firm for two years before they realized that he kept switching departments every few months so he could avoid being asked to bill too many hours.

But management has never stopped looking for a way to measure output. Sooner or later, they do, or the company disappears. It can vary from the insulation of paying for your time (but keeping track of impact created) all the way to paying by the keystroke, the click or the sale.

When bosses had trouble measuring output, they bought our time, and then layered ‘process’ and bureaucracy on everything as a stand-in for actual productivity. But now, measurement is everywhere, freelancers and contractors are easier to find, and work is being atomized. Being good at process is a weak stand-in for being good at work.

The shift to self-directed days, working from home, focusing on projects and not simply selling our time means that this push back to cottage industry management is going to be accelerated. Before Manchester factories were up to speed, this was normal–you did your work on your kitchen table and got paid by the piece.

The alternative is to double down on work that’s truly hard to measure, to sign up for emotional labor and experimentation and group leadership and working on the frontier. These jobs are harder to get, harder to keep and are fraught precisely because they’re less measurable. These are the jobs that create quantum leaps in value, but are hard to spec and manage.

Companies aren’t going to trust you because you asked them to. They’ll do it when they believe that you are one of the few people who can lean outside of the comfort zone and bring back something extraordinary.

It’s pretty clear to me that we’re unlikely to see much in the way of steady jobs where someone tells you what to do all day, allows you to allocate your own time and effort, but doesn’t measure your output. Because one thing that we all keep learning is that if something can be measured, it probably will be.

Customer retention has long been a struggling area for insurers. As such the team here at Ello recently surveyed over 2,000 consumers to uncover how valuable a customer is to a brand over the course of their lifetime. We looked at what customers are looking for in an insurance provider and, most importantly, what are…
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Customer behavior is clearly changing; new generations of customers interact and engage with brands differently. It is no longer an automatic assumption that customers will use a phone channel to reach an agent, they now have options — and they’re using them to their full effect. Younger generations are now digital natives who engage with agents across multiple channels and communicate effectively through platforms like social media. With these new digital behaviors and preferences, companies have quickly accelerated their transformation timelines to meet and exceed customer expectations on new channels. However, this evolving style of communication ultimately requires new strategies for successful CX and access to a 360-degree view of the customer. Full article: https://www.customercontactweekdigital.com/customer-experience/articles/cx-is-evolving-experts-conclude-experience-a-better-way-opentalk
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After surveying 523 customer support decision-makers, Forrester research found that embracing conversational support is business-critical. This research confirmed the companies that leverage the power of conversational support can successfully drive customer retention. Moreover, they reported an increase in customer satisfaction and business efficiency. In this article, we summarize the key research findings. The full report…
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Do your contact center agents seem tired, irritable, or emotional? While it’s easy to assume they’re having a bad day, you could be ignoring a few classic signs of employee burnout.
Work and money are two of the most common sources of stress among adults. The COVID-19 pandemic has exacerbated this stress, with 52% of workers feeling burnt out this year.
Anyone can experience burnout, regardless of their job title, position, and salary. However, customer support workers are at a particularly high risk of burnout, and that risk is even higher for call centers. That’s why it’s so important for businesses to practice mindfulness and take steps to support the wellbeing of their agents and other employees.
How to Foster Agent Engagement in a Hybrid Contact Center
What causes call center burnout?
Stress is notoriously prevalent in call center agents. Because of this, 75% of call center agents are at risk of burnout.
Here are some of the most common causes for agent burnout:

Unsustainably high workload
Emotional burden and/or abuse from customers
Overly strict workplace policies
Conflict with coworkers
Lack of progression or recognition
Lack of meaningful feedback

Sounds stressful, right? Working long hours, receiving verbal abuse from customers, feeling snubbed by management, and not seeing any progress are enough to make an employee feel hopeless. In fact, the above reasons also contribute to high call center agent turnover.
That’s what burnout is – a gradual feeling of hopelessness towards work, paired with exhaustion, due to unrelenting stress.
Why Call Center Agent Engagement Matters
8 ways to prevent and address call center burnout.
Luckily, burnout doesn’t have to be part of your business culture. As a call center leader, it’s up to you and your management team to provide the support your team needs to do their work in a sustainable way. Here are just a few ways to do that:
1. Advocate for work-life balance.
Contact center managers have hard jobs. They must ensure agents are providing a consistently positive experience to all customers. To achieve this, your call center needs to prioritize work-life balance and create policies and procedures that support this.
Begin by auditing your current employee experience and identify aspects of their work that significantly contribute to stress and burnout. Are your agents able to take their breaks during peak periods? Do their have sufficient time off between shifts to rest and recharge? By fostering a company culture that values work-life harmony, you’ll have a happier and higher-functioning staff.
2. Invest in technology.
Call center technology doesn’t just improve your customer experience – it also takes pressure off your agents! If your call center operation isn’t streamlined, and your agents are spending significant time on manual tasks, it adds unnecessary work to their plate.
Invest in technology to improve your agents’ day-to-day so they can spend more time serving your customers. Cloud-based technology is especially great for remote and hybrid agents who don’t work from your physical location. This way, your agents will feel more accomplished at the end of the workday, and the risk of overwhelm during high call volume periods will be significantly lower.

TIP:
Voice Call-Backs can alleviate pressure off your agents during high call volume periods by offering customers a call-back option as an alternative to waiting on hold.

3. Offer flexible scheduling.
Shift work is an essential part of the traditional call center model. However, it can present its own set of challenges when it comes to agent engagement.
Flexible scheduling is a great alternative approach, as it allows agents to have more control over the hours they work. Contact centers with flexible scheduling show higher levels of morale and engagement overall.
4. Build strong inter-team relationships.
Employee relationships in a call center are important. Strong inter-team relationships help agents form bonds and build trust, which will make a huge impact on culture and morale.
Try planning activities as a team, scheduling regular team lunches, and investing in video chat software when necessary to connect with remote employees. By creating opportunities for staff to engage outside of daily work, you increase your chances of developing a positive and motivating work environment.
5. Give employees autonomy.
Offer your agents autonomy over their daily work to increase call center agent engagement. Employees enjoy work more if they have fluidity and independence in their day-to-day activities.
Empower your agents with autonomy by giving them the proper training to support their customers. Investing in your agents’ knowledge and skills will allow them to help their customers without relying on manager approvals and escalations, eliminating unnecessary roadblocks and giving them a sense of accomplishment with each interaction.
5 Important Strategies for Agent Engagement in 2021
6. Support their career growth.
As noted above, work and money are common sources of stress. So if your agents feel like they’re at a dead-end job, they are more susceptible to burnout.
Ensure there are ample opportunities for career growth in your contact center, and help your agents plan a path towards their career goals. An internal mentorship program can give them a sense of progression as they learn and grow with your business.
7. Provide meaningful feedback.
Offering feedback can put your agents’ minds at ease about where they stand performance-wise. By providing consistent feedback to your agents, both positive and constructive, you give them goals to work towards while making them feel good about their strengths. Experts recommend that you give feedback in person (or through a video chat) for optimal results.

TIP:
Ask your agents how you can best support them with a call center agent engagement survey.

8. Encourage physical fitness and wellness.
Exercise and healthy eating contribute to improving mental health. This isn’t an opinion – it’s science! Help your agents with their wellness efforts by allowing flexible breaks for physical activity, even for agents working from home. Offering gym memberships, wellness plans, and other resources and services are also great options.The post Blog first appeared on Fonolo.

At the top tier of just about any sort of endeavor, you’ll find that the performers have coaches.

Pianists, orators and athletes all have coaches. In fact, it would be weird if we heard of someone on stage or on the field who didn’t have one.

And yet, in the world of business, they’re seen as the exception.

Part of the reason is that work feels like an extension of something we’ve been doing our whole lives. Figure skating isn’t like school, but showing up at work seems to be. “I’ve got this,” is a badge of honor.

And part of the reason is that a few coaches have made claims that stretch belief, and we’re not actually sure what they do. It doesn’t help that there’s no easy way to identify what sort of coach we need or what we’re going to get…

It turns out that the people with the potential to benefit the most from a coach are often the most hesitant precisely because of what coaching involves.

Talking about our challenges. Setting goals. Acknowledging that we can get better. Eagerly seeking responsibility…

And yet we avert our eyes and hesitate. It might be because having a coach might be interpreted as a sign of weakness. And what if we acknowledge our challenges but fail to overcome them? It could be that we don’t want to cause change to happen, or that we’re worried that we will.

One company I admire believes in coaches so much that they’ve put several on staff, ensuring that their leadership all benefit from one. But mostly, it’s something we have to pay for ourselves.

And so, paying for a coach, for something that’s hard to measure, which might be socially awkward, to get better at something that feels normal—combine that with a hesitancy to ask for help—it’s a wonder anyone has a coach.

The paradox is that the very things that hold us back are the reasons we need a coach in the first place.

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Maintaining an engaged workforce with an adequate employee reward has been more important than ever over the last 18 months. Businesses have been under immense pressure to keep the doors open. In amongst the turmoil, it’s easy to forget that employees too were navigating the impact of COVID on their personal and professional lives. Their…
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