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Unified communication platforms have revolutionised internal communications and collaboration but are too limited for contact centres

Unified Communications as a Service (UCaaS) platforms have become the communication tool of choice for businesses across industries and sectors. The global UCaaS market is projected to almost treble by 2032.

What is UCaaS?

Most businesses want UCaaS (also shortened to UC – Unified Communications) – and for good reason. These platforms replace clunky on-site phone and messaging equipment with a cloud-based, pay-as-you-play model that means companies rent the features and capacity they need – nothing more, nothing less.

UCaaS providers manage the PBX in the cloud and users make calls (audio or video), send messages or collaborate on documents from a single digital dashboard.

Microsoft Teams and Google Meet are examples of popular UCaaS platforms.

The benefits of UCaaS

There are lots of advantages to this cloud-based model:

• When your communications are streamed as a service, you don’t have to buy, maintain and secure on-premise kit
• Updates and patching happen automatically as part of the contract
• One service provides lots of features, from video conferencing to document collaboration, reducing cost and administrative burden

Is UCaaS a good contact centre solution?

UCaaS has been something of a revelation, but for all its advantages it is not an adequate contact centre solution.

UCaaS is ideal for general business communications but it’s a different story inside your contact centre. Here, UCaaS alone simply isn’t enough. In the rest of this piece, we’ll show why contact centre teams need a specialised cloud-based solution designed specifically for them.

Contact centre needs are unique – enter CCaaS

When people talk about the advantages of UCaaS they’re usually talking about benefits for internal communications. UCaaS is great for meetings, messages and collaboration across internal teams.

It can be used to communicate with customers, and some companies with limited customer contact needs may use it in this way.

But that’s not what it’s good at. If you operate a fully fledged customer service or contact centre operation, you really need a dedicated external communications tool. Enter Contact Centre as a Service (CCaaS).

The benefits of CCaaS

CCaaS is especially designed for contact centres, helping agents streamline customer communications in a way that leads to better experiences for employees and customers alike.

In technical terms, UCaaS and CCaaS certainly overlap, but CCaaS is designed for high volume external communications in a way UCaaS just isn’t.

CCaaS vs UCaaS

Like UCaaS, CCaaS users can access the service from anywhere. Similarly, vendors cover upfront hardware and ongoing maintenance costs, so CCaaS can be a cost-effective alternative to on-premise contact centre equipment.

Both platforms also integrate multiple communication channels into one service, and both can handle basic call routing. But beyond that, CCaaS has clear advantages for external communications.

Here’s how CCaaS improves your contact centre:

• Integrations. CCaaS systems typically integrate seamlessly with your CRM platform, ensuring all the customer information agents need is at their fingertips. That makes for more personalised and satisfying interactions.
• Advanced call routing. Automated call routing directs incoming calls to the right person straight away. With CCaaS, calls can be routed to different people depending on their skills and specialisms, as well as their availability.
• IVR. Interactive Voice Response (IVR) automates tasks like customer identification and payments, giving callers self-serve options and faster resolutions while taking the pressure off live agents.
• Call centre analytics. Good CCaaS platforms include advanced analytics, allowing you to mine data for patterns and insight that lead to greater contact centre efficiency or better customer experiences. CCaaS makes this information readily available to the business through powerful and often customisable reporting features.
• Omnichannel. With CCaaS, omnichannel (voice, video, text, IM etc) can be made available to customers as well as employees, so they can get in touch in the way that best suits their needs. That’s a clear winner for customer satisfaction ratings.
• Auto dialler. Powerful auto-dialling for outgoing communications means agents spend more time talking and less time dialling.  

MaxContact is a feature rich and affordable CCaaS platform

We could go on, but suffice to say that MaxContact’s industry-leading CCaaS platform offers all these features and more at a highly competitive cost. Our innovative extras include an AI-powered chatbot facility and advanced speech analytics, which automates the process of analysing customer conversations.

Most businesses will need a UCaaS system for internal communications. Those that run a contact centre or need to optimise customer communications will need a CCaaS system too.

It’s possible to talk to customers with UCaaS, but the technology is simply not set up to handle customer communications at scale. For that, and the kind of functionality that creates contact centre efficiency while improving customer experience, a powerful CCaaS platform is required.

For more on MaxContact’s powerful, secure, cloud-based contact centre solution, please get in touch.

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Staying informed about industry benchmarks and best practices is essential for contact centre leaders looking to drive success in an increasingly competitive market. Our comprehensive survey, conducted in May 2024, gained insights from 500 UK contact centre teams, with sizes ranging from 20 to 4,999 agents, providing valuable insights into the current state of agent and team performance. In this blog, we dive into the key findings and provide actionable advice on how to improve your contact centre’s performance in five crucial areas. 

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Team Work Arrangements

Our survey revealed that 66.2% of contact centre teams work in a hybrid environment, while 23.2% work fully in-office, and 10.6% are fully remote.  

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When determining the best work arrangement for your team, consider factors such as employee preferences, job requirements, and technology infrastructure. Hybrid and remote work can offer benefits such as increased flexibility and reduced overhead costs, but they also present challenges like maintaining team cohesion and ensuring data security. 

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To optimise your team’s performance, regularly assess and adapt your work arrangement based on feedback from agents and managers. Invest in the right tools and technologies to support seamless communication and collaboration, regardless of location. Establish clear guidelines and expectations for each work arrangement, and provide training and support to help agents navigate the unique challenges of their work environment. 

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Performance Metrics

Our survey respondents shared the most common metrics used to evaluate agent performance. They are average handle time (50.4%), quality assurance (QA) score (42.2%), and customer satisfaction (CSAT) score (41.2%). When selecting performance metrics, ensure they align with your contact centre’s overall goals and values. Strike a balance between efficiency and quality metrics to encourage agents to deliver both fast and effective service. 

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To drive improvement in these areas, set clear, achievable targets and communicate them regularly to your team. Provide agents with real-time feedback and coaching to help them develop their skills and meet their goals. Implement a robust quality assurance programme that includes regular call monitoring, scoring, and feedback sessions. Use customer surveys and feedback to gauge satisfaction levels and identify areas for improvement. Regularly review and adjust your metrics based on insights gained from data analysis and agent feedback. 

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Business Outcomes

The top two most important outcomes for the contact centre leaders surveyed are providing a great service (47.0%) and ensuring team happiness at work (46.6%). To achieve these outcomes, prioritise creating a customer-centric culture that empowers agents to deliver exceptional experiences. Invest in comprehensive training programmes that cover product knowledge, communication skills, and problem-solving techniques. Encourage agents to take ownership of customer issues and provide them with the tools and authority to resolve concerns efficiently. 

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Equally important is fostering a positive and supportive work environment that promotes agent well-being and engagement. Regularly gather feedback from your team through surveys, one-on-one meetings, and focus groups to understand their needs and concerns. Implement recognition and reward programmes that celebrate individual and team successes. Offer opportunities for career growth and development, such as cross-training and leadership roles. Promote work-life balance and provide resources to support mental health and stress management. 

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Agent Turnover and Salary

The average agent turnover rate per year is 30.2%, and 43.8% of contact centres reported an increase in average agent salary compared to last year, with an average increase of 7.14%. High turnover rates can significantly impact your contact centre’s performance and bottom line, so it’s crucial to prioritise retention strategies. 

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Conduct regular salary benchmarking to ensure your compensation package remains competitive within the industry. In addition to base pay, consider offering performance-based bonuses, flexible work arrangements, and comprehensive benefits packages. Foster a strong organisational culture that values employee contributions and provides opportunities for growth and development. Implement a robust onboarding and training programme to set new hires up for success and reduce early attrition. 

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Regularly conduct stay interviews with high-performing agents to understand what keeps them engaged and loyal to your organisation. Use insights from exit interviews to identify common reasons for turnover and develop targeted retention strategies. Invest in leadership development to ensure your managers have the skills and knowledge to effectively support and motivate their teams. 

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Agent Workload

42% of contact centres reported an increase in agent workload compared to last year, with an average increase of 10.87%. To manage agent workload effectively, regularly monitor key metrics such as call volume, average handle time, and occupancy rates. Use workforce management tools to accurately forecast demand and optimise staffing levels across all channels. 

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Invest in technology solutions that automate routine tasks and streamline workflows, freeing up agents to focus on more complex and value-added interactions. Implement self-service options, such as chatbots and knowledge bases, to reduce the volume of simple enquiries handled by agents. Encourage cross-functional collaboration to identify process improvements and eliminate inefficiencies. 

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Promote a culture of open communication and encourage agents to provide feedback on their workload and job satisfaction. Regularly review and adjust performance targets to ensure they are achievable and aligned with current business needs. Offer flexible scheduling options and provide support for agents to manage stress and maintain a healthy work-life balance. 

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Data-Driven Decisions in your Contact Centre 

By understanding these industry benchmarks and implementing best practices, contact centre leaders can drive significant improvements in agent and team performance. Use these insights to set strategic goals, prioritise initiatives, and make data-driven decisions that will help your contact centre thrive. 

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Remember, benchmarking is an ongoing process, and it’s essential to continuously monitor and adapt your strategies based on evolving industry trends and your organisation’s unique needs. By staying informed and proactively addressing challenges, you can position your contact centre for long-term success and deliver exceptional experiences to your customers and employees alike.

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The first part of the Financial Conduct Authority’s (FCA) new Consumer Duty legislation came into force on 31 July 2023. All regulated financial sector firms – insurers, lenders, banks, DCAs and more – now have to abide by its rules.

What is the FCA’s Consumer Duty?

So what is the Consumer Duty and what are its rules? In short, the Duty aims to enhance consumer protection as people buy and use financial products.

The new regulations are based on three core principles:

• Consumers should receive products and services that meet their needs and are marketed in a way that is clear, fair, and not misleading.

• Consumers should not face unreasonable barriers when they try to access financial products and services or exercise their rights.

• Consumers should receive products and services that are designed to meet their needs throughout their lifetime and are delivered fairly, taking account of their changing circumstances.

The FCA has also laid out three rules which underpin these principles. Financial services companies should:

• Act in good faith
• Avoid causing foreseeable harm
• Enable and support retail customers to achieve their financial objectives

In a recent speech, Sheldon Mills, Executive Director for Consumers and Competition at the FCA, said: “The common thread, the thing we are interested in above all else in our work, is reducing harm to consumers and ensuring firms deliver good outcomes for consumers.”

When does the FCA’s Consumer Duty come into force?

The new rules are being implemented in two stages. The rules coming into force at the end of July 2023 are for new and existing products or services that are open to sale or renewal.

For closed products or services, the rules come into force a year later, on 31 July 2024.

How will Consumer Duty impact your contact centre teams?

As the first point of contact with customers, it’s essential that contact centre teams are aware of the new rules and what they mean.

Contact centre leaders have to make sure teams are providing a high level of support, and are interacting with consumers in a way that promotes fair treatment, positive customer outcomes and increased transparency.

But what does that mean in practice? Here’s a more detailed breakdown of what the new legislation means for contact centre teams in the financial services sector.

Products and services

New and existing products will have to meet the goals of transparency and good outcomes for consumers.  

The FCA has made it clear that the new Duty is not one-size-fits-all. Companies must use the principles to make changes as they see fit.  

In terms of products and services, that could mean analysing product portfolios and prioritising improvements for those items with the greatest risk of consumer harm.    

It may mean putting new data gathering or governance policies into place to ensure all products and services meet higher standards.  

These are not roles for the contact centre, but contact centres will be in the position of having to explain any changes to consumers, and to make sure consumers understand the products and services they are buying. Clear communication is key to Consumer Duty compliance.

Price and value

Are products and services delivering value? This calculation certainly involves price but can also include non-price value. For example, does the product or service deliver on its promises, and what is the outcome for consumers?

To meet the principles of the Duty some firms are implementing full value chain analysis, while others are working to make sure consumers face no hidden costs or unexpected charges.  

Effectively, companies in the sector need to ensure that there is a “reasonable relationship” between costs and benefits to meet Duty requirements. Pricing structures may need to change. The idea of “fair value” needs to be applied to all consumer groups, including vulnerable or protected customers.

Again, the contact centre has a key role to play, in gathering information, identifying different consumer groups and helping to make sure consumers are satisfied with products and services they are paying for.

Consumer understanding

The FCA Consumer Duty rules are clear that consumers need to understand what they are paying for and how it impacts their financial situation.

Firms need to ensure that customers have the information they need, presented in a clear and understandable way, to make informed decisions.

In practice, that might mean using simple language in product descriptions, or providing content in more than one language. It might mean having terms and conditions, including cancellation rights and how to make a complaint, clearly laid out on the company website.

Some companies will need to create new communication strategies, taking into account those who may find traditional channels difficult to access. Communications should be tested for clarity and ease of understanding. A tailored communications approach may be necessary for more complex products.

In some cases, it may be advisable to put metrics in place for measuring consumer understanding. One such might be whether customers take an expected action after being contacted with relevant information.

Clearly, contact centres have a large role to play here. Consumers often contact financial sector firms because they want clarity on a particular product or service. Contact centre leaders might consider writing new scripts, specifically with the aim of aiding greater consumer understanding in mind.

Consumer support

Consumer support typically happens through the contact centre, which needs to make sure agents interact with customers efficiently and with clarity. To that end, firms might work to reduce call waiting times, and put call monitoring in place so they can analyse the quality of agent/customer interactions.

Customer journeys may need to be improved, and customers should be offered communication channels of their choice. Omnichannel support – email, text, chat, as well as voice call – is likely to create better customer outcomes.

Again, meeting Consumer Duty requirements is likely to involve tailoring support journeys for vulnerable customers and more complex cases.

Measuring the success of new support strategies will be essential, including monitoring contact centre metrics like first contact resolution rates and call waiting times. Companies should also monitor the complaints they receive, looking for trends or patterns that suggest systemic issues.

How your contact centre needs to adapt  

Enhancing customer journeys and outcomes

• Empathy and customer-centricity

Contact centre teams need to be aware of Treating Customers Fairly (TCF) principles and apply them whenever relevant. Agents should also be trained to identify vulnerable customers and provide appropriate support.  

It’s important that agents prioritise empathy and active listening so they can properly understand customer needs. Training should focus on effective communication techniques to improve consumer understanding.

• Transparency and clear information

Contact centre teams should always provide clear and accurate information using plain language and avoiding jargon. This should include transparency around pricing, fees and any risks associated with a product or service. Make sure your scripts reflect these requirements. Be prepared to edit and update scripting whenever products or advice changes or in response to customer feedback.

Improving complaints handling

Consumer Duty requires firms to have effective complaints-handling procedures in place.

1. Handle complaints better:

• Establish efficient and effective complaints handling procedures.  
• Train agents to handle complaints promptly, with empathy, and in line with regulations.

2. Learn from complaints:

• Analyse complaints to identify recurring issues and take proactive steps to address them.
• Promote a culture of continuous improvement by sharing insights from complaints across the organisation.
• Think about using speech analytics to monitor customer interactions and identify areas for improvement.

Monitoring and quality assurance

Create robust monitoring processes

You will only know that your contact centre is complying with new FCA Consumer Duty rules by putting robust monitoring systems in place.

That means measuring call centre performance and analysing complaints. It also involves regular agent reviews, audits of customer interactions and performance reviews.

Training and development

Your agent training and development programmes should highlight the FCA Consumer Duty rules, continually reinforce key messages and update agent knowledge as the rules and practice evolve.

A cultural shift

Firms can’t adapt to the new FCA Consumer Duty rules in an ad hoc or piecemeal way. To remain compliant, many financial service sector companies will have to undergo a cultural shift. From top to bottom, everyone in the organisation must understand and prioritise a new focus on customer protection and positive outcomes.

Fundamentally, the new FCA rules are about providing exceptional customer service. Consumers should have clear information about the products and services they want to buy. They should have all the support they need to make sure those products and services achieve expected outcomes. And when there are problems, companies need to take any complaints seriously and find solutions swiftly.

The FCA hopes and expects that its new Consumer Duty will benefit consumers, and also the industry as a whole. As Sheldon Mills said: “If applied correctly, the Duty should help firms retain and attract customers and will enhance the competitiveness of our financial services sector.”

More information

If you need more guidance on the Consumer Duty and what it means for you, there are lots of resources on the FCA website.  

An overview of key publications.

Consumer Duty implementation plans.

The Consumer Duty policy statement.

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Hollywood loves to pick on call centres, often garnering a reputation for being annoying, unhelpful, and a common place for phishing scams. But how much truth is there to these on-screen depictions?

We’ve analysed and debunked some of the most hilarious, thought-provoking, and iconic call centre scenes from TV and film.

The Simpsons – “Lisa the Greek,” 1992

IMDb Rating: 6.9/10, Rotten Tomatoes Rating: 85%

In the 14th episode of the third season, Homer’s antics cause him to lose $20 in a sports bet. Following this, Homer sees an advert for betting advice, calls the hotline (1-900 ‘guaranteed pick’), and the operator informs him that it costs $5 for the first minute and $2 for every minute thereafter. The operator begins speaking extremely slowly, making it evident that they just want the caller’s money.

This scenario is highly unlikely to occur in real life, particularly in sales contact centres, where agents are closely monitored by various metrics, one being Average Handling Time (AHT). AHT measures the average length of a customer call, and a lower AHT is generally considered better. A survey of 500 UK contact centres found that 50.4% consider AHT to be one of the top performance indicators, highlighting the importance of efficient, resolved calls for both customers and agents.

Some call centres have other performance metrics too, including:

• First Call Resolution (FCR): how often a customer’s issue is resolved on the first call.
• Call Abandon Rate: the percentage of customers who hang up while waiting to be served.
• Customer Satisfaction (CSAT): this is collected only if a customer completes the after-call survey.

The Wolf of Wall Street, 2013

IMDb Rating: 8.2/10, Rotten Tomatoes Rating: 80%

In this iconic film, Jordan Belfort (portrayed by Leonardo DiCaprio) is depicted selling penny stocks – shares of small public companies that trade for less than one dollar per share. During the call, Jordan’s character is extremely persuasive and passionate, but the scene portrays a boiler room more than a traditional call centre.

A boiler room refers to a high-pressure sales environment where brokers aggressively, and sometimes fraudulently, cold-call individuals to sell stocks. In contrast, contact centres operate under strict regulations and monitoring to ensure agents comply with legal standards and provide the highest quality customer service.

Unlike boiler rooms, contact centres offer a more structured environment. Agents manage a large volume of calls, encountering a wide range of situations, which helps them build experience in handling difficult interactions and improving communication skills. This ultimately enhances the agent experience, especially for those who experience phone anxiety.

The Pursuit of Happyness, 2006

IMDb Rating: 8/10, Rotten Tomatoes Rating: 67%

In this classic film, a call centre plays a key role in the story of the main character, Chris Gardner (portrayed by Will Smith). Throughout the movie, Chris is shown making persistent cold calls to potential clients in order to secure meetings and grow his client base.

While cold calls can be frustrating, they are not as common as you might think, with most agents making an average of 65 calls per day to people across the UK. If a call centre is cold-calling you, your number was obtained legally and in compliance with GDPR laws. It was likely obtained through direct sign-ups, communications, referrals from family or friends, or marketing opt-ins. No UK-based contact centre will obtain your number illegally.

Additionally, telemarketers must adhere to several rules, including opt-out procedures. Call centres are required to maintain an internal ‘do not call’ list and respect individuals who choose to opt out of receiving cold calls. There are also do-not-call registries, which prevent cold callers from contacting individuals unless they have explicit consent.

If you are experiencing persistent cold calls from a company, you can report them to the Information Commissioner’s Office, which is responsible for enforcing the regulations that call centres must follow.

The Beekeeper, 2023

IMDb Rating: 6.7/10, Rotten Tomatoes Rating: 71%

A call centre is a central focus in 2023’s ‘The Bee Keeper.’ The film revolves around Adam Clay, played by Jason Statham, who embarks on a vengeful mission after his elderly friend is scammed by a phishing call. The call centre in the film is portrayed as a criminal organisation, and Adam tracks down those responsible.

The film depicts the call centre as a hub for phishing scams, where agents target and manipulate victims into handing over personal information or money. While the movie dramatises call centres and amplifies criminal narratives, this portrayal is far from the truth.

This representation of call centres is a myth to some extent; most call centres, especially those based in the UK, must adhere to specific laws and GDPR regulations to keep caller data and information safe. You can also opt out of cold calling or report a contact centre to the Information Commissioner’s Office.

The Office – “Money,” 2007

IMDb Rating: 9/10, Rotten Tomatoes Rating: 81%

The fourth episode of season four of The Office focuses on Michael getting a second job to manage his growing debt. Trying to keep it a secret, he takes a job in sales as a cold caller to sell a weight loss pill that allegedly helps people lose 50lbs in five minutes. While working, his next caller happens to be Stanley, his no-nonsense colleague who often sees Michael as an annoyance. Upon noticing this, he puts on an accent to hide his identity, which ultimately fails.

Despite this depiction of call centre agents, in the UK it is not common practice for workers to change their voice or use accent neutralisation. This is usually more typically associated with call centres based overseas, typically in Asia, where ‘accent neutralisation’ is likely enforced to make agents sound more ‘western’. This ultimately resulted in a Silicon Valley start up launching an AI tool that would help call centres around the world sound more ‘western’. While accent neutralisation training aims to improve clarity and communication with customers, it can be dehumanising, placing undue emphasis on the agent’s accent rather than on resolving customer issues. There has been ongoing discourse on accent neutralisation, and the 2018 film Sorry to Bother You touches on this subject, focusing on a black telemarketer who uses a ‘white accent’ to succeed at his job.

Looking for more contact centre related content? Check out our knowledge and resources hub.

The data used in this blog was collected from MaxContact’s 2024 UK Contact Centre KPI Benchmarking Insights Report. Data was based on an independent survey of 500 UK contact centre leaders.

Max Contact’s 2024 UK Contact Centre KPI Benchmarking Insights Report can be found here.

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