# Patent

## Title
Contact handling systems including automated return contact response reminders

## Abstract

Many of the improvements in contact handling systems which may result from the teachings disclosed herein relate to accessing and tracking real-time data concerning company representative performance, proficiency, training, scheduling, current workflow, response to contacts, and estimated workflow. Moreover, many of the improvements in contact handling systems disclosed herein relate to automatically improving company representative performance proficiency, training, incentives, scheduling, ensuring timely customer response, and workflow. Thus, as a result of the teachings disclosed herein, customer satisfaction, employee satisfaction, and revenue may be improved in the contact handling industry.

## Background
CROSS-REFERENCE TO RELATED APPLICATIONS
This patent application claims the benefit of U.S. Provisional Patent Application Ser. No. 60/977,002 filed Oct. 2, 2007, the contents of which are hereby incorporated herein in its entirety.


BACKGROUND
Contact handling systems provide contact between people. For example, the people can include employees, supervisors, administrators, and customers. In contact handling systems where company representatives interact with customers, the qualification of a company representative to perform different types of work, such as answering questions regarding various topics, is often limited by the proficiencies of the company representatives. To attain new proficiencies in the form of knowledge and skills, the company representatives must receive training. Moreover, in many instances, there needs to be a qualification, such as a test, following the training so as to insure that the company representative has attained the knowledge and skills associated with the new proficiency.
In conventional contact handling systems, for various reasons, a response to incoming work requests may not be immediately available. For example, a company representative may not be able to immediately address the request of a contact in an inbound telephone call, and said request may require subsequent follow-up for a company representative during a later call. Also, all customer representatives qualified to respond to the incoming call may be currently unavailable, or the customer may have called during a particularly busy time. In such instances, the customer may also prefer to receive a later follow-up return contact rather than hold for an available company representative. In addition, customers may request contact by clicking on a web link, which the system must process to ensure a follow-up response by a representative. Regardless of the circumstances leading to the need for a return contact work assignment, conventional contact handling systems have not adequately addressed the need to identify, track, and ensure a follow-up response to certain incoming contact media in such contact handling systems.
Conventional contact handling systems have directed efforts toward performing work, often in the form of servicing incoming customer calls. However, such conventional contact handling systems have not associated training with incentives received upon completion of the training, such that employee morale is improved by the received incentives. Rather, such training completion has often been seen by employees as an unappreciated requirement of an employer, where the benefits to the employer for completing such training are seldom recognized. Such lack of incentive for training completion often results in poor customer service, high employee stress levels, and frequent employee turnover.
Finally, the scheduling of training has not been successfully controlled such that the company representatives receive training as soon as the need for training arises. Moreover, scheduling of training has historically ignored real-time information regarding parameters, such as workload requirements, workforce capacity, proficiencies of company representatives, and up-to-date changes to such parameters. Thus, a company representative may often remain idle, or below peak efficiency, at the expense of customer and coworker satisfaction because the company representative does not have the required proficiency, and because the conventional contact handling systems are not capable of providing the necessary training as soon as the need for the proficiency arose.
The contact handling market has grown over recent years. However, there remains a need in the industry for increased customer satisfaction, increased employee satisfaction, increased efficiency and effectiveness, and/or reduced costs.
BRIEF SUMMARY OF SEVERAL EXAMPLE EMBODIMENTS
A method performed by a contact handling system for automatically scheduling a response to a contact request is disclosed. The method includes receiving a contact request from a contact, the contact requesting a response from the contact-handling system or from a company representative, and optionally specifying a time-for-response parameter. The method further includes generating a return contact work assignment, the return contact work assignment identifying contact information for the response, the return contact work assignment identifying a proficiency associated with the return contact work assignment, and the return contact work assignment optionally specifying the time-for-response parameter. The method further includes automatically assigning the return contact work assignment to a first company representative. The first company representative can be the company representative who last handled the customer contact or another company representative. The return contact work assignment can be automatically assigned to the first company representative based, at least in part on a comparison of the proficiency associated with the return contact work assignment and a proficiency associated with the first company representative. The method further includes automatically scheduling the return contact work assignment to the first company representative based at least in part on a work schedule of the first company representative.
These and other aspects of the present invention will become more fully apparent from the following description and appended claims.



BRIEF DESCRIPTION OF THE DRAWINGS
To further clarify various aspects of embodiments of the present invention, a more particular description will be rendered by reference to specific embodiments which are illustrated in the appended drawings. It is appreciated that these drawings depict only examples of embodiments of the invention and are therefore not to be considered limiting of its scope. Embodiments of the invention will be described and explained with additional specificity and detail through the use of the accompanying drawings in which:
FIG. 1 discloses an example of a contact handling system;
FIG. 2A discloses another example of a contact handling system;
FIG. 2B is a visual representation of a work queue;
FIG. 2C discloses an example of a data structure listing company representative proficiencies and status;
FIG. 3 illustrates a method for automatically scheduling a return contact work assignment.
FIG. 4 illustrates a method for increasing workload capacity for handling return contact work assignments.
FIG. 5 discloses an example of a method for assigning work and training to company representatives;
FIG. 6 discloses an example of a method for providing training to company representatives;
FIG. 7 discloses an example of a method for controlling assignment of training and assignment of work to a company representative;
FIG. 8 discloses an example of a method for controlling training completion and work completion by company representatives;
FIG. 9 discloses an example of a graphical interface enabling a user to control completion of training and work by company representatives;
FIG. 10 discloses an example of a method for managing work and training for company representatives;
FIG. 11 depicts a chart disclosing an example of a method for managing work and training for company representatives;
FIG. 12 depicts a chart disclosing an example of a method for managing work and training for company representatives;
FIG. 13 discloses a method for determining incentives for a company representative;
FIGS. 14 and 15 illustrate an example of a third supervisor graphical interface;
FIGS. 16 and 17 illustrate a first example of a company representative graphical user interface;
FIG. 18 illustrates an example of a second supervisor graphical interface enabling a supervisor to monitor and control real-time delivery of work and training to company representatives;
FIG. 19 illustrates an example of a third supervisor graphical interface providing real-time information to a supervisor comparing a team of company representatives to other company representatives;
FIG. 20 illustrates an example of a second company representative graphical interface;
FIG. 21 illustrates an example of a third company representative graphical interface; and
FIG. 22 discloses an example of a suitable computing environment in which several embodiments may be implemented.



DETAILED DESCRIPTION OF SEVERAL EMBODIMENTS
Many of the improvements in contact handling systems which may result from the teachings disclosed herein relate to accessing and tracking real-time data concerning company representative performance, proficiency, training, scheduling, current workflow, and estimated workflow. Moreover, many of the improvements in contact handling systems disclosed herein relate to automatically improving company representative performance proficiency, training, incentives, scheduling, customer response, and workflow. Thus, as a result of the teachings disclosed herein, customer satisfaction, employee satisfaction, and revenue may be improved in the contact handling industry. While employment of the teachings disclosed herein may produce particular benefits in the contact handling industry, such teachings may produce similar benefits in other industries as well, and therefore, are not limited to the contact handling industry. Moreover, as used herein, the term “company representative” includes call center agents, sales team agents, support employees, employees of a business, or agents hired to represent a business in a contact handling system.
I. Examples of Contact Handling Systems
Referring to FIG. 1, a contact handling system 50 is disclosed. In this embodiment, the contact handling system 50 includes a work and training management system 100. The work and training management system receives work 130 from one or more locations. The work and training management system 100 assigns the work 130 to one of several company representatives 105A-N. The work 130 is assigned to the one of several company representatives 105A-N based on company representative parameters that may include proficiency, status, customer satisfaction, schedule, current workload, anticipated workload, and/or any other parameter defining availability and ability of the company representatives 105A-N.
In this example, the work and training management system 100 also includes training sessions 110. The training sessions 110 may be administered in the form of lessons, tests, text, video, audio, interactive training software, and other training session modules which may be electronically provided to the company representatives 105A-N so that the company representatives 105A-N can achieve additional proficiencies upon completion of the training sessions 110. The training sessions 110 may also be provided in a classroom, where the company representatives 105A-N are automatically scheduled for the classroom training and receive an automated electronic notification informing the company representatives 105A-N about the training.
The work and training management system 100 also includes a work queue 115. The work queue 115 retains an amount of work to be performed by the company representatives 105A-N. As the work queue 115 becomes longer with more work in the work queue 115 to be performed, the work and training management system 100 can automatically assign less training sessions 110 to the company representatives 105A-N and assign more work to the company representatives 105A-N. However, the training sessions 110 and/or work in the work queue 115 may also be assigned a priority and the work and training management system 100 can analyze the priority of the work and training to modify the assignment of work from the work queue 115 and training sessions 110 to the company representatives 105A-N.
The work queue 115 can include incoming and outgoing work. As referred to herein, outgoing work includes return contact assignment work related to responding to contact media requesting information or services from the company representatives 105A-N as well as other pre-scheduled or generally available outgoing company representative work, such as cold-calls, for example.
The work and training management system 100 can receive input from a user 120. The input from the user 120 can specify a priority for work and training. For example, the input from the user 120 can be in the form of an electronic input that specifies training sessions 110 to be completed by one or more of the company representatives 105A-N. The input from the user 120 can specify company representatives 105A-N to receive the training sessions 110. The user 120 input can also specify a time parameter for completion of the training sessions 110.
The work and training management system 100 can provide notification to the company representatives 105A-N assigned the training sessions 110. The notification can also include a description of the training session 110 to be completed and a time parameter for completion of the training session 110.
A result of the training sessions completed by the company representatives 105A-N can be output to an electronic device 125. For example, the electronic device 125 can be a display, printer, handheld device, memory, modem, router, data processor, video card, circuitry, and/or other electronic device. The result can include an electronic signal that causes information describing the completion of training sessions 110 and newly acquired proficiencies to be visually displayed. For example, reports summarizing assignment, completion, and success rates of the company representatives 105A-N can be generated and presented to a supervisor such that the supervisor can access the increase in capability attained by the company representatives 105A-N as a result of training completions. Once a new proficiency has been assigned to the company representatives 105A-N, work 130 that correspond to the newly acquired proficiency can be immediately and automatically provided to the company representatives 105A-N from the work queue 115.
Referring to FIGS. 2A, 2B, and 2C, aspects of another contact handling system 55 are disclosed. The contact handling system 55 includes a work and training management system 200, a plurality of company representatives 205A-N, a database 210 for storage of data, such as company representative proficiencies, status, and descriptive information. A user 215, such as a company representative supervisor, provides user input to the work and training management system 200. Work 220 in the form of incoming 240A and outgoing 240B communication media to be performed, which as used herein includes customer telephone calls, voice recordings, email, facsimile, instant messenger text, online contacts, or chat sessions is stored in the work queue 240. The contact handling system further includes an interactive voice response (IVR) server 225, and an electronic device 230 for storing and/or outputting information for review by the user 215.
Each of the company representatives 205A-N can be accessed by a work station, such as a conventional desktop or laptop computer, special purpose computer, or a handheld device, where the work 220 is serviced by the company representatives 205A-N. The company representatives 205A-N can be located local to the work and training management system 200, for example across a local area network (LAN), or the company representatives can be located remotely from the work and training management system 200, for example across a wide area network (WAN). The WAN can include various private and/or public network links, including the Internet. For example, the company representatives may be at home remotely accessing training 235 and work 220 from the work queue 240. Thus, the company representatives 205A-N may be located in the same building, or anywhere in the world, such that electronic communication between the work and training management system 200 and the company representatives 205A-N is effected via electronic signals, such as telephone, facsimile, email, voice over IP (VoIP), software, electronic display image capture, or by other means for electronic signal communication.
The IVR server 225 can store and provide scripts to the work and training management system 200 to solicit responses from a contact, for example, to determine a requested type of service and what proficiencies are required for answering the questions of the contact. The IVR server 225 can also provide scripts to solicit responses from the contact relating to a requested type of service, for example soliciting feedback in response to a customer survey, or otherwise solicit a rating or evaluation of a company representative. The IVR server 225 can also provide scripts to solicit responses in order to create and schedule return contact request reminders by automatically receiving information regarding the type of service requested and time parameter for response by a customer representative.
The work and training management system 200 includes an interface 245 for receiving the work 220, the work 220 being associated with a work category A-N. The work, when in the form of customer contacts communication media, may be categorized by responses provided by the contact to an automated menu in response to scripts provided by the IVR, for example. The menu and scripts may also be in the form of audio, text, or online menus depending on the type of communication media used. The work categories A-N may each be associated with a different company representative proficiency Prof A-N. Thus, the work categories A, B, and C may be compared to proficiencies of the various company representatives 205A-N so that the work 220 is provided to one of the company representatives 205A-N based on a result of the comparison between the associated work category A-N and the proficiencies of the company representatives 205A-N.
The work and training management system 200 further includes the work queue 240. In the case where the work 220 includes incoming 240A and/or outgoing 240B customer service contacts in the form of communication media, the work queue 240 can include, or be associated with, a device and/or software for placing the contacts on-hold until the contacts may be assigned to a company representative 205A-N. The work 220 may be placed in the work queue 240 in a first in first out (FIFO) basis, or the work 220 may be prioritized by an immediacy in which the work 220 needs to be addressed. For example, certain weights can be assigned to different work based on various requirements or preferences. For example, certain contacts may have a higher response priority associated thereto. Moreover, certain work may be deemed more important than other work based on various criteria, such as time on hold, scheduling attributes of the company representatives 205A-N, training schedule or priority, return contact work assignment time parameter, the particular contact associated with the work, or other criteria.
The work 220 can also be placed in the work queue 240 and be distributed in a basis where the work is routed to a company representative 205A-N in a FIFO basis according to work category. There may also be multiple work queues 240, each work queue 240 associated with a category of work, such that work 220 associated with a category is received in a work queue 240 and is routed to a company representative along with other work 220 in the same category on a FIFO basis.
Referring to FIGS. 2A and 2B, the work queue 240 may be visually represented as a number of contacts currently on-hold in the work queue 240, an average time for which the contacts remain on-hold in the work queue 240, a number of outgoing contact media to be completed, or any other manner in which the queue level may be represented. The queue level may also be associated with a customer responsiveness score. For example, a customer responsiveness score, or service level, may specify a maximum average time in queue for work, an average time in queue for work which triggers a need to increase work capacity, a target time in queue for work that varies a need for increased or decreased work capacity, levels of response to a predetermined amount of work in the work queue, or a combination thereof.
The customer responsiveness score may be a variable setting in the work and training management system 200. For example, the work and training management system 200 may receive input from the user 215 specifying the customer responsiveness score. In time of urgent training need, the customer responsiveness score may be varied by user input such that additional training sessions 235 are provided to the company representatives 205A-N. The training sessions may provide new product information, new sales techniques, new vocabulary terms, provide new skills, new capabilities, training for internal company policies, or provide any other useful knowledge and skills to provide the company representatives with a new, or higher level of, proficiency. The training may also describe changes in company policy, new employment programs, such as changes in company incentive programs, and may be company representative 205A-N specific or general to all company representatives 205A-N.
For example, a natural disaster in one part of the country prompts a corporation to temporarily adopt two policies effective immediately. A first policy is implemented by assignment of a first training to company representatives responding to customer calls within the affected area. The first training being related to a company representative administered discount for emergency related supplies. In this example, a second training can be assigned to all company representatives to increase an emphasis on emergency preparedness with a list of suggested sales items. In this manner, the company representatives in the effected area are immediately and automatically provided with information needed to perform work related to the current event. Thus, training can also be assigned to company representatives based on geographic location of the company representatives, or of the contact whom which the company representatives service. Upon sufficient training, the customer responsiveness score may be again varied such that additional work, such as response to customer contacts, may be provided to the company representatives 205A-N to thereby reduce the queue level.
For example, referring still to FIGS. 2A and 2B, in time of urgent training need, an input from the user 215, such as an input from a supervisor, can specify a higher customer responsiveness score thereby resulting in a higher queue level, such as 75 in the example of FIG. 2B. However, in times of reduced training need, the user 215 may specify a lower customer responsiveness score, thereby resulting in a lower queue level, such as 25 or zero in the example of FIG. 2B, resulting in quicker response to incoming 240A and outgoing 240B work. The need for training may vary as training is completed, new proficiencies are identified, work related to certain proficiencies increase or decrease, new companies are represented, new products are released, real world events occur, or in response to any other event that may increase or decrease the need for training. Use of the queue level numbers 0-100 should be considered illustrative only and does not necessarily refer to a specific amount of work in the queue, nor a specific wait time. Rather, use of the queue level numbers 0-100 may be considered one of many ranges of queue level gradation, or normalization, which may be selectable by the user 215, automatically selected, automatically varied, or application specific.
The number of user selectable customer responsiveness scores may be limited however, for example by software, employment position, password, or by other means. For example, referring still to FIGS. 2A and 2B, the user 215 may be limited to selecting a customer responsiveness score associated with a gradation between 25 and 75. In some instances to select a customer responsiveness score beyond this example of a limited selectable range, the user 215 may be required to have authorization. For example, it may be required to first verify that the user 215 is logged on with privileges to modify the customer responsiveness score, or is capable of entering a password to access a broader range of user selectable customer responsiveness scores resulting in increased and/or decreased delivery of work 240 and training 235.
The work and training management system 200 further includes a data processing device 250 having access to computer executable instructions that cause the data processing device to control assignment of training and work to the company representatives as well as other functions disclosed herein. Such computer executable instructions can be in the form of software. The work and training management system 200 can further include, or be coupled to, the database 210. The database 210 includes data structures stored thereon which are accessible by the work and training management system 200. For example, the data structures stored on the database 210 can include electronic, magnetic, and/or optically stored information concerning the company representatives 205A-N, concerning work schedules of each company representative 205A-N, concerning scheduled company representative work capacity, concerning expected work requirements, concerning a training time parameter, and/or concerning a customer responsiveness score.
For example, referring to FIGS. 2A and 2C, such information describing company representatives can include lists of proficiencies 255 associated with each company representative. The information describing company representatives can also include a status 260 of each company representative. The status 260 may include a current active status 265 specifying the current status of the particular company representative 205A. For example, the current active status 265 may indicate that the particular company representative 205A is available for work or training, on break, at lunch, completing training, sick, on vacation, busy performing work, or not scheduled, and therefore, unavailable. The data processing device 250 can have access to the information stored on the database 210 and can analyze the various information stored on the database 210 to schedule training sessions 235 for the company representatives 205A-N. The information stored on the database 210 is also updated by the data processing device 250 in real-time as soon as changes in real-life occur.
The data processor 250 can also have access to information stored on the database 210 regarding compensation and incentives. The compensation and incentives can be associated with completion of training sessions 235. For example, the data processor 250 can receive information from the user 215 describing a training success criteria. The data processor 250 can also receive information from the user 215 assigning training sessions to one or more of the company representatives 205A-N. The data processor 250 can provide the training sessions, or cause the training sessions to be provided, to the one or more company representatives 205A-N and receive a result of completion of the training from the company representatives 205B. The result can be a time and day of completion of the training session 235 and/or a result from a test associated with the training session 235. The data processing device 250 can compare the result of the training session 235 to training session result criteria to determine whether an incentive should be provided to the company representative 205A-N. Thus, the incentive can be selectively assigned to the company representative 205A-N by the data processing device 250 as soon as the company representative 205A-N successfully completes the training session 235 according to the training success criteria.
Several of the various acts performed by the data processor 250 may also be performed by, or at the direction of, the user 215. For example, the user 215 may be presented with the result of the completed training session 235 and make the comparison of the result of the completed training session 235 to the training success criteria to determine the incentive for the company representative 205A-N. Moreover, any actions taken by the data processor 250 may require approval by the user 215 before implementation. For example, the incentive determined by the data processor 250 may require approval by the user 215. However, in many embodiments such incentive may be automatically implemented by the data processor 250 such that the company representative 205A-N receives immediate confirmation of the incentive and immediately receives the incentive.
In the contact handling system 55, the work and training management system 200 can include an interface 262 for assigning communication media to the company representatives. The interface 262 can include a communication media switching device that provides a manner in which contacts, and contact media associated thereto, may be routed to any of the company representatives 205A-N.
II. Examples of Additional Contact Handling Processes
A. Real-Time Return Contact Work Assignment Scheduling and Training As discussed above, for various reasons a response to incoming contact media may not be immediately available in a contact handling system. Moreover, an immediate response may not be immediately required, but may be later performed. In such instances, various embodiments disclosed herein relate to generating, tracking, and scheduling of return contact work assignments, and ensuring the performance of the corresponding return contact work assignments.
As discussed herein, there are several kinds of work that can be assigned, routed, and/or scheduled for company representatives. For example, there is real-time inbound work, which includes voice and chat media types. There is also inbound work with relaxed time constraints, such as email, web-generated leads, or “leave a message” work from an inbound IVR. Finally, there is outbound work, such as calling a list of sales leads or return contact work assignments in response to incoming work and requests received for a later response. In addition to the previously described work, there is also training, which is assigned, scheduled, and completed as part of a company representative's work load, and affects the overall work capacity of a contact handling system.
For example, referring to FIG. 3, a method for automatically scheduling a return contact work assignment is illustrated. The method can be performed in a contact handling system. For example, the method can be performed by the work and training management systems 100 and 200 of FIGS. 1 and 2 respectively.
A return contact request is received from a contact (300). The return contact request can be received via any of the contact media discussed herein. For example, the return contact request can be received via an incoming telephone call requesting a call-back telephone response from a company representative. The return contact request can also be received via email, text, or voicemail requesting the return contact work assignment, where the return contact work assignment can be in the same contact media form, or in a different contact media form, as the return contact request.
The return contact request can specify certain criteria and parameters for the return contact. For example, the return contact request can specify a time parameter for response. The time parameter can be any limitation as to the timing of the return contact. For example, the time parameter can specify a time and date for the return contact, a range of acceptable or preferable times for the return contact, or specify that the return contact is to be performed as soon as possible.
The time parameter associated with the return contact request can also be based on one or more suggested time parameters provided to the contact. For example, the suggested time parameter can be provided to the contact as one or more available times for the return contact, and the suggested time parameters can be based on the schedules of one or more company representatives, the anticipated or current workload of the company representatives, anticipated completion of scheduled training sessions, on a combination of such factors, for example.
The return contact request can also be associated with, or specify, a company representative proficiency. For example, a certain company representative proficiency may be required to perform the return contact. Moreover, the return contact request may be associated with a particular work category, or even a particular company representative. The proficiency associated with the return contact request can be identified automatically based on an email address or phone number used by the contact to connect to the contact handling system. The proficiency associated with the return contact request can also be determined based on responses solicited from the contact using scripts provided by an IVR.
The method further includes generating a return contact work assignment (305). The return contact work assignment can include a data structure, or other stored information, identifying the contact requesting the return contact. The return contact work assignment can further identify the proficiency associated with the return contact request. The return contact work assignment can identify the time parameter defined by the return contact request, and any additional information or requirements associated with the return contact request.
The method further includes assigning the return contact work assignment to a company representative (310). The return contact work assignment can be saved in a queue along with other work to be performed prior to being assigned to a company representative. The return contact work assignment can also be immediately and automatically assigned to a company representative upon generation. The return contact work assignment can also be assigned to a company representative by a supervisor, or be requested by a company representative upon having time to perform the return contact work assignment. Finally, the assignment of the return contact work assignment can be based on a requirement of the contact, or can be automatically assigned to the same company representative that interacted with the contact in the first place, a consequence of which was the creation of the return contact request.
The return contact work assignment can be further assigned to the first company representative based at least in part on a comparison of work schedules of a group of company representatives, e.g. a “team” of company representatives, the group of company representatives including the first company representative. The group of company representatives can be automatically selected based on a proficiency associated with the group of company representatives. The group of company representatives can also be automatically selected based on an attribute of the work schedules of the group of company representatives. For example, the group of company representatives can be automatically selected by a proficiency and an opening, or capacity, during the time parameter required by the return contact request reminder. The comparison of the work schedules of the group of company representatives can include a comparison of both work and training scheduled for the company representatives.
The method further includes automatically scheduling the return contact work assignment to the assigned company representative (315). The scheduling of the return contact work assignment can be based at least in part on a schedule of the first company representative. For example, where an incoming telephone call is received from a contact, the contact can listen to automated scripts prompting the contact to provide telephonic selections of an automated menu using the telephone keypad or voice recognition to provide information regarding proficiencies, subject matter regarding the purpose of the incoming telephone call, and information sought by the contact to gather the information for the return contact request.
The scheduling of the return contact work assignment can be accomplished simultaneously, or be combined with the act of assigning the return contact work assignment where the act of comparing the schedules of multiple company representatives can be part of the act of determining which company representative to assign the return contact work assignment.
In one embodiment, as an alternative to being placed on hold, or where a customer representative qualified to take the call is unavailable, a contact can be offered the option of a return contact response at any time. Upon selection of the return contact response option, the contact can be presented with several time parameter options for the return contact response. The work and training management system can also automatically identify and verify a return contact number using caller-ID, for example. Once the work and training management system has received and verified the information associated with the return contact response, the return contact work assignment can be automatically generated, assigned, and scheduled without involvement by a company representative. Once the return contact work assignment is scheduled, while the contact is still on the phone, the return contact work assignment can be summarized for the contact providing the contact with the time parameter and even the identification (which may be name, agent number, or other unique identifier) of the company representative assigned the return contact work assignment. Other verification can also be automatically generated, such as verification text messages or auto-calendar entry scripts, for example for automated entry into Microsoft Outlook or other calendar software.
Each type of work and training can have a priority, or relative weight, and this priority can be factory set in default order, or can be manually, or automatically adjustable. Moreover, the relative priority between different work types and training can change to support the goal of optimizing customer satisfaction. The change of priority may be done by a supervisor as shown in FIG. 8, or it may be done within the computer system under the control of a pre-programmed algorithm.
Assignment and/or scheduling of the return contact work assignment can be based at least in part on a response weight associated with the return contact work assignment, a work weight associated with incoming work, and a training weight associated with scheduled training. In some embodiments, the response weight can be higher than the training weight. In some embodiments, the response and work weights can be higher than the training weight. However in times of urgent training need, the training weight can exceed the response and/or work weights.
As a result of the assignment and scheduling of the return contact work assignment, a training session may need to automatically rescheduled to a later date. The rescheduling may be a result of the larger weight associated with the return contact work assignment. Moreover, as incoming work and training schedules of various company representatives change, the incoming work, training, and return contact work assignments can be automatically reassigned to different company representatives, or to different dates and times. For example, a schedule of a company representative may change altogether, where the company representative decides to work overtime, or go on a vacation. In such instance, the increase or decrease in scheduled work capacity can be automatically accommodated by the work and training management system by reassigning and/or rescheduling the various work, training, and/or return contact work assignments assigned to the company representatives. Moreover, as the company representative completes additional training, which may have been completed by the company representative on her own time, the increase in work capacity can result in automatic rescheduling of work including rescheduling of return contact work assignments.
The response, incoming work, and training weights can be adjustable. For example, the weights associated with incoming work, training, and return contact work assignments can be automatically adjustable or manually adjustable by a supervisor. The change in weights can also be automatically adjusted according to an algorithm used by the work and training management system to automatically determine when, and by how much, to adjust the response, incoming work, and training weights. For example, the adjustment of the weights can be associated with levels of the acceptable adherence, or ranges of priority, associated with return contact work assignment completion, queue level, customer responsiveness score, and training completion. Moreover, during high levels of incoming work, the work and training management system may automatically suggest return contact work assignments to contacts on-hold according to a return contact work assignment suggestion threshold level, thereby reducing the amount of work currently in-queue, but increasing the amount of outgoing work scheduled for a later date. However, at this point, scheduling of company representatives at such later dates can be increased, if needed, to accommodate the scheduled outgoing work including the return contact assignment, as well as the anticipated incoming workload.
A return contact work assignment can also be manually rescheduled by a contact requesting the return contact response. For example, for various reasons, the contact requesting the return contact may need to reschedule. For example, the contact's schedule may have changed and the contact may no longer be available during the time parameter previously associated with the return contact request. Therefore, the contact can modify the time parameter by communication media and the return contact work assignment can be automatically rescheduled according to the new time parameter.
Moreover, a supervisor may deem a change in return contact work assignment scheduling appropriate for various reasons. For example, when reviewing a report of scheduled work, including return contact work assignments, and/or training, the supervisor may decide to reschedule a return contact work assignment for various reasons. The rescheduled return contact work assignment can be automatically accommodated by the work and training management system by rescheduling work, breaks, shifts, training, or any other attributes of the schedule of the company representatives.
The method can further include performing the return contact work assignment (320). For example, when scheduled, the company representative can call or initiate other return contact media, to provide the response to the contact, such as a customer. The status of the company representative can be made unavailable during such scheduled time, or the status of the company representative can automatically be made unavailable upon beginning the return contact response.
The assigned company representative can be prompted to perform the return contact response according to the time parameter associated with the return contact work assignment. In some embodiments, the company representative is automatically required to perform the return contact work assignment at the time of prompting, and is automatically placed in an unavailable status. In other embodiments, the company representative is reminded of the need to perform the return contact work assignment, and may delay performance of the return contact response so long as the company representative does not violate any time parameter associated with the return contact work assignment. Any violations of return contact work assignments, or near violations, can be communicated to a supervisor where the supervisor can oversee, verify, and ensure overall adherence to return contact work assignment parameters or reassign the work as needed.
Overall workload capacity can automatically take into account the amount and estimated duration of scheduled return contact work assignments. For example, additional company representatives can be automatically scheduled as a result of a multitude of scheduled return contact response assignments so that both incoming and outgoing work is adequately handled.
In some instances, a company representative with the same proficiency required by an incoming contact media, or a return contact work assignment, may not be currently available. In such instances training can be provided to a company representative as discussed below, and the return contact work assignment can then be automatically assigned to, and scheduled for, the company representative. For example, referring to FIG. 4 a method for increasing workload capacity for handling return contact work assignments is illustrated. An incoming contact media is received and requests a return contact response (400) that requires a particular proficiency currently unacquired by an available company representative. In such instance, a return contact response can be suggested, because the immediate training of a company representative to handle the contact may result in placing the contact on-hold for too long of a duration.
A return contact request can be generated and assigned to a company representative in need of training to achieve the proficiency (405). The company representative can be automatically and electronically assigned a training session associated with the needed proficiency. The training session can be automatically provided to the identified company representative (410). Upon completion of the training session, the proficiency is automatically associated with the company representative (415) and the return contact work assignment can be automatically scheduled for the company representative (420). The return contact work assignment can be scheduled for the company representative prior to providing the training with an anticipated duration for completing the training taken into account, if needed.
B. Real-Time Routing of Work to Company Representatives
In some embodiments, the systems disclosed herein automatically and immediately increase work capacity and work routing capability as soon as the work and training management system records that a company representative has successfully completed a training session. The training session may be completed successfully where the company representative passes a test, if required, certifying that the company representative has attained the proficiency intended to be attained in connection with completion of the training session. As soon as the company representative has been assigned one or more new proficiencies, one or more additional categories of work, such as customer contacts raising particular issues associated with the one or more new proficiencies, may be routed to the company representative thereby increasing work capacity and routing capability.
In addition, several embodiments automatically and immediately increase work capacity and routing capability as soon as the company representative has gained relevant experience in a proficiency. For example, where the company representative satisfactorily performs work associated with a newly acquired proficiency for a predefined number of hours, or performs work a predetermined number of repetitions (e.g. addresses a predetermined number of contacts associated with the proficiency) the company representative may be assigned an elevated level of proficiency and be immediately and automatically available to receive work associated with the elevated proficiency level. Moreover, where the company representative does not perform work related to a proficiency, the company representative may be required to recertify that the company representative has retained the proficiency, or lose the elevated level of proficiency, or lose the proficiency all together. Thus, there may be several levels associated with each proficiency. For example, there can be between two and ten levels of proficiency.
For example, referring to FIG. 5, a method for assigning work and training to company representatives is disclosed. In this example, the work can be assigned to the company representatives in real-time as soon as the company representatives complete training, or as soon as the company representative and work is available following completion of the training.
The method includes identifying training associated with a proficiency to be provided to company representatives (500). The need for training may be dictated by the type and volume of work that needs to be completed. The volume and type of work may be altered by a real world event, such as a real-life disaster, new products, enhanced products, sudden changes to products, supply or pricing change, change in agreement terms, a new client to be serviced, new customers, new problems encountered by customers, or any other event that may provide a needed proficiency for the company representatives. For example, where a group of company representatives with a first proficiency experience an increased workload resulting in a longer work queue than a second group of company representatives with a second proficiency, it may be desirable to train some of the second group of company representatives so that some of the work associated with the first proficiency may be assigned to such members of the second group of company representatives. In this way, additional work may be performed by the second group of company representatives, thereby eliminating the need to hire additional company representatives for the first group of company representatives when members of the second group of company representatives are easily meeting the associated workload, or even remain idle at times.
The method includes identifying a company representative lacking the proficiency associated with the training (505). The company representative may be identified by a user, such as a supervisor, or the company representative may be identified automatically by software. The company representative without the proficiency may be identified by manually or automatically searching a database containing information listing proficiencies assigned to one or more company representatives. The company representative can be ultimately identified by receiving an electronic input identifying the company representative. The electronic input may be received from a user input device, or from circuitry. The company representative may be identified along with other company representatives as a team, or the company representative may be randomly selected as a result of the identification of a certain number, or percentage, of company representatives specified for training.
The company representative may be identified as in need of maintenance training. The maintenance training may recertify that a company representative retains a proficiency. Identification of the company representative in need of maintenance training may be accomplished by tracking the types and frequencies of proficiencies used. For example, where a company representative has not received work associated with a particular proficiency for some time, the company representative may receive maintenance training to insure that the company representative retains the required proficiencies. Such maintenance training may, in some instances, only include a test so as to recertify that the company representative has retained the proficiency. Where the company representative does not complete the maintenance training, or fails a test associated with the maintenance training, the company representative may lose the associated proficiency, and/or be assigned a lower level of proficiency and no longer be assigned work associated with the proficiency or higher level of proficiency.
The method further includes providing a training session associated with the identified training to the identified company representatives (510). The training session can be provided, for example, electronically via a network. The training session can be provided to the identified company representative in between assignment of work to the company representative. Alternatively, the training session can be scheduled for the company representative in real-time so that the company representative knows when the company representative will need to complete the training session and what training session they will need to complete. For example, the training session can be automatically scheduled for the company representative as soon as the training is assigned to the company representative. In one embodiment, the company representative can access the training session from a computer coupled to the Internet as soon as the training session is scheduled.
The training session can include, or be associated with, a test. The test can be used to certify that the company representative has achieved the intended proficiency following the training session. Where the company representative does not achieve a high enough score on the test, the company representative may be required to retake the training session and retake the test prior to being assigned the associated proficiency. Likewise, the company representative will not be assigned any work associated with the proficiency until the company representative successfully completes the training and test.
The method can further include receiving notification when the training session has been completed by the company representative (515). The notification can be received electronically via email, or an electrical notification that indicates via software that the training session has been completed. The notification can be received by a work and training management system from a workstation, or other computer, where the company representative completes the training. The notification can include a description of the date and time on which the training session was completed by the company representative. Where the training session includes, or is associated with, a test, the notification can further include a result of the test. The result can include a description that the test was completed, was failed, was passed, or may provide a score related to the level of success that the company representative achieved in the test.
Upon satisfactory completion of the training session, the associated proficiency is assigned to the company representative (520). The proficiency can be assigned to the company representative by updating a data structure listing proficiencies associated with the company representative. The associated proficiency may be electronically assigned in real-time by software such that the company representative is automatically assigned the proficiency as soon as the company representative completes the training session.
The method further includes receiving work associated with the same proficiency associated with the completed training session (525). The work can be any type of work to be completed by the company representatives. In an embodiment associated with a contact service center, the work can be in the form of communication media to be serviced, such as answering incoming calls, emails, and text messages, or performing outgoing calls, emails, and text messages. However, while the teachings disclosed herein find particular advantages in such contact service center applications, where reduced customer wait time is important, and the need for automated training may be of particular interest, the work performed is not limited to such applications and may find similar or additional unexpected advantages in other applications as well.
The work received may also be of a particular category of work where the category of work is associated with a set of proficiencies. In such instances, the work can be organized based on the associated category, matched with company representatives assigned the same proficiencies that are associated with the category of work, and immediately routed to the company representative having the proficiencies associated with the category of work. Assignment of the work to the company representative can occur in real-time such that the company representative receives work associated with a newly acquired proficiency as soon as the company representatives are assigned the new proficiency.
In some embodiments, the company representatives may be organized into teams. For example, members of a team of company representatives may share several proficiencies, and when a need for training is identified, the training may be assigned to each member of the team of company representatives. Thus, training can be electronically provided to each member of the team of company representatives in real-time as the need for training is identified. For example, where team A has proficiencies associated with a category of work relating to product A, where an improvement to product A occurs, each member of team A can be assigned training to provide team A with the knowledge and skills to perform work associated with the improvement to product A.
As soon as each member completes the training session, either individually or as a team, the proficiency associated with the training can be assigned to each member of the team of company representatives. Work can then be provided to the team of company representatives as soon as each member of the team of company representatives is assigned the proficiency (530).
Information describing each of the acts disclosed herein can be output to an electronic device. The information can be automatically output in real-time as soon as the acts disclosed herein are performed. For example, information describing company representatives completing training, company representatives performing work, assignment of training, assignment of work, work in the queue, a customer responsiveness score, proficiencies, newly acquired proficiencies, status of company representatives, comparisons between company representatives and teams of company representatives, and information describing whether the customer responsiveness score is met can be output to an electronic device. One example of an electronic device is a display. Thus, such information can be output to a display as part of a graphical interface where a supervisor, company representative, or other user, can view such information.
Moreover, after review of such information, the user can provide real-time control over any of the functions disclosed herein regarding the identification and assignment of training to company representatives, and the assignment of work to the company representatives.
C. Real-Time Routing of Training to Company Representatives
In addition to updating of routing capability, embodiments disclosed herein also relate to methods for rapid and automated training of company representatives. When a supervisor identifies a need for training that is currently available, the systems described above can allow the supervisor to identify company representatives, or teams of company representatives, to be provided the training.
As an additional feature, the systems can be configured such that those assigning the training to the company representatives set up a scheme, or template, for training assignment. For example, the user can relate the training to proficiencies already assigned to the company representatives. The work and training management system uses the identified relationship between an existing proficiency and a new proficiency to act as a rule by which the training is assigned to other company representatives via software.
Referring to FIG. 6, a method for providing training to company representatives is disclosed. The method includes identifying one or more company representatives in need of training (600). The identification may be received via an electronic input from a user, or from circuitry, such as a processor, executing computer executable instructions that cause the circuitry to identify company representatives in need of training.
The method further includes defining a time parameter for completion of the training (605). The time parameter may be defined by a user, or by software. The time parameter can include a target date for completion of a training session, a target number of days for completion of the training session, a target number of training sessions to be delivered during a time period (e.g. a number of training assignments per day), or may indicate that no time requirement is set at this time. For example, the time parameter can define a time parameter for a single company representative, a time parameter for a team of company representatives, a number of training session completions to be completed in a time period, or a time parameter for a group of selected company representatives to complete one or more training sessions.
Multiple time parameters may also be defined. Thus, a first time parameter may define a time by which a first training session is to be completed, and a second time parameter may define a second time by which a second training session is to be completed. Moreover, the first time parameter may require a first team of company representatives to complete a training session during a first time period. The second time parameter may require a second team of company representatives to complete the same training session during a second time period that is different than the first time period. The second time period may overlap the first time period (i.e. at least partially in parallel) or the second time period may be entirely before or after the first time period (i.e. in series). The time parameter may also be automatically determined based on a need for providing the additional proficiencies to the company representatives.
The method further includes analyzing various parameters to schedule the training session for the company representative (610). For example, work schedules, a number of company representatives currently on-shift, scheduled company representative capacity during a time frame, current work requirements, expected work requirements, the one or more time parameters, a relative priority parameter between training completion and work completion, the earliest shift scheduled for each company representative, a shift length of each scheduled company representative, a shift length of each scheduled company representative versus seating capacity in the instance that a shift can be extended, and/or a customer responsiveness score may be compared.
For example, work capacity and current or expected work requirements can be analyzed to identify time where work capacity outweighs current or expected work requirements and training may be scheduled during such times. The work requirements can include a number of customer contacts to be serviced. The customer contacts to be serviced can include incoming communication media to a contact service center and/or outgoing communication media initiated by the call center or sent in follow-up as a return communication media.
The training session is then scheduled based on a result of the analysis of the parameters (615). For example, as a result of the analysis of the various parameters, company representative schedules may also be modified to accommodate the training. For example, work schedules may be changed, lengthened, shortened, added, removed, or otherwise modified during the scheduling of the training.
Each company representative scheduled for training can be notified regarding the scheduled training (620). The notification can include sending an electronic notification by various notification media to the company representative. The notification can include information describing the training and the time parameter for completing the training. Examples of notification media include an automated email, an electronic appointment for insertion in an electronic calendar program, an automated telephone call, an automated text message, an automated facsimile, and/or other communication media. The notification can be automatically generated by software as soon as the training session is scheduled and the time parameter is received. The notification can notify the company representative of the scheduled training session and time parameter when the company representative is on-shift or off-shift.
The method further includes providing the training session to the company representative (625). The training session can be provided to the company representative when the company representative is on-shift or off-shift. For example, the company representative may be intermittently provided the training session while the company representative is at work, and may occur intermittently between completion of work by the company representative. The training session can also be provided to the company representative via a remote electronic device. For example, the company representative can be notified of the need to complete the training session during a particular time period, and the company representative can access the training session from home, or other remote location, via the Internet, or the training session may be communicated, or otherwise made accessible, to the company representative in another manner.
The method can further include receiving an electronic signal indicating completion of the training session by the company representative (630). The completion notification can include information describing the time and date of completion of the training session and/or a result, such as a score, achieved in a test included in, or associated with, the training session. Upon completion of the training session, the company representative is assigned the new proficiency (635). For example, information stored in a database can be updated to include the newly acquired proficiency.
Completion of training sessions can affect scheduling, shift extensions, and at-home notifications, as well as instantly allowing the change in work capacity as discussed above with regards to FIG. 4. Real-time reporting can include training completion, success of completion such as scores, and average scores in tests certifying the results of the training. Real-time reporting can be accomplished by displaying the information in electronic or paper format, by providing electronic notification, or by other means.
D. Real-Time Prioritization Between Work and Training
Several embodiments disclosed herein further include a selectable work response setting. In such embodiments, a supervisor, for example, can vary the work response setting such that a relative priority between work completion and training completion may be varied. For example, the systems described above can include a prioritization control module. The prioritization control module can include a first setting and a second setting. The first setting can be labeled in such a manner as to show preference for work completion, and the second value can represent preference for training completion (with the result of least-desirable work completion).
In one embodiment, the supervisor may be allowed to set the relative level of work completion and training completion at gradations of 10-100 steps, where the step 100 is the highest work completion preference and 10 is the highest training completion preference in this example. Based on the setting chosen, the system computes the customer responsiveness score for the chosen setting by scaling the two end values against the prioritization control setting gradation. For example in a range of 30-90 seconds allowable customer responsiveness score variation, set 10% from 90, the customer responsiveness score for average queue time is 90−((90−30)×0.10), or 84 seconds. An administrator can also enable a limited range of discretionary adjustment allowed to the supervisor.
During normal system operation and workload levels, the system can use an administrator-defined customer responsiveness score. The system delivers training to company representatives while the customer responsiveness score is exceeded, and avoids training while the customer responsiveness score is not met. Training sessions can be cancelled if the system approaches (e.g. within 5%, 10%, 0% or higher) the least-desirable priority control value in order not to exceed the least-desirable priority control value. During unexpected traffic patterns, however, or times of urgent training needs, the supervisor may override the default prioritization control, within limits set by the administrator. The prioritization control override may be determined by the judgment of the supervisor, or according to an internal business scheme.
For example, referring to FIG. 7 a method for controlling assignment of training and assignment of work to one or more company representatives is disclosed. The method includes changing a priority setting that defines a relationship between a training parameter and a workflow parameter (700). The method further includes adjusting the relative rate of training completion and work completion based on the change in the setting (705).
FIG. 8 discloses another method for controlling training completion and work completion by company representatives. An event occurs that triggers the need for training (800). A target customer responsiveness score is changed as a result of this event (805). For example, an electronic input can be received from a user that specifies a new target customer responsiveness score. The change in target customer responsiveness score effects a relative priority between work completion and training completion. The target customer responsiveness score may relate to an allowable level of work in a queue. If the allowed level of work stored in the queue is allowed to increase by increasing the customer responsiveness score, the amount of time spent by company representatives completing training may be correspondingly increased. The target customer responsiveness score can relate to a service level agreement between a work provider and a company contracting with the work provider. The service level agreement may include an average time in queue, and a required success rate in maintaining the average time in queue. For example, the success rate may specify that an average time in queue of one and a half minutes must be achieved 80% of the time. The target customer responsiveness score may be allowed to cause a service level to not be met, where urgent needs of training are required. However, the level to which the target customer responsiveness score is allowed to be changed may be limited by an administrator as discussed below.
The method further includes delivering a training session to company representative(s) (810). The amount of training delivered to the company representatives is increased or decreased until the customer responsiveness score is met (815). The amount of training may refer to types of training, length of training, number of training sessions delivered, timing of training, or other factors that relate to an effect the training has on the company representatives capacity for work completion. Thus, where the customer responsiveness score is increased, thereby allowing for additional training, the additional training may be automatically electronically provided in real-time to the company representative(s) (810) until the average time of work in the work queue increases to the specified customer responsiveness score (815). Once sufficient training has been completed, the customer responsiveness score may be automatically or manually reduced such that the priority of work completion is increased, and the amount of work in the work queue is subsequently reduced.
As discussed above, the customer responsiveness score may relate to an average time that work spends in the queue before the work is provided to a company representative. According to one example, an average time in the queue may be varied between immediate response and three minutes before response, for example. According to another example, an average time in the queue may be varied between thirty seconds and three minutes. According to another example, an average time in the queue may be varied between thirty seconds and one and a half minutes.
1. Limited Selectable Customer Responsiveness Scores
The range of selectable customer responsiveness scores may be limited to a maximum selectable setting and a minimum selectable setting. Such settings can be team specific such that a first customer responsiveness score setting associated with a first team of company representatives can be different than a second customer responsiveness score setting associated with a second team of company representatives. In some instances there may be a greater need to complete training for a first team of company representatives and a greater need to complete work for a second team of company representatives.
With respect to such settings, the training session may be provided only when the customer responsiveness score is met. Where the customer responsiveness score is not met (815), training can be canceled (820). Moreover, where the customer responsiveness score is not met (815), training sessions already begun by company representatives may be canceled at that time (820) and completed at a later date.
2. An Example of a Graphical User Interface for Setting a Customer Responsiveness Score
Referring to FIG. 9, a graphical interface is disclosed that enables a user to control relative rates of completion of training and work by company representatives. The graphical interface shown in FIG. 9 may represent an example of a screen presentation displayed as a window in conjunction with a Microsoft Windows software package. The graphical interface shown in FIG. 9 may be presented along with other graphical interface windows discussed herein.
The graphical interface includes a first graphical input element 900 configured to provide a visual representation of a target customer responsiveness score, the target customer responsiveness score being a selectable level of relative priority between work completion and training completion by the company representatives. In this example, the first graphical input element 900 is embodied by a graduated bar that extends between a minimum selectable priority level of 30 on the left of the first graphical input element 900 and a maximum selectable priority level of 90 on the right of the first graphical input element 900. As discussed above, the selectable priority level may be limited, or limited based on authority to vary the selectable target customer responsiveness score.
The graphical interface further includes a first display element 905 displaying a best-allowed customer responsiveness score. The best-allowed customer responsiveness score is an example of a limit on the range of selectable customer responsiveness score which results in the most priority directed toward work completion. The graphical interface further includes a second display element 920 displaying a worst-allowed selectable customer responsiveness score. The worst-allowed selectable customer responsiveness score results in the most priority directed toward training completion and the least priority directed toward work completion. The graphical interface further includes a third graphical display element 915 that displays current customer responsiveness score. The current customer responsiveness score can vary in real time as the amount of work to be completed varies in real-life. For example, as the average time of work in a queue, or an amount of work in a queue changes, the current customer responsiveness score can vary according to the changes that occur in the work queue in real life, and automatically effect that amount of work and training that is provided to the company representatives as soon as the changes occur in real life.
E. Distributed Training for Company Representatives
In the case where multi-part training is not order dependent, an administrator can configure a “scatter upgrade”, wherein training sessions are statistically distributed across a group of company representatives. For example, if an immediate need for five independent upgrades is triggered, the work and training management system will select from among the five training sessions, keeping training completion totals equivalent across all five training sessions in some embodiments, allowing for rapid dissemination of a wide but shallow upgrade capacity that deepens with additional training completion over time. In many embodiments, all representatives eventually receive all of the training sessions, but an individual company representative may not be able to predict the order in which the company representative will receive the training sessions.
Each training set can be tracked in a database in a manner similar to single-instance training sessions as discussed above. When each company representative satisfactorily completes the required training, the increase in work capacity by the increased proficiencies can immediately be accounted for in the routing of work as discussed with regard to FIG. 5. Training delivery can include aspects of real-time prioritization control of training delivery versus customer responsiveness discussed above with regards to FIGS. 6-8. Historical reporting to supervisors and company representatives can reflect any new incremental increase in capability each time the report is generated. Thus, real-time reporting can immediately reflect each new increase in company representative capability.
For example, referring to FIG. 10, a method for managing work and training for company representatives is disclosed. The method includes identifying a first company representative without a first proficiency associated with a first training, and also without a second proficiency associated with a second training (1000). The method further includes identifying a second company representative without the same first proficiency and without the same second proficiency (1005).
The method includes providing the first training session to the first company representative (1010) and providing the second training session to the second company representative (1015). After the first training session is completed by the first company representative, the proficiency associated with the first training session is assigned to the first company representative (1020). After the second training session is completed by the second company representative the second proficiency is assigned to the second company representative (1025). The assignment of proficiencies can be accomplished by storing data in a database associated with the proficiencies assigned to the company representatives.
As soon as the first proficiency is assigned to the first company representative, work associated with the first proficiency can be immediately provided to the first company representative (1030). Likewise, as soon as the second proficiency is assigned to the second company representative, work associated with the second proficiency can be immediately provided to the second company representative (935). Thus, at this point, the company has one company representative trained in each of the first and second proficiencies such that the company representatives are, collectively, able to receive work associated with the first and second proficiencies.
After the first training session is completed by the first company representative, the second training session is provided to the first company representative (1040). Likewise, after the second company representative has completed the second training session, the first training session is provided to the second company representative (1045).
As soon as the second proficiency is assigned to the first company representative (1050), work associated with the second proficiency can be immediately provided to the first company representative (1060). Likewise, as soon as the first proficiency is assigned to the second company representative (1055), work associated with the first proficiency can be provided to the second company representative (1065). Thus, at this point, both company representatives have been assigned the first and second proficiencies, and each representative is therefore able to receive work associated with both the first and second proficiencies.
These teachings may be expanded to any number of company representatives and any number of training sessions. For example, referring to FIG. 11, a chart disclosing a method for managing work and training for five company representatives CR1-CR5 is illustrated. An electronic input may be received identifying each of the five company representatives CR1-CR5, or a database can be searched to identify the five company representatives CR1-CR5, who lack the five proficiencies associated with the five training sessions T1-T5. Any number of company representatives or teams of company representatives may be identified along with any number of training sessions, where the numbers of company representatives and training sessions used herein are for illustrative purposes only.
During a first training set, the first company representative CR1 is provided with a first training session T1, the second company representative CR2 is provided with a second training session T2, the third company representative CR3 is provided with a third training session T3, the fourth company representative CR4 is provided with a fourth training session T4, and the fifth company representative CR5 is provided with a fifth training session T5. Therefore, at this point, one of the five company representatives CR1-CR5 is trained in each of the five training sessions T1-T5.
Providing the training sessions to each of the five company representatives may be accomplished automatically by computer controlled routing for assignment of the training sessions T1-T5. Moreover, the proficiency associated with each of the training sessions T1-T5 provided to the company representatives CR1-CR5 can be immediately assigned to the respective company representatives such that work associated with each proficiency can be assigned to the corresponding company representative as soon as the training session is completed as discussed above with regard to FIG. 5.
During a second training set, the first company representative CR1 is provided with the second training session T2, the second company representative CR2 is provided with the third training session T3, the third company representative CR3 is provided with the fourth training session T4, the fourth company representative CR4 is provided with the fifth training session T5, and the fifth company representative CR5 is provided with the first training session T1. Therefore, at this point, two of the five company representatives CR1-CR5 are trained in each of the five training sessions T1-T5.
Similarly, during a third, fourth, and fifth training set, the training sessions are sequentially provided to each of the company representatives CR1-CR5 as shown in FIG. 11. Thus, after the fifth training set all five of the company representatives CR1-CR5 have been trained in all five of the training sessions T1-T5. However, over the course of each set, the depth of each proficiency is deepened thereby gradually increasing the amount of work associated with each proficiency that can be routed to the company representatives CR1-CR5.
The rotation of training sessions between sets of training is not necessarily sequential. For example, the rotation of training session may be according to a scheme, pattern, random, or on any basis. However, according to another embodiment, training sessions can be assigned a priority level and be provided to company representatives based at least in part on the priority level assigned to each training session. Thus, the depth of each proficiency can be increased at different rates depending on a priority associated with each proficiency and associated training.
For example, referring to FIG. 12, an example of a method for managing work and training for company representatives is illustrated. In this example, there are four company representatives CR1-CR4, three training sessions T1-T3 to be completed, and three training sets during which the training T1-T3 is completed. In this example, a second training session T2 has been assigned a higher priority than a first training session T1, and the first training session T1 has been assigned a higher priority than a third training session T3.
During a first training set, the first company representative CR1 is provided with the first training session T1, the second company representative CR2 is provided with the second training session T2, the third company representative CR3 is provided with the second training session T2, and the fourth company representative CR4 is provided with the third training session T3. Therefore, upon completion of the first training set, two company representatives CR2 and CR3 are assigned the proficiency associated with the second training session T2 assigned the highest priority, one company representative CR1 is assigned the proficiency associated with the first training session T1 assigned the second highest priority, and one company representative CR4 is assigned the proficiency associated with the third training session T3 assigned the lowest priority. As a result, as soon as the newly acquired proficiencies are assigned, twice as much work associated with the second proficiency can be assigned to the company representatives, as compared to the volume of assignable work associated with the first and third proficiencies.
During a second training set, the first company representative CR1 is provided with the second training session T2, the second company representative CR2 is provided with the first training session T1, the third company representative CR3 is provided with the first training session T1, and the fourth company representative CR4 is provided with the second training session T2. Therefore, upon completion of the second training set, all four company representatives CR1-CR4 are assigned the proficiency associated with the second training session, three company representatives are assigned the proficiency associated with the first training session, and one company representative is assigned the proficiency associated with the third training session. As a result, more work associated with the first and second proficiencies can be completed by the company representatives as compared to the volume of assignable work associated with the third proficiency.
During a third training set, the first, second, and third company representatives CR1-CR3 are provided with the third training session T3 and the fourth company representative CR4 is provided with the first training session T1. Therefore, upon completion of the third training set, all four company representatives CR1-CR4 are assigned the proficiency associated with each of the three training sessions T1-T3. However, as illustrated in FIG. 12, where different training sessions are needed, the different training sessions can be selectively provided to different company representatives in a predetermined pattern such that each training session is dispersed across a group of company representatives according to a priority assigned to each training session.
F. Real-Time Training and Incentives for Company Representatives
According to the teachings disclosed herein, incentives may be automatically associated with completion of training and/or testing. For example, incentives may be awarded based on a combination of timeliness and score for training completion. In this instance, the company representative is notified of the need to complete a training session, and that timeliness is important. Thus, where two company representatives are assigned training, each company representative completes a test as the last step of the training. Where a first of the company representatives completes the training in two days, with a score of 100%, that company representative automatically receives a pay increase, effective immediately, of $0.17 per hour. However, a second of the company representatives completes the training in four days, with a score of 100%, and automatically receives a pay raise, effective immediately, of $0.11 per hour. Therefore, the level of incentive can be determined based at least in part on training completion timeliness.
According to another example, scores and/or ratings are received via a customer satisfaction system and taken into consideration to determine an incentive. One format for capturing these customer satisfaction scores is a customer survey, however, any application medium for gathering customer satisfaction levels may also be used. For example, the methods disclosed herein can include an act of providing a customer survey. The methods can further include an act of receiving a result of the customer survey. The result can include an evaluation of a company representative who assisted the customer. The result can be automatically taken into consideration to determine an incentive. The result can also be taken into consideration when assigning a proficiency, or an elevated level of proficiency. The result of a survey can also determine assignment of training. For example, a result of a survey may identify a company representative in need of training. The training can be assigned to the company representative by a supervisor or automatically and immediately as soon as the result of the survey is received. Scores and/or ratings can also be received by supervisors monitoring the work completion by the company representatives. There can be scores from website feedback and customers requesting to speak to a supervisor. The result can also take into consideration attendance, punctuality, dress, conduct, supervisor evaluations, and peer-comparisons between different company representatives.
The results of this performance scoring can result in no change in compensation, a decrease of pay rate until training is complete, an increase or decrease in pay rate based on test scores, and/or issuance of a one-time benefit, for example. Incentives may also be in the form of material awards such as a monetary bonus, gift certificate, apparel, or a consumable. Incentives may also be in the form of non-monetary rewards or privileges, such as shift-bidding priority, extra paid time off, change of job title, eligibility for next-level training, promotion, coaching, mentoring, or temporary parking.
Representatives are automatically informed of incentives. For example, the representatives can be immediately informed of a determined incentive as soon as the representative completes the training via the notification media disclosed above. All automated changes in compensation and other incentives can be based on settings made by administrators and stored in the database for action by the system. Such changes may be part of the tracking related to real-time results of test scheduling, completions, and scores.
For example, referring to FIG. 13, a method for determining incentives for a company representative is disclosed. The method includes determining a training success criteria (1300). The training success criteria can include a required number of correct answers on a test to successfully complete the training. The training success criteria can also specify different levels of success. For example, the training success criteria can specify a first number of correct answers for a first level of success, and a second number of correct answers for a second level of success. The training success criteria can also include a required success in customer completed surveys.
The training success criteria can further include a timeliness criteria. The timeliness criteria can have different levels of required timeliness. For example, the timeliness criteria can be defined by a first maximum permissible amount of time between assignment of the training and completion of the training by the company representative, resulting in a first incentive. The timeliness criteria can further be defined by a second maximum permissible amount of time between assignment of the training and completion of the training by the company representative, corresponding to a second incentive.
The training success criteria can be determined by a user, such as a supervisor, or the training success criteria can be determined by a machine executing software to determine the training success criteria. The training success criteria can be received from an electronic input device, such as a keyboard, mouse, pointer, touch screen, or other electronic input device; or the training success criteria can be received in the form of an electrical signal from circuitry, such as hardware executing software.
The method further includes assigning a training session to a company representative (1305). For example, an electrical input can be received that assigns the training to the company representative.
The method can include notifying the company representative of the assigned training (1310). The method can further include notifying the company representative of the training success criteria, which can include a timeliness requirement for completing the training session. The method can further include notifying the company representative of an incentive that will be determined upon completion of the training session according to the success criteria.
The training session is provided to the company representative (1315). A result of the training is received (1320). The result can include a date and time that the training was completed. Where training session includes a test, the result can further include a score received by the company representative on the test. The result can also indicate whether the timelines requirement was met.
The incentive is determined based on an analysis of the result of the training session and the success criteria (1325). For example, the incentive may be in the form of an increase in compensation, a decrease in compensation, no change in compensation, a monetary bonus, increase in wage, a privilege, shift bidding priority, paid time off, a change in job title, eligibility for additional training, a promotion, coaching, mentoring, parking, a gift certificate, apparel, any type of consumable, or any other incentive.
The result analyzed can also include feedback from a contact. For example, after the company representative has completed training and been assigned a proficiency associated with the training, the company representative can receive work in the form of servicing customer calls associated with the newly assigned proficiency. After the calls are serviced, the customer can complete a survey evaluating the company representative. Thus, a result of this survey can be received and also be considered in determining the incentive.
Information describing the incentive can be communicated to the company representative and/or the user (1330). The user can provide approval of the incentive or the incentive can become effective as soon as the incentive is determined, and the incentive may be determined in real-time as soon as the company representative completes the training according to the training success criteria. Information describing the incentive can also be stored in a database or other computer-readable media (1335).
Any of the methods disclosed herein can include any combination or multiplicity of the acts and steps of the various other methods disclosed herein and are not limited to the particular acts and steps of each particular method. For example, the acts and steps of the methods disclosed in chapters A-F of section II can be combined in any manner.
III. Additional Examples of Graphical User Interfaces
Various user interfaces can be used to communicate between the user, the company representatives, and the software and/or hardware implementing the processes disclosed herein. For example, graphical user interfaces can be used to receive user input from user input devices and to display information for the user to review, and upon such information, decisions may be made. The information displayed can describe any aspect of training, assignment of work, work completion, work queue level, company representative performance, team performance, or any other parameter disclosed herein. Moreover, a graphical user interface can further include one or more input fields for receiving user input.
For example, referring to FIG. 14, an example of a first supervisor graphical interface is illustrated. The supervisor graphical interface illustrates a return contact work assignment report that may be displayed to the supervisor enabling the supervisor to view a summary of assigned and unassigned return contact requests as well as make any changes thereto deemed appropriate by the supervisor. In the report illustrated in FIG. 14, the supervisor can see that there is currently one company representative, Tom Milligan, in the Account Management team, and two company representatives, Ryan Campbell and Josey Jones, in the Customer Care team. The report shown in FIG. 14 shows the current time as well as the status of each company representative. For each return contact work assignment, the report provides the supervisor with various information including the name of the contact, a time parameter associated with each contact response request, and information regarding whether the return contact reminder is in progress, has been completed, assigned, is currently unassigned, or is later than the time parameters.
Using the graphical user interface illustrated in FIG. 14 the supervisor can ensure that scheduled return contact work assignments are being completed according to their associated time parameters. Where a time parameter is approaching but not yet completed, the report can indicate this by emphasizing the return contact work assignment. The emphasis can also be associated with particular importance of return contact work assignments based on particular contacts, teams, or other criteria which may make one return contact work assignment more important than another return contact work assignment. The emphasis can be provided by colored text, highlighted illumination, bold border lines, or by any other visually discernable manner.
While assignment, scheduling, reassignment, and other modifications to return contact reminders can be performed automatically by the work and training management system, the supervisor can also modify assignment and scheduling of return contact work assignments using the graphical user interface illustrated in FIG. 14. For example, the graphical user interface can include a selectable button 1400 by which the supervisor can be allowed to change assignment and/or scheduling of return contact work assignments.
The modifications to the assignment and scheduling of return contact reminders can also be made directly to the report presented in the graphical user interface of FIG. 14. For example, referring to FIG. 15 the graphical user interface of FIG. 14 is shown where a pop-up window 1500 has been opened, for example by right-clicking a particular return contact reminder. The pop-up window lists other company representatives available for reassignment of the return contact work assignment associated with the contact selected, Darren McAllister. In this instance, the supervisor may have noticed that the currently assigned company representative, Ryan Campbell, is on Break. While the currently assigned company representative may have been scheduled to return from break and complete the return contact work assignment, the supervisor may have noticed that another company representative, Josey Jones, is currently available to perform the return contact work assignment. Therefore, the supervisor can reassign return contact work assignments on any basis by revising the report illustrated in FIGS. 14 and 15.
The reassignment of a return contact work assignment may result in a need for training. For example, referring still to FIG. 15, where the supervisor decides to assign the contact associated with the contact Darren McAllister to the company representative Tom Milligan, Tom Milligan may not have the proficiency associated with the selected return contact work assignment. In such instance, the reassignment of a return contact work assignment may automatically cause training to be scheduled for a company representative, in this case Tom Milligan, which must be provided, completed, and new proficiency attained prior to the time parameter associated with the return contact work assignment. For example, as shown in FIG. 15, where the return contact work assignment associated with the contact Darren McAllister is reassigned to the company representative Tom Milligan, such reassignment can change the current training being performed by Tom Milligan such that Tom Milligan can complete the training associated thru the reassigned return contact work assignment, be assigned the required proficiency, and contact Darren McAllister by 5 PM. Where such training is not completeable by the required time parameter, an error message can be presented to the supervisor preventing the supervisor from reassigning the return contact work assignment. The need for providing training as a result of reassignment can also be provided to the supervisor allowing the supervisor to assess whether or not to reassign the return contact work assignment on this basis as well.
Referring to FIG. 16 a first example of a company representative graphical user interface is illustrated. The graphical user interface shown at FIG. 16 can be a graphical interface provided at a company representative workstation, such as those that may be included in the workstations 105 and 205 of FIGS. 1 and 2A. As shown, the company representative graphical user interface can display various information of interest to the particular company representative and enabling the company representative to perform work. For example, the company representative can include a work display element 1600 that can display various information about overall, team, or individual work, such as calls currently on hold in a queue, available company representatives, a current service level, and the longest current hold time of work in the queue.
The company representative graphical user interface can include an administrative display element 1605 that can provide the company representative with information regarding work environment, company promotions, work day schedule, and any other information that the company representative may be interested in regarding the company representative's work environment.
The company representative graphical user interface can further include an incentive display element 1610. The incentive graphical display element can include a graphical description of the particular company representative's progress regarding performance, training, quality, adherence, and productivity along with a cumulative, or daily, incentive pay earned. The incentive display element 1610 can also include such information for other company representatives, such as a team of company representatives of which the company representatives is a member, so that the company representative can compare her progress to that of other company representatives.
The company representative graphical user interface can further include a training display element 1615. The training display element 1615 can include a description of the next available training session assigned to the company representative. The training display element can include a selectable element 1620 configured to allow the company representative to begin, or restart, training assigned to the company representative.
The company representative graphical user interface can further include a return contact work assignment, or “Promise Keeper”, graphical display element 1625. The return contact work assignment graphical display element 1625 can include a list of return contact work assignments assigned and/or scheduled for the company representative including relevant information for reaching the contact and/or the particular time parameter associated with the return contact work assignment. The return contact work assignment display element 1625 can also include a selectable feature 1630 to review the manner in which the return contact work assignment was created and requirements for the return contact work assignment is to be performed. For example, the return contact work assignment display element can include a selectable feature 1630 for reviewing an audio recording of an incoming call in which the contact requests the call-back response as well as commands associated thereto.
Once the time parameter associated with a return contact request occurs, or become near in time, the company representative can be prompted to perform the return contact work assignment. For example, referring to FIG. 17, the company representative graphical display interface of FIG. 16 is shown where a pop-up reminder 1700 of a return contact work assignment is shown. The return contact work assignment 1700 can include the name of the contact, the contact information, such as phone number(s), and the time parameter associated with the return contact work assignment. The reminder 1700 can also include any relevant information for performing the return contact work assignment, such so that the company representative can be prepared for performing the return contact work assignment.
Referring to FIG. 18, aspects of an example of a second supervisor graphical interface that enables a supervisor to monitor and control real-time delivery of training and work to company representatives. The graphical interface includes a first display element 1800 configured to provide a visual representation of a priority setting being a selectable level of priority between work completion and training completion by the company representatives. For example, in this embodiment the number 92 can refer to a target customer responsiveness score, which can relate to a specified average time in a queue for work.
The graphical user interface includes a second display element 1805 configured to graphically display work stored a queue. For example, the second display element 1805 can list a number of calls on-hold in a queue. The second display element 1805 can also show a historical representation of the number of calls stored in the queue over time. The second display element 1805 can be team selectable such that information describing work stored in a queue for different teams of company representatives can be displayed. Similarly, any of the other graphical display elements may be team or individual company representative selectable.
The graphical user interface further includes a third display element 1810 listing information identifying the company representatives and listing a status of each company representative. For example, the third display element 1810 can list a company representative's name, status, duration of time that the company representative has been at the current status, and team to which the company representatives belong.
The graphical user interface further includes a fourth display element 1815 listing active contacts. The fourth display element 1815 further provides a state for each active contact, for example, whether the active contact is being serviced, is on-hold in the queue, or is in a pre-queue state. In the pre-queue state, the contact may be interacting with an automated interactive menu. The automated interactive menu can use scripts received from the IVR and can provide automated questions to classify the contact with a category of contacts, and/or associate proficiency(s) for assigning the contact to a company representative or a team of company representatives with the associated proficiencies. Certain categories and/or proficiencies can be automatically associated with the contact based on a phone number which the contact called, or information about the contact that is already known. For example, if the number from which the contact calls identifies the contact with known information, that information can be accessed and used to associate the contact with a proficiency for assigning the contact to a company representative.
Referring to FIG. 19, a second supervisor graphical interface is shown. The second supervisor graphical interface includes several display outputs visually displaying real-time information of interest to a supervisor of company representatives. For example, the second supervisor graphical interface includes several display outputs that compare the supervisor's team of company representatives productivity 1900, adherence 1905, profitability 1910, training 1915, sales 1920, and overall score 1925 to other teams of company representatives. Thus, upon review of the information displayed by the second supervisor graphical interface, the supervisor is aware of how the team of company representatives compares to other teams of company representatives.
The graphical interface can further include additional display elements to visually display assignment of work to company representatives and completion of work and training by company representatives. Additional display elements can display customer satisfaction and/or to display any other information described herein related to company representatives, proficiencies, training, and work.
Referring to FIG. 20, a second company representative graphical interface is illustrated. The second company representative graphical interface includes several display outputs visually displaying real-time information of interest to the company representative. For example, the first company representative graphical interface includes display outputs which compare the company representative's personal productivity 2000, adherence 2005 to specified work requirements, profitability 2010, training 2015, quality 2020, sales 2025, and overall score 2030 to other members of a team of company representatives to which the company representative is a member. Therefore, the first company representative graphical interface provides a company representative with information about how the company representative compares to other members of the team, and whether there are any areas in which the company representative needs to improve. The first company representative graphical interface may also improve the performance of a company representative where the company representative may be motivated to perform at least as well as others in the same team of company representatives.
FIG. 21 illustrates a third company representative graphical interface. The second company representative graphical interface provides a graphical output visually showing in real-time how the company representative compares with other company representatives in ranking and performance versus queue. The ranking can be an overall score from the first company representative graphical interface. The performance versus queue portion can relate to a comparison of information received from customers and information received by monitoring performance of the company representative.
Thus, the second company representative display output illustrates another manner in which the company representative may be visually presented with any of the information disclosed herein in a manner that fosters a team environment. The second company representative graphical interface also provides feedback to the company representative by identifying areas where the company representative can improve. Moreover, the information display is updated in real-time so that as the company representative improves, completes more training, reduces queue level, improves customer performance, or makes any other changes in the company representative's performance, such changes can be immediately appreciated using such graphical user interfaces.
IV. Additional Examples of Suitable Computing Environments for Performing the Various Methods within a Contact Handling System
Embodiments illustrated herein can also include computer-readable media for carrying or having computer-executable instructions or data structures stored thereon. Such computer-readable media can be any available media that can be accessed by a general purpose or special purpose computer. By way of example, and not limitation, such computer-readable media can comprise RAM, ROM, EEPROM, CD-ROM or other optical disk storage, magnetic disk storage or other magnetic storage devices, or any other medium which can be used to carry or store desired program code means in the form of computer-executable instructions or data structures and which can be accessed by a general purpose or special purpose computer. When information is transferred or provided over a network or another communications connection (either hardwired, wireless, or a combination of hardwired or wireless) to a computer, the computer properly views the connection as a computer-readable media. Thus, any such connection is properly termed a computer-readable media. Combinations of the above should also be included within the scope of computer-readable media. Computer-executable instructions comprise, for example, instructions and data which cause a general purpose computer, special purpose computer, or special purpose processing device to perform a certain function or group of functions.
FIG. 22 and the following discussion are intended to provide a brief, general description of a suitable computing environment in which several embodiments may be implemented. For example FIG. 22 may illustrate an example of various components of a work and training management system and/or various components of a company representative work station. Although not required, several embodiments will be described in the general context of computer-executable instructions, such as program modules, being executed by computers in network environments. Generally, program modules include routines, programs, objects, components, data structures, etc. that perform particular tasks or implement particular abstract data types. Computer-executable instructions, associated data structures, and program modules represent examples of the program code means for executing steps of the methods disclosed herein. The particular sequence of such executable instructions or associated data structures represents examples of corresponding acts for implementing the functions described in such steps disclosed herein.
Those skilled in the art will appreciate that the embodiments illustrated herein may be practiced in network computing environments with many types of computer system configurations, including personal computers, hand-held devices, multi-processor systems, microprocessor-based or programmable consumer electronics, network PCs, minicomputers, mainframe computers, and the like. Several embodiments may also be practiced in distributed computing environments where tasks are performed by local and remote processing devices that are linked (either by hardwired links, wireless links, or by a combination of hardwired or wireless links) through a communications network. In a distributed computing environment, program modules may be located in both local and remote memory storage devices.
With reference to FIG. 22, an example of a work and training management system for implementing several embodiments is illustrated, which includes a general purpose computing device in the form of a conventional computer 2220, including a processing unit 2221, a system memory 2222, and a system bus 2223 that couples various system components including the system memory 2222 to the processing unit 2221. The system bus 2223 may be any of several types of bus structures including a memory bus or memory controller, a peripheral bus, and a local bus using any of a variety of bus architectures. The system memory includes read only memory (ROM) 2224 and random access memory (RAM) 2225. A basic input/output system (BIOS) 2226, containing the basic routines that help transfer information between elements within the computer 2220, such as during start-up, may be stored in ROM 2224. Such components, or similar components, may also embody a workstation for a company representative.
The computer 2220 may also include a magnetic hard disk drive 2227 for reading from and writing to a magnetic hard disk 2239, a magnetic disk drive 2228 for reading from or writing to a removable magnetic disk 2229, and an optical disk drive 2230 for reading from or writing to removable optical disk 2231 such as a CD-ROM, DVD, or other optical media. The magnetic hard disk drive 2227, magnetic disk drive 2228, and optical disk drive 2230 are connected to the system bus 2223 by a hard disk drive interface 2232, a magnetic disk drive-interface 2233, and an optical drive interface 2234, respectively. The drives and their associated computer-readable media provide nonvolatile storage of computer-executable instructions, data structures, program modules and other data for the computer 2220. Although the environment described herein employs a magnetic hard disk 2239, a removable magnetic disk 2229 and a removable optical disk 2231, other types of computer readable media for storing data can be used, including magnetic cassettes, flash memory cards, digital versatile disks, Bernoulli cartridges, RAMs, ROMs, millipede memory, and the like.
Program code means comprising one or more program modules may be stored on the hard disk 2239, magnetic disk 2229, optical disk 2231, ROM 2224 or RAM 2225, including an operating system 2235, one or more training and work management programs 2236, other program modules 2237, and program data 2238, such as company representative proficiencies and status. A user may enter commands and information into the computer 2220 through keyboard 2240, pointing device 2242, or other input devices (not shown), such as a microphone, joy stick, game pad, satellite dish, scanner, or the like. These and other input devices are often connected to the processing unit 2221 through a serial port interface 2246 coupled to system bus 2223. Alternatively, the input devices may be connected by other interfaces, such as a parallel port, a game port, or a universal serial bus (USB). A monitor 2247 or another display device is also connected to system bus 2223 via an interface, such as video adapter 2248. In addition to the monitor, personal computers typically include other peripheral output devices (not shown), such as speakers and printers.
The computer 2220 may operate in a networked environment using logical connections to one or more remote computers, such as remote computers 2249a and 2249b. Remote computers 2249a and 2249b may each be another personal computer, a server, a router, a network PC, workstations of company representatives, a peer device or other common network node, and typically include many or all of the elements described above relative to the computer 2220, although only memory storage devices 2250a and 2250b and their associated application programs 2236a and 2236b have been illustrated in FIG. 22. The logical connections depicted in FIG. 22 include a LAN 2251 and a WAN 2252 that are presented here by way of example and not limitation. Such networking environments are commonplace in office-wide or enterprise-wide computer networks, intranets and the Internet.
When used in a LAN networking environment, the computer 2220 is connected to the local network 2251 through a network interface or adapter 2253. When used in a WAN networking environment, the computer 2220 may include a modem 2254, a wireless link, or other means for establishing communications over the wide area network 2252, such as the Internet. The modem 2254, which may be internal or external, is connected to the system bus 2223 via the serial port interface 2246. In a networked environment, program modules depicted relative to the computer 2220, or portions thereof, may be stored in the remote memory storage device. It will be appreciated that the network connections shown are exemplary and other means of establishing communications over wide area network 2252 for real-time training, routing of work, and adjustment of incentives.
The methods and graphical interfaces discussed above may be implemented using the examples of contact handling systems disclosed in FIGS. 1, 2, and 22. However, such methods are not limited to such systems, or components thereof, and may be practiced by other systems including more, less, or different components than those shown in FIGS. 1, 2, and 22.
The present invention may be embodied in other specific forms without departing from its spirit or essential characteristics. The described embodiments are to be considered in all respects only as illustrative and not restrictive. The scope of the invention is, therefore, indicated by the appended claims rather than by the foregoing description. All changes which come within the meaning and range of equivalency of the claims are to be embraced within their scope. Detailed descriptions of apparatus and processing techniques known in the field of the invention to one of ordinary skill in the art have been excluded.

## Claims

1. A method performed in a contact handling system for scheduling a response to a return contact request, the method comprising:
receiving the return contact request from a contact, the return contact request requesting a response from a first company representative;
generating a return contact work assignment, the return contact work assignment identifying the contact for the response, and the return contact work assignment identifying a proficiency associated with the return contact request;
automatically assigning the return contact work assignment for the first company representative based at least in part on a comparison of the proficiency associated with the return contact work assignment and a proficiency associated with the first company representative; and
automatically scheduling the return contact work assignment to the first company representative based at least in part on a work schedule of the first company representative, wherein assigning the return contact work assignment for the first company representative occurs before the return contact work assignment is scheduled to occur.

2. A method according to claim 1, wherein the return contact work assignment is further assigned to the first company representative based at least in part on a comparison of work schedules of a group of company representatives, the group of company representatives including the first company representative along with other company representatives, each of the group of company representatives being selected based on a proficiency associated with the group of company representatives.

3. A method according to claim 2, wherein the comparison of the schedules of the group of company representatives includes a comparison of scheduled work and scheduled training for each of the company representatives.

4. A method according to claim 2, wherein during the comparison of the schedules of the group of company representative a response weight is associated with the return contact work assignment, a work weight is associated with incoming work, and a training weight is associated with the scheduled training

5. A method according to claim 4, wherein the response weight is larger than the training weight.

6. A method according to claim 5, wherein a training session is automatically rescheduled to a later date due to scheduling of the return contact work assignment as a result of the response weight and training weight.

7. A method according to claim 4, wherein the response weight, incoming work weight, and/or the training weight is adjustable, the method further comprising changing the response weight, incoming work weight, and/or training weight.

8. A method according to claim 7, wherein the response weight, incoming work weight, and/or training weight is automatically changed by the contact handling system using an algorithm or predetermined limit.

9. A method according to claim 7, wherein the response weight, incoming work weight, and/or training weight is changed by a user using a input device coupled to the contact handling system.

10. A method according to claim 7, wherein the relative weights associated with training, incoming work, and outgoing work is adjusted according to a customer responsiveness score, wherein the customer responsiveness score is associated with an average time of incoming work in queue and a required success rate in maintaining the average time of incoming work in the queue.

11. A method according to claim 1, further comprising receiving a return contact rescheduling request from a user or the contact; and rescheduling the return contact work assignment to a second company representative as a result of the return contact rescheduling request.

12. A method according to claim 1, wherein the return contact work assignment is further assigned based on a comparison of schedules of multiple company representatives, a length of time that work has been on-hold in a queue, and based on scheduled training.

13. A method according to claim 1, further comprising enabling the first company representative to perform the return contact work assignment using a communication media.

14. A method according to claim 13, wherein the communication media includes a return telephone call, a return voice over IP call, a return email message, a return telephone text message, a return chat message, and/or a return audio message.

15. A method according to claim 1, wherein a status of the first company representative is made unavailable during the time scheduled for the return contact work assignment.

16. A method according to claim 1, wherein the workload associated with the first company representative is reduced as a result of the scheduled return contact work assignment.

17. A method according to claim 1, further comprising prompting the company representative to perform the return contact work assignment.

18. A method according to claim 1, wherein the return contact request is generated by a company representative as a result of communication with the contact.

19. A method according to claim 1, wherein the return contact request is generated by a work and training management system using scripts provided by an interactive voice response (IVR) server to solicit responses from the contact.

20. A method according to claim 19, wherein the responses solicited from the contact provide an identification of the proficiency associated with the return contact work assignment and/or a time for response parameter.

21. A method according to claim 1, further comprising displaying a report, the report providing information describing scheduled, in-process, and/or performed return contact work assignments.

22. A method according to claim 21, further comprising enabling a user to modify the scheduling of the return contact work assignments using the report as a part of a graphical user interface.

23. A method according to claim 1, further comprising storing the return contact work assignment in a work queue, the work queue including incoming contacts currently on-hold, the sequence in which the return contact work assignment and incoming contacts currently on-hold in the work queue are completed by a company representative, being based at least partially on the elapsed time of the return contact work assignment in the work queue and the elapsed time of the incoming contacts currently on-hold in the work queue.

24. A method performed in a contact handling system for scheduling a response to a return contact request, the method comprising:
receiving the return contact request from a contact, the return contact request requesting a response from a first company representative;
generating a return contact work assignment, the return contact work assignment identifying the contact for the response, and the return contact work assignment identifying a proficiency associated with the return contact request;
automatically assigning the return contact work assignment for a first company representative based at least in part on a comparison of the proficiency associated with the return contact work assignment and a proficiency associated with the first company representative; and
automatically scheduling the return contact work assignment to the first company representative based at least in part on a work schedule of the first company representative, wherein assigning the return contact work assignment for the first company representative occurs before the return contact work assignment is scheduled to occur;
wherein:
the return contact request specifies a time for response parameter;
the return contact work assignment specifies the time for response parameter;
and the return contact work assignment is automatically scheduled based at least in part on a comparison of the time for response parameter and the work schedule of the first company representative.

25. A method performed in a contact handling system for scheduling a response to a return contact request, the method comprising:
receiving the return contact request from a contact, the return contact request requesting a response from a first company representative;
generating a return contact work assignment, the return contact work assignment identifying the contact for the response, and the return contact work assignment identifying a proficiency associated with the return contact request;
automatically assigning the return contact work assignment for a first company representative based at least in part on a comparison of the proficiency associated with the return contact work assignment and a proficiency associated with the first company representative; and
automatically scheduling the return contact work assignment to the first company representative based at least in part on a work schedule of the first company representative, wherein assigning the return contact work assignment for the first company representative occurs before the return contact work assignment is scheduled to occur;
wherein after the return contact request is received, the method further comprises:
automatically identifying the first company representative as lacking the proficiency associated with the return contact request;
automatically assigning a training session to the first company representative, the training session being associated with the proficiency;
automatically providing the training session to the first company representative, wherein upon completion of the training session by the first company representative:
the proficiency is associated with the first company representative; and
the return contact work assignment is automatically scheduled for the first company representative.