Reshaping contact center roles

New skills and knowledge will be needed to support the ongoing evolution to an engagement center.

Emerging technologies have significantly impacted member preferences and expectations of contact centers. Members have historically become frustrated when pushed to an interactive voice response unit, wanting to “zero out” to an agent as quickly as possible. However, with the internet placing nearly unlimited information at people’s fingertips, members are not only becoming accustomed to trying to solve their own problems rather than relying on humans to help, but many are beginning to prefer it.

This, in turn, is driving the expectation that member service should be available 24/7. The rise of this preference for self-service is ironically accompanied by an expectation of “personalized” service. If a member has to “ask for help,” the resulting guidance should be highly tailored to the member’s preferences and quickly arrive at a resolution.

Fortunately, there are a few quickly maturing technologies—such as artificial intelligence—that can help members solve problems independently with this speed and personalization while using their preferred devices and apps.

The fuel feeding these technologies is data. By harnessing data via analytics, credit unions will gain insights into their members and their operations that drive a wide variety of tactical and strategic member care decisions.


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