Contact Management Magazine Issue 3 2018

THE CUSTOMER EXPERIENCE MAGAZINE ISSUE 3 • 2018

The People Issue ❯❯Ending the contact centre “tug of war” ❯❯Keeping contact centre employees engaged ❯❯Eight steps to improve agent performance ❯❯How to optimize agent hiring and retention ❯❯The blueprint for accelerated supervisor success

The People Issue

Ending the contact centre “tug of war”

By Karim Chabane

A

s more organizations adopt a customer-first approach to doing business, the role of contact centre agents, who are on the front lines of customer and organizational profitability, is changing along with their expectations. The newest entrants into the workforce may want it all, i.e. independence in a collaborative environment and the latest technology, combined with face-time and career progression without the need for job-hopping.

All this can lead to a tug of war when operations wants one thing and agents want another, which is bad for contact centres and for the businesses. But it doesn’t have to be that way.

Enabling a meeting of the minds Agents may well be the gateway to customers, but they are also a great source of operational information. Contact centre leaders should take note of this to achieve a true meeting of minds that combines business needs with employee engagement.

Here are three tips to help steer you in the right direction: 1. Keep talking. Conduct employee surveys and act on the results, good and bad. Hold weekly drop-ins for agents and invite the planning team to attend. Focus on the hot topics that matter for agents and share your own to promote interactive and constructive discussions. Develop focus groups where agents can raise customer pain points and share learning with other parts of the business to help boost self-esteem and elevate the status of the contact centre.

2. Keep things clear and transparent. Work processes should be clear, transparent and supplemented with easy-to-understand documentation. The same applies to learning: communicate individual and team goals effectively and develop meaningful career paths that release the full potential of agents and make the whole contact centre shine.

3. Keep staff happy. Remember your agents are your customers and need to be kept on side. Everyone wants to feel involved, so create a work environment where agents feel part of everything ranging from the company mission to their fellow team members and to the customers they serve. Actively gain their feedback for important decision-making. Having a ready-made pool of agent champions makes it so much easier to instigate cultural change and introduce new ways of working.

Utilizing WFM Workforce management (WFM) can be seen by agents as a controlling “big brother” application. Instead it should be viewed as a powerful tool that enables the meeting of the minds with collaborative thinking, working and results.

Here are five ways how: 2 | Contact management

1. Boost scheduling through agent self-service. Get agents more involved by having them enter their preferred shifts, select breaks and lunches, swap shifts and request time off with immediate manager feedback.

Understand what works and what doesn’t for agents. Some prefer to start late and work later while others may be earlybirds or like split-shifts.

2. Minimize stress. Nothing is worse than overwork and stress, like asking agents to work extra hours, which risks making them churn. Maximize the latest forecasting technology to right-size your contact centre.

Run “what if’ scenarios to help predict staffing needs for regular fluctuations such as public holidays or for new marketing campaigns. Use staffing methods such as empowering agent self-servicing by having a pool of flexible part-time agents who will fill in the gaps. Forecasting also provides the analytical evidence required to work effectively with outsourcing agencies to supplement your in-house resources during busy periods, while avoiding unnecessary staffing costs during quieter periods.

3. Re-invigorate the learning programme. Utilize WFM to schedule offline interactive activities, such as weekly huddles and feedback sessions that give agents opportunities to air key issues and discuss potential solutions. Tap into the virtual library of agents’ skills, knowledge and qualifications provided by today’s WFM solutions. Identify missing competencies and build tailored training programmes that challenge and fulfill agents while supporting the needs of the contact centre.

The core data capabilities of WFM can be boosted with

dedicated training functionality that streamlines scheduling and ensures lessons are learnt from regular wrap-up sessions. Just be sure to develop a portfolio of different learning styles and a mixture of traditional inclassroom training and online or virtual sessions to meet the needs of a multi-generational team. Today’s “Snapchat Generation” appreciates a mix of technology and face-to-face contact, so consider exploiting different chat apps such as WhatsApp and Messenger to appeal to this highly visual and growing sector of the workforce.

4. Foster staff motivation. Make the most of advanced WFM reporting and dashboards to provide real-time snapshots of employee and team performance against specific contact centre key performance indicators (KPIs) or service level agreements (SLAs) fairly and transparently. Introduce the latest gamification features to motivate employees, provide a forum for sharing top tips, encourage healthy competition and reward individual and team performance in a fun environment. Don’t shy away from using catchy names i.e. “Game of Phones” for gamification campaigns: small things can have tremendous impacts on team spirit as well as on agents’ motivation and performance.

5. Automate simple tasks. Invest in artificial intelligence (AI) technology and blend it with your WFM and scheduling processes so that agents have more time to devote to brainengaging activities rather than be resigned to handling routine enquiries such as brochure fulfilment and utilities’ meter readings. When agents are Continued on page CM 7

Issue 3 • 2018

The People Issue

Keeping contact centre employees engaged Flexibility, empowerment are keys to success

By Kelly Koelliker

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ith the growth of consumer preference for self-service transactions—and the technology that enables them—many service issues don’t reach the contact centre at all. While this is a great development for the customer experience (CX) and efficiency the issues that do reach the contact centre now are much more complex.

As a result, it has become harder for your agents to find answers to customers’ questions as they often lack the modern tools needed to respond quickly and accurately. In fact, a study by the International Customer Management Institute (ICMI) found that 74% of customer service leaders acknowledge they don’t fully empower their agents to provide the best customer experience1. It’s a shame, because empowering technologies are available today to engage contact centre agents in a whole new way.

Add to this there is a new class of job opportunities for employees that didn’t exist a decade ago, such as Uber, Postmates and Amazon. People, especially those between the ages of 22 to 37 (the Millennials) are finding new ways to make money that provide the kind of flexibility they crave. Couple these factors to a strong economy with more employers seeking workers and you have a recipe for churn.

As a contact centre manager how do you find and retain the right workers in the face of these challenges?

Flexibility is key In 2011 a well-known study of employee engagement in the Canadian workplace pointed to senior leaders and managers as bearing the primary responsibility for keeping employees engaged. Namely how clearly they communicate expectations, listen to employees’ opinions, give recognition and provide learning and development opportunities2.

Those things are still important, of course. But flexibility in the workplace has gained equal standing to the motivational capabilities of management. In a 2018 study of more than 36,000 consumers across 18 countries

by Opinium Research LLP and Verint, 66% said that as technology improves, they expect workplaces to be more flexible to suit employee preferences3.

Having flexibility is the way Millennials want to work today. Smart contact centre managers are making appropriate changes to suit their preferences. For example, an agent is out with her friends for the evening and they want to make plans to attend an upcoming concert together. The employee checks her smartphone and sees that she is scheduled to work on that date, but quickly submits a request to swap shifts with someone else and it is approved. She can enjoy the rest of her evening knowing her employer lets her work the way she wants to and has reasonable control over her own schedule at her fingertips.

Issue 3 • 2018

Workforce management tools that extend across mobile platforms enable agents to accomplish such tasks wherever they are. These applications not only give agents a sense of empowerment in that they can easily manage their own schedules and maintain work-life balance but they also give them a sense that their company is a modern one: accessed with the same technology they use in their personal lives.

This last point is critical. Let’s face it: if your employees have the feeling they’re stepping back in time when they go to work, forget it. Technology that is more difficult, cumbersome or confining than the sophisticated tools they use at home can be a dealbreaker in the hiring world. The “bring your own device” to work trend that started a few years ago has evolved into an environment in which work and personal life are blended 24/7, all driven by similar kinds of empowering tools.

Knowledge is empowerment This then leaves the question of how agents can best handle complex questions, often covering such a broad range of topics and rapidly changing issues, so much so that it’s virtually impossible for organizations to provide their employees with enough training to cover everything.

The answer is automated knowledge management technology powered by speech analytics. Realtime speech analytics listens to customer conversations as they happen. When certain words are heard the agents’ desktops shows the next best actions. They can be reminders to complete compliance steps, excerpt from articles or specific processes. With this capability agents no longer need to spend time searching for the right actions to take, thereby improving efficiency and reducing mistakes.

Easy to use, this automated technology is an ideal fit for the

Millennial workforce who are accustomed to consulting screens for all the answers they need. The tools are sophisticated enough to highlight the appropriate passages so that it is easy for agents to digest and put the answers in his or her own words.

The agents won’t sound like robots, but like real persons with whom the customers feel connections.

Engaged employees deliver better CX There is a compelling business case in providing employees with flexibility and advanced tools to help customers. Gallup’s 2017 State of the American Workforce report found that companies in the top quartile of engagement levels experience 20% higher sales and 21% higher profitability as compared with those in the bottom quartile4.

We at Verint see similar signs of success in our work. Here are two of many such examples. An insurance company saw a 32-second savings in average handle time (AHT) and a 20% increase in Net Promoter Scores with new employee engagement solutions like the ones described here. A utility company improved customer satisfaction scores from 85% to 92%, lowered AHT by five minutes and reduced customer attrition by 20%.

We know a key component of a successful CX strategy is to be a company that is easy to do business with. But given what we know about the link between employee engagement and CX, another important requirement emerges too: a company should be easy to work for as well.

Kelly Koelliker is director of content marketing at Verint (www.verint.com).

1 ICMI, “Designing the Modern Customer Experience”, web site.

2 Shawn Bakker, Psychometrics, “Control, Opportunity & Leadership”, study, 2011.

3 Verint, “Defining the Human Age: A Reflection on Customer Service in 2030”, study, 2018.

4 Gallup, “State of the American Workplace”, study, 2017.

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The People Issue

Eight steps to improve agent performance

By Scott Kendrick

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ontact centre performance is only as good as the average of its agents. Delighting customers and creating efficient experiences to increase positive outcomes can only be accomplished with a strong staff that is well trained and invested in their roles.

Therefore, contact centres must engage in continual and structured plans for improving agent performance if they want to meet and exceed their groups’ goals.

Here are eight steps to ensure that agents are committed and involved members of the teams and that customers are pleased with friendly effective and efficient service.

1. Train dynamically and often. Onboarding a new agent means lengthy training sessions on procedures and expectations for their role. Making such training a one-time event is setting up the agent and the business for failure. Training must be more organic and dynamic and include context from multiple areas of the business in order to provide the agent with a well-rounded view of the customers’ pain points. Leveraging speech analytics in agent onboarding can reduce training time and identify continuous and ongoing areas of training needs to pinpoint specific competency deficiencies and strengths for each agent.

The goals of the business can change overnight, so contact centre agents have to be informed of such moves and understand the “whys” if they’re going to successfully help customers through transitions or problems.

2. Automate and vastly improve agent scoring.

Contact centre supervisors “listening in” to a few agent calls a month is an antiquated and ineffective way to gauge performance. Speech analytics software that captures every word of agent-to-customer interactions provides managers with unparalleled and accurate insights into agents’ behaviours and the responses they elicit from customers. Such technology can give agents immediate scoring feedback, so they can adjust their tactics in real time.

Speech analytics can optimize agent efficiency, reducing silence and average handle time.

4 | Contact management

3. Streamline information access. Businesses that haven’t performed data centralization and sharing improvements will present contact centre staff with myriad disconnected platforms. Managing different pools of customer information from sales data, CRM platforms and knowledge centres takes up too much time and do not give agents the whole picture. A positive customer experience is impossible if it’s not efficiently managed, and agents moving between multiple tools simply cannot meet customers’ needs.

Merging the needed data into a single solution therefore improves agents’ access to information and ability to handle inquiries.

4. Embrace agent flexibility.

Working from home and enjoying flex hours are a growing trend within many corporate sectors and they should extend deeper into the contact centre ranks. Such arrangements are popular for Millennials, almost to the point of being cliché but they also provide benefits to individuals of all ages. The opportunity to build flexible schedules with full or partial work-at-home privileges gives staff more ownership over their schedules to help them achieve better work/life balances. Giving staff members the opportunity to fulfill their hours in ways that works best for them (and the business) can also boost employee morale, thus reducing expensive attrition while driving them to improve their performance for your customers.

5. Staff appropriately. Long wait times are the nemesis of contact centre managers that are trying to hit performance metrics. Customers waiting on

hold is often simply a function of the number of available agents. Contact centres can fix this problem by using advanced analytics to spot trends in contact volumes. Predictive insights about contact volume gleaned from the data can influence staffing decisions and further increase the need for a flexible workforce that’s essentially “on demand.” Speech analytics can optimize agent efficiency, reducing silence and average handle time.

Additionally, it can identify opportunities for call deflection to channels such as self-service, thereby increasing service levels.

6. Use a reliable IVR. Interactive voice response (IVR) is valuable when it’s used correctly. It should capture a minimal amount of information that’s sufficient for the agent to pull the customer’s history so they can immediately jump into problem resolution mode. Asking for this initial information adds some structure to the calls and if done properly (and the agent can also access centralized data), will result in a better customer experience.

7. Make informed data-driven decisions. A massive error by contact centre managers is to invest time and money into analytics software solutions and to then not act on the resulting insights. The toptier analytics tools can spot trends and predict issues before they become widespread, and management must use this information to immediately inform staff and related department heads. Analytics can also uncover which agents are best suited to answering Continued on page CM 7 Issue 3 • 2018

The People Issue

How to optimize agent hiring and retention

By Jeff Furst

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ontact centre hiring managers are facing stiff challenges in ensuring their centres are fully staffed.

Low unemployment, competition with other industries that are expanding and pay rate pressures are making it difficult for them to meet fill rate targets. Not surprisingly contact centre agent turnover continues to be a challenge. The variable cost of losing one contact centre employee is between $4,000 and $5,000.

So, what should a contact centre hiring manager do?

Based on our work with contact centres across Canada and globally we recommend they employ analytical tools to understand their sourcing strategies and quality of hires while reviewing their candidates’ experiences to determine ways to drive candidate engagement.

Attracting the right candidates Contact centre hiring managers should first evaluate the effectiveness of their current talent acquisition processes.

In other words, are they (you) successful at attracting the right candidates?

Metrics focused on quality of hire, hiring manager satisfaction and average length of employment? (e.g.

90 days, 180 days, 1 year) will help you determine if you have the right candidate population that allows you to hire sufficient numbers of individuals that meet your job requirements.

Let’s take quality of hire as an example. Contact centre operations are a wealth of data. This data should be used as part of your hiring process. If it is not then you are missing a valuable opportunity to quantify your hiring process to drive business value.

Building a quality of hire metric is based on establishing measurable components throughout your employee lifecycle: • Start with defining the job in measurable competencies; • Determine how you will measure each competency during the selection process; and • Finally, understand how your new hire is evaluated on their job performance.

You can then link your hiring process outcomes to actual job performance to determine if a relationship exists between your hiring process and job performance. You may also want to consider using pre-employment assessments.

They can identify candidates who have the right traits or qualities to work well within your company. Assessments are therefore viable options to identify qualified candidates who are fits for your specific jobs.

Sourcing channel analysis Now that you have an established measurement of quality of hire you can focus on your sourcing strategy. In our work with contact centres across North America and Asia we Issue 3 • 2018

have found that grouping recruiting sources can be helpful in measuring your sourcing channel effectiveness.

As examples, Tier 1: all person to person sources like employee referrals, Tier 2: all web-based recruiting channels, like job boards and Tier 3: traditional sourcing, like newspaper print ads and job fairs.

Many contact centres do not have a data-driven understanding of the value their recruiting strategy contributes to their overall hiring process. Sourcing channel analytics fill this gap.

recruiting experience. It can be defined as the process, messaging and time a candidate will experience when applying for a job. Defining it into measurable steps will allow you to understand application completion rates across the process and identify potential issues that may impact your candidate volume.

Mobile hiring The adoption of a mobile-optimized analytics-based candidate hiring process is a significant trend. It seems like an easy choice in helping

A contact centre simulation, based on a computer desktop environment that mimics the job, is a proven method to measure candidates’ skills.

You can take a historical assessment of your various sourcing channels and determine which ones sourced your best performing employees. You can then compare overall channel costs, candidate quantity and quality to develop a sourcing channel index. This will allow you to allocate your recruiting dollars to the best performing channels based on your data. For example, FurstPerson data shows that hires sourced from employee referrals tend to have better retention, but hires from Internet sources tend to have slightly better job performance.

You should note that tracking sourcing channels can be challenging. Many candidates do not clearly recall how they found you, leading to accuracy issues with self-reported data. You can then incorporate new hire surveys into your sourcing process to help correct for possible errors.

Contact centre hiring managers should also focus on the candidate

to recruit sufficient volumes of the right candidates. Almost everyone has a mobile phone, which makes it easy for candidates to reach you and apply any time from anywhere. In fact, FurstPerson’s data shows that candidate volume can increase by 20% to 30% when adopting a mobile driven recruiting process.

However, the decision to adopt a 100% mobile-optimized process may require trade-offs. For example, multi-tasking, computer navigation and computer keyboarding are all critical to new hire job performance.

FurstPerson data has demonstrated that job candidates that do not meet these job requirements are more likely to churn in the first 90 days.

A contact centre simulation, based on a computer desktop environment that mimics the job, is a proven method to measure candidates’ skills.

But a mobile-optimized process limits your ability to measure them. These Continued on page CM 7 Contact management | 5

The People Issue

The blueprint for accelerated supervisor success

By Jim Rembach

S

ink or swim!

That’s been the most common experience for contact centre supervisors when it comes to their skill development.

59% of frontline supervisors come from the agent ranks according to an International Customer Management Institute (ICMI) report, Agent Apathy: The Root Cause of Poor Customer Service1. Yet the skills to lead the front lines, like coaching and managing people are very different from being on the front lines.

When I was promoted to supervisor my experience was like so many others. My training consisted of learning about policies, procedures and legal issues to keep my company out of trouble. When it came to being a leader I was given a book, The One Minute Manager and the instruction to teach my people everything I knew. And I was told that would certainly be my pathway to success.

But I quickly realized that leading agents in a contact centre was not that simple. I needed much more than a book to experience success. And as I go around to different

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High-performing supervisors essential Sink or swim is not viable. Having high-performing contact centre supervisors is no longer an optional extra for organizations. Consider these points from The Centre for Workplace Leadership at the University of Melbourne (Australia): • Front line managers are no longer the limbs of an organization but the entire muscular-skeletal system; • Front line leadership, when aggregated to the company level, is just as important as senior leadership; and • As economic volatility increases, front line leadership capability can have a greater impact on business outcomes than senior leadership.

Therefore, every business needs a supervisor success path to follow based on the competencies of high performers.

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6 | Contact management

industry events I talk with many current and former supervisors and we share the same sink or swim experiences.

The supervisor coaching gap According to the Customer Contact Week Digital CCW Winter Executive Report: Contact Center Priorities for 2018 coaching is the number one priority in contact centres. In many circles the thought of coaching is about supervisors coaching agents2.

But when it comes to supervisors most of them go uncoached. They either do not have someone who can coach them or their coaching resources are time-constrained with their own job responsibilities. Yet how can you expect the uncoached to coach?

Not surprisingly this leads to several troubling consequences as noted in a Development Dimensions International (DDI) report, Be Better Than Average: A study on the state of frontline leadership: • Only 18% of organizations feel they have a supply of capable employees to fill front line leadership roles; • More than 50% of newly promoted supervisors fail;

• Only 33% of employees say they feel their supervisors are effective; and • 80% of employees leave because of the relationships with their immediate supervisors3.

Think about this. If there’s not an ample supply of employees to fill supervisor roles and most supervisors are ineffective and agents leave because of their relationships with their supervisors, this vicious cycle tells us very clearly that the lack of (or ineffective) supervisor skill development is the root cause of this problem.

There’s no guessing the solution needed here. High-performing supervisors develop future supervisors. The best leaders develop more (and better) leaders and retain more people.

Supervisors failure is preventable This supervisor development quality issue is totally preventable. Instead of sink or swim give supervisors a learning journey framework and pathway to success.

To capture improvements and greater performance quality in supervisor skill development requires two things. First, a continuous, experiential and holistic competencybased skill development approach.

Second, the use of tools such as virtual classrooms, micro-learning, videos, blogs, boot camps, podcasts, coaching and professional communities of practice.

For organizations that have been able to leverage this approach they are seeing big returns. And the aforementioned DDI research show when organizations develop their front-line leaders adhering to the success path and learning journey framework, development quality increases by more than 90% versus just 9%.

Having a plan and pathway to skill development versus just receiving a book, movie or more than just a piece of knowledge should be the common practice. Let’s face it, their success is crucial to your success.

Issue 3 • 2018

The People Issue The six core competencies Our research has found that high-performing supervisors need to develop and grow their skills in six core competencies: 1. Staff development.

2. Customer service and sales.

3. Results orientation.

4. Building collaborative relationships.

5. Communication and change management.

6. Business acumen.

These core competencies need to be taught, practiced, coached and validated. Merely teaching them in a classroom does not transfer to job performance.

Creating the supervisor success blueprint To develop high-performing supervisors and capture 90% or greater of high-level quality skill development, develop a plan i.e. blueprint with multiple methods of learning: • Training on the six core competencies. Validate knowledge and understanding and break learning into phases of mastery; • Micro-learning. On-demand or just-in-time courses that reinforce and provide greater insight into the six core competencies; • Quick tips. On-demand or just-in-time access to information that targets key learning opportunities and real-world scenarios faced by supervisors; • Questions and answers. Provide a way for supervisors to quickly get answers to questions about supervisortype issues. This is not a company help desk about technical issues but a front-line leadership resource; • Boot camps. Also known as challenge courses they give supervisors ways to learn and practice new success behaviours in short periods of time; • Industry insights. Supervisors are pressed to be more innovative and creative. For this to occur they need exposure to the outside of the organization; and • Communities of practice. Organizations that leverage a community of practice for peers in specific skilled jobs report a massive acceleration in skill development.

Constructing a “Supervisor Success Path” focusing on the six core competencies using various learning methods in a framework is how you develop a high-performing frontline supervisor team that actually prevents problems from happening. It is also how you get a coordinated team that engages employees and customers and squashes turnover problems.

In conclusion your contact centre supervisors are one of the most important parts of your company’s infrastructure, as they’re responsible for the success of your customer interactions, for the performance of your customer experience efforts and for the overall effectiveness of your agents.

Don’t let them drown.

Jim Rembach is a former contact centre supervisor and is president of Call Center Coach where it helps front line leaders to rapidly build their skills in the six core competencies of successful contact centre supervisors in less than 90-days. www.callcentercoach.com, jim@callcentercoach.com.

1 ICMI, “Agent Apathy: The Root Cause of Poor Customer Service, “report, April 30, 2015.

2 Customer Contact Week Digital, “CCW Winter Executive Report: Contact Center Priorities for 2018”, report.

3 Bruce Watt, Mark Busine, Samantha York, Development Dimensions International, “Be Better Than Average: A study on the state of frontline leadership”, report, 2013.

Issue 3 • 2018

Ending the contact centre “tug of war” Continued from page CM 2 mentally stretched and positively challenged, they are more likely to go the extra distance and support your own KPIs and SLAs. With just a few simple tweaks and modern WFM practices, you can turn any potential tug of war into a meeting of minds in your contact centre: to everyone’s benefit.

Karim Chabane is a WFM consultant at Teleopti. Teleopti is a top, global best of breed provider of WFM software that is sophisticated, localized and easy to use. Teleopti focuses on helping contact centres, back offices and retail stores improve customer service, employee satisfaction and profitability. For more information, visit www.teleopti.com.

element of the job. The very best analytics platform is only valuable if the agents also feel empowered to make decisions and recommendations that will ultimately result in an improved customer experience and higher revenue.

Scott Kendrick is vice president of marketing, CallMiner (www.callminer. com). Scott has 20 years’ experience in software product management, design and marketing for everything from shrink-wrap consumer applications to enterprise cloud solutions. Scott holds a BSc in Civil Engineering from Queen’s University and is certified in Pragmatic Marketing and SCRUM.

How to optimize agent hiring and retention Continued from page CM 5

Eight steps to improve agent performance Continued from page CM 4 certain types of problems or handling specific customers.

8. Acknowledge successes and leverage gamification.

After implementing these best practices, it’s imperative to trumpet individual and group success. Pick some key metrics that are transparently shared among the group and encourage friendly competition that makes the agents feel appreciated. Motivate performance improvement through competition and use technologies such as speech analytics in combination with gamification platforms to track individual or team rankings.

Ask for regular input from the agents about their own user experience with data and any analytics software. Get them involved in their own performance and the work of the entire team.

Improving agent performance requires blending together technology tools and the human

trade-offs need to be discussed to balance your top-of-funnel sourcing needs and your quality of hire selection methods.

Contact centre hiring managers do have a few options. One option is to use a hybrid approach that combines a fully mobile optimized process with either a desktop or in-centre process. The mobile optimized process is used for the applications and then evaluation of work ability and work motivation.

The candidates then complete the work ability section via a simulation, either at home on their desktop computers or in contact centres.

A second option is to utilize mobile-optimized simulations.

These assessments measure many of the same criteria except for computer navigation and keyboarding. For companies that determines a 100% mobileoptimized process is their best option, simulations optimized for mobile phones will still allow hiring managers to evaluate work ability in a mobile optimized process.

Jeff Furst is president and CEO of FurstPerson, Inc. Founded in 1998 FurstPerson www.furstperson.com develops, implements and operates web-based pre-employment assessment solutions designed for the contact centre industry. Its solutions are active in over 200 labour markets globally.

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