7 Mistakes Contact Centres Make When Implementing RPA
While there are many applications of RPA, with multiple benefits, there are a number of pitfalls to be wary of, if you wish to install the technology – just like the seven below.
1. Beginning With the Technology and Not a Business Problem
Begin with the business problem, not the technology. The key to successfully implementing RPA is to approach it as a way of addressing a business problem – as opposed to simply applying technology.
Where you can automate tasks and processes to eliminate, simplify and standardize, go for some quick wins; an early proof of concept is vital to success.
In addition to automating service delivery, also focus on innovating around the underlying mechanism for driving business process improvements.
2. Assuming That RPA Won’t Impact Other Areas of the Contact Centre
It is essential that organizations have prepared in advance and are ready to manage and support new outcomes, otherwise they are potentially creating a different set of challenges.
Take a scenario where change results in a significant increase in contact volumes from customers who are wanting to place orders. If firms haven’t scaled to accommodate for such an increase in demand, there is a potential risk of brand damage, missed revenue opportunity, increased customer churn and an impact on employee morale.
3. Not Identifying the Most Labour-Intensive Processes First
The whole concept of implementing RPA is to automate tasks and processes normally carried out by staff.
It’s very important that some form of analysis is conducted in advance of the implementation to ensure that the most labour-intensive processes have been identified and prioritized during the scoping stage to ensure maximum value is realized from implementing RPA.
It’s very easy to take a soft approach to implementing RPA and start off with less labour-intensive processes or a low volume of tasks to test the water. That will likely be a mistake and significantly lower your return on investment (ROI).
4. Failing to Plan for Its Introduction
Many organizations will implement RPA, but will not get the benefits or ROI they expect, because they haven’t properly planned for this technology.
Be ready to ask the questions that will determine whether RPA is right for your organization, think about which processes it could work for, and be prepared to brainstorm which workflows could benefit from automation and streamlining.
Some questions to think about include:
- Do we want to use RPA as a compliance aid?
- For customer satisfaction?
- For employee satisfaction?
5. Failing to Manage Boardroom Expectations
RPA can be a significant investment. It’s essential that boardroom expectations are managed properly and that time is allowed to realize the value and benefits which were identified during the scoping stage.
Organizations should not make the mistake of promising immediate results, as improvement can take time as some tasks and process can take longer than others for the robots to learn.
It’s imperative that thorough testing is conducted to ensure 100% accuracy before RPA is deployed in the live environment.
6. Personifying RPA Bots
A common mistake businesses often make is to call RPA a bot or a robot. This typically causes confusion and unnecessary anxiety among contact centre employees.
When these bots are personified, employees may feel that the technology is going to steal their jobs.
However, by showing the team how the “bots” automate the jobs employees dislike, staff will gain a better appreciation for the technology and an understanding of how it can assist them daily.
7. Underestimating the Human Touch
Too many organizations rush in for fear of being left behind. So, take the lead from your customers to establish a sound RPA strategy.
Never underestimate the human touch when it comes to handling complex matters, emotionally sensitive or personal issues or in the case of less tech-aware customers, where live advisor contact still reigns supreme.
At the other end of the spectrum, in the business world, particularly in B2B industries where customers often expect a more formal, conventional approach to client interaction, virtual advisors can appear a little trite and disconnected.