Contact Center Optimization

A strategy that offers companies the evaluation, improvement and afterward tracking of the Contact Centre performances of the service provided, through Operational Assessment, Customer Experience re-Design, Agile Delivery and Analytics monitoring phases.

When interacting with Customer Service, today’s end customers has higher expectations compared to the past because they expect a seamless journey across all touchpoints with personalised, consistent, fast and timely support, whether they interact with the brands though human assisted or self-service channels.

It is also crucial, with a distributed, mixed onsite and remote Customer Service workforce, to maintain the high engagement and social connectedness of teams, goal-driven motivation, data security and safety, and personalised, fast reskilling and upskilling.

To keep up with customers’ expectations and the promise of the best service, brands need to re-think their service organisations, not only in terms of technology but with regard to all dimensions of their operating models, such as processes, organisation, people, training, workplace, and much more.

Faced with a new scenario that has completely changed agents’ dynamics, Teleperformance Knowledge Services embraces an approach that combines both Customer Experience and Process Consulting expertise with the best digital technologies and analytics in order to analyse and improve the performance and quality of Contact Centre services offered to the client.

Operational Assessment is used to identify, quantify and prioritise improvement opportunities, delivering operational, organisational, financial, and Customer Experience improvements in line with company strategy. 40 years of best practice contact centre experience are applied to a comprehensive operational review.

Each project is shaped to the specific requirements of the Client’s business and begins with an in-depth expert analysis designed to unearth opportunities to reduce cost and risk and to increase revenue. Assessments are performed by highly experienced Customer Service experts specialising in technology, process, people, strategy, operations, operational risk and finance.

Each opportunity is presented alongside actionable recommendations for change, supported with robust business case forecasts and impact analyses. All change initiatives come together on a detailed roadmap of activities, each carefully prioritised and based on effort, feasibility and value impact. In this way they can then be driven and implemented through a strict governance and change process, ensuring that the maximum value is delivered within the shortest timeframe.

All findings and actionable insights produced are presented from an objective and non-biased perspective, with the purpose of helping the Client organisation to be more successful with its contact centre operations and customer interactions and in order to examine the correlation between the service provided and customer satisfaction.

The diagram below outlines the key modular components of Teleperformance Knowledge Services methodology:


  • Align with Client Strategy
  • Capture Key Business Challenges
  • Define Assessment Objectives
  • Collect Historical Performance  KPIs


  • Side by Side Observation
  • Quantity and Quality Date Analysis
  • Interaction Analytics
  • Surveys: Agent/Management
  • Actionable Insight
  • Market Research and Benchmark
  • Develop Business Case


  • Design Thinking
  • User Experience Design
  • Business and Technical Capabilities
  • Business Process Redesign
  • Transformation Roadmap/Initiatives


  • Agile Delivery
  • Proof of Concept Implementation
  • PRA and Conversational BOT Factory-like Delivery Model
  • A/B Testing


  • Monitoring for Continuous Improvement
  • ROI Tracking 
  • New Opportunities Identification

To develop the contact centre of the future, the brands need to adopt a contact centre transformational approach with multiple competencies and tools, combining analytics services to collect operational and customer insights, and AI-powered assistance solutions to reduce volumes but also improve efficiency, like voice-based and text-based conversational robots or cognitive RPAs, and structured customer feedback solutions with automated or semi-automated feedback loops.


8% of volumes are for Assurance calls where the lines are impacted by a line fault. The customer has to go through the IVR, FOH, BOH and Field interactions before getting the outcome.

Through an assessment and the deployment of a Customer Journey analytics solution and self-service tools, we achieved a reduction of number of interactions needed to solve the issue and the average handling time needed to manage human-assisted requests. Some details of the solution deployed:

  • Omnichannel Customer Analytics solution deployed to perform end-to-end customer journey and process mapping monitoring, in order to identify pain points.
  • Process Redesigned by working with the client to Include testing on the IVR and integration with backend network tools to provide IVR read-out of case creation upon the detection of service faults impacting the service

Interaction reduced from 3 interactions to 1 interaction

Average of 2 minutes AHT reduction


Customer Service operations of a leading multinational investment bank and financial services company provide customer support for small, medium, large and multinational corporate accounts with an average productivity of 70%

Through a structured assessment of the customer service operations, our team identified the root causes of low productivity and, through a service design thinking session, the actions and solutions to be implemented.

Root causes identified: Lack of a robust data collation mechanism, lack of robust forecasting techniques and exceptions not tracked

Actions implemented: workflow solution deployed for case allocation and data capturing, cross-skilling completed between 2 queues to improve utilisation, automation to enhance efficiency by 10%, and bulk tool changes to obtain a 20% efficacy gain

30% improvement in productivity and 38% more volumes being processed compared to past quarters

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