Contact centres are staffed by people and are designed to answer the queries of people calling them. It is important that the people who run them consistently remember that people – both staff and customers – need to be at the centre of the operation.
Public sector contact centres have changed and improved over the years, but recent catalysts like an examination of outdated measures, the pandemic and other crises have exacerbated the need for change, and thus contact centres have begun to innovate, change and improve.
This paper incorporates three examples from different jurisdictions and follows their journeys as they discovered the catalysts for change and then adapted their practices to become more innovative. In the process, they improved not just their practices, but their ways of thinking too, and the lessons contained in these examples are broad-based and practical.
