The Impact of Chatbots in Driving Digital Transformation

Digital transformation is the process of consuming digital technologies that drives business improvements and customer experience. Artificial intelligence plays a crucial role in businesses' digital transformation agendas. Technologies and algorithms are an important perspective in the implementation of chatbots. AI chatbots use natural language processing technology and offer solutions for modernizing traditional business processes. The key advantage of the implementation of chatbots in different domains is the impact by improving customers' experience and reducing costs. Chatbots are pieces of software that simulate human conversation through voice commands and/or text chats, intending to offer companies an approach on how to use this software to revolutionize their businesses. The aim of this paper is the analysis of the evaluation criteria; the study of insights into how chatbots can be implemented in the domains of banking, e-commerce, tourism, and call centres; and the discussion of some benefits and challenges of chatbots in driving the digital transformation of businesses.

Quality indicators development and prioritisation for emergency medical call centres: a stakeholder consensus

IntroductionEmergency medical regulation is a risky activity. In France, emergency medical societies have proposed activity and performance indicators, but their lists are non-exhaustive, unstructured and used heterogeneously among emergency medical call centres (Centres de Réception et de Régulation des Appels, CRRA). Our objective was to build by means of regional stakeholder consensus an operational quality dashboard for CRRAs.MethodsWe conducted an observational step in a French CRRA from June to September 2018 and at the same time listed existing activity and quality indicators through a rapid international literature review. We adapted and classified all indicators identified in a structured table. We prioritised them from April to September 2019 by seeking consensus with one regulator physician and one medical regulation assistant from the 13 CRRAs of the largest French region. We used an adapted Delphi method with a prioritisation scale from 1 to 9.ResultsThe rapid review of literature included 33 studies among the 414 identified and, with the first observational step, resulted in a list of 360 quality indicators covering the following areas: material resources, human resources, quality approach, call handling and postcall support. 15 of the 26 members participated in the entire process. Seventy indicators were considered as priorities with strong agreement among participants. We built an operational dashboard of quality indicators deemed high priority and provided 70 descriptive indicator sheets.ConclusionOur study allowed to build an operational quality dashboard for CRRAs as a ready-to-use support for an internal audit, for prioritisation of quality approach actions and for national and international benchmarking.

Determinants of Call Centre Employee’s Turnover in Pakistan - An Exploratory Study

The purpose of this study was to find the determinants of call centre employee’s turn over in Pakistan. This study would answer Why employees quit call centres job in Pakistan and does not last for long. Little is known about the employs experience and real issue, that why did they quit. Eight employees were interviewed who have worked in the call centres. The interviews were qualitative and were analysed by drawing on the phenomenological method. The employees revealed that there are limited career opportunities in the call centres. Most participants stated that time schedule, stressed working environment and excessive work load were that major factor which urged them to quit the job too early. Participants stated the time schedule as a major factor which negatively impacted on their social and personal lives. In conclusion, this research provides the basis for human resource management to work on the real factor which spark the employee turnover in call centres of Pakistan.

Towards a Digital Workerism: Workers’ Inquiry, Methods, and Technologies

Digital technology is playing an increasingly visible role in the organisation of many people’s work—as well as large parts of their lives more broadly. The concerns of emancipatory technology studies, or other critical accounts of technology, are often focused on finding alternative uses of technology. In many workplace contexts—from call centres to platform work—the imperatives of capital are deeply written into these technologies. Yet at the same time, many capitalist technologies are playing a key role facilitating emerging workers’ struggles. For example, in the case study examined here, Deliveroo drivers rely on communication technologies like WhatsApp to organise against algorithmic management. Drawing on an ongoing workers’ inquiry, this paper seeks to consider what a workerist approach to digital technology can add to these debates. The paper outlines the challenges and opportunities for a “digital workers’ inquiry,” considering how this approach combines research with organising. The argument is divided into two main parts: first, the need for inquiries in digital work and the importance of these and second, how the process of inquiry and co-research (and the methods these involve) can be adapted and refined with digital technology. By starting the critique of technology from the workplace, this paper proposes a workerist account of how technologies can be destroyed or re-appropriated, starting from a reading of workers’ struggle.

Tecnologies of defining the indicators of call centre

A great number of calls enter call centres daily. It is difficult to determine the state of the call cenre without evaluation of the indicators of the call centre operational level. In order to control all significant indicators it is necessary to have software, which will allow a real-time monitoring of various data. The paper describes all significant indicators of operational level of the call centre, such as the duration of waiting for the answer; volume of calls; the duration of call treatment; service level indicator; the percentage of those calls, which helped to fix the problem; the quality of conducted services. The assignments of each of them are discussed, definatory formulae and examples of some indicators are given, criteria for selection of an optimal number of call centre operators are analyzed, theoretical and practical assessments of various indicators of calls are conducted and necessary recommendations for improving the performance of a call cenre are formed as well.