Contact Center Business Process Improvement Assessments and Training Implementation

Case Study

The state’s Technology Services and Security Office whose mission is to use the best technology, design, and data to make every interaction with the state’s government simpler, faster, and more meaningful.


The state has several contact centers servicing specific constituent needs such as unemployment assistance, motor vehicle registration and licensing, and secondary education. The Technology Services and Security Office was looking to improve the overall constituent experience across the state. 


Zelus conducted comprehensive operational assessments for three state agency contact centers. We created a roadmap of improvements to deliver an enhanced customer experience. The projects provided agency-specific and global recommendations that spanned the state’s contact centers.


  • Developed detailed roadmaps for agencies servicing unemployment, motor vehicles, and secondary education to achieve short-term launch efficiencies and long-term operational vision for the contact centers.
  • Provided scalable and agency-specific recommendations. Identified areas of opportunity for state contact centers to collaborate to provide impactful solutions to standardize and improve the customer experience.
  • Completed a needs assessment and defined a centralized delivery model to provide contact center training to agencies across the state.
  • Developed the Agent Communication and Empathy classroom training focused on improving customer service empathy within eight state entities. The program was developed to allow classes with agent attendance from multiple agencies to reduce call wait time for constituents.
  • Revised the program to enable virtual training across the state due to COVID-19 workplace restrictions. Created a delivery plan that included agency and agent readiness (equipment and applications) for virtual delivery for approximately 900 people. No department in this project had previously conducted virtual training in this manner.
  • Developed a blended-model Coaching and Operational Planning for the 125 managers and supervisors. Revised the learning to be fully virtual due to COVID-19 restrictions.
  • Created a virtual course to set the foundations for effective change management in the contact center environment entitled “Becoming a Business Architect”. The course is intended for 125 mid-managers and supervisors. The course teaches leaders how to actively participate and take responsibility for their role in successful project implementations and focuses on team readiness to not only proactively participate in shaping change, but successfully absorbing changes into the operation.