---
title: "How do you prevent employees from temporarily having to work in dual contact center systems?"
url: "https://pegamento.nl/en/contact-center/how-do-you-prevent-employees-from-temporarily-having-to-work-in-dual-contact-center-systems/"
lang: "en"
type: "post"
description: "This is how you prevent employees from working in two contact center systems during a migration. Read how."
last_modified: "2026-11-02T07:00:54+00:00"
categories: [Contact Center]
translations:
  nl: "https://pegamento.nl/contactcenter/hoe-voorkom-je-dat-medewerkers-tijdelijk-in-twee-contactcentersystemen-moeten-werken/"
---

# How do you prevent employees from temporarily having to work in dual contact center systems?

You prevent employees from temporarily having to work in two contact center systems by choosing a well-prepared, phased migration strategy where the new system is fully ready before the switch takes place. The key lies in thorough technical preparation, clear process descriptions, and targeted training, so that employees switch in one step without a long parallel period. In this article, we answer the most frequently asked questions about contact center migrations and how to make them run as smoothly as possible.

## Why do employees temporarily work in two systems during a migration?

Employees temporarily work in two contact center systems because organizations want to safeguard the continuity of customer contact during a migration. As long as the new system has not been fully tested, configured, and integrated, the old system remains active as a safety net. This leads to a parallel transition period in which employees must operate both environments.

The cause is almost always insufficient preparation or overly ambitious planning. When integrations with CRM systems, telephony routing, or reporting tools are not ready on time, the final switch is delayed. Employees then have to handle incoming contacts in the new system, while historical data, open cases, or specific channels still reside in the old system. The result is extra workload, confusion, and an increased risk of errors. Working in dual contact center systems is not a conscious choice, but a symptom of a migration that started too early or too late.

## What risks does working in dual contact center systems entail?

Working in dual contact center systems entails significant operational and qualitative risks. Employees lose oversight, make mistakes more often when registering customer interactions, and experience higher workloads. At the same time, the chance of an inconsistent customer experience increases because information is spread across two environments.

The most common risks are:

- **Duplicate registration and errors:** Employees must maintain data manually in two systems, leading to inconsistencies and loss of time.

- **Loss of customer context:** Customers have to repeat their story because employees cannot see the full interaction history at a glance.

- **Increased absenteeism and frustration:** Employees who switch between two environments daily experience more stress and lower job satisfaction.

- **Clouded performance insights:** Reports are incomplete or must be merged manually, making it difficult to manage accessibility and quality.

- **Security risks:** Two active systems mean twice as much management, access control, and potential vulnerabilities.

The longer the parallel transition period lasts, the greater these risks become. A well-thought-out [contact center migration](pegamento.nl/en/contact-center-technology/) limits this period to a minimum.

## How long does a parallel transition period last on average?

A parallel transition period during a contact center migration lasts an average of two to eight weeks, depending on the complexity of the environment, the number of systems to be integrated, and the quality of preparation. With well-prepared migrations, this period can be reduced to a few days or even skipped entirely.

The duration is determined by factors such as the number of active communication channels, the depth of the CRM integration, the amount of historical data that needs to be migrated, and the extent to which employees have already been trained. Organizations with a fragmented customer contact landscape, where telephony, email, chat, and [omnichannel communication](pegamento.nl/en/omnichannel-business-telephony/) are managed by different systems, usually require a longer transition period. Organizations that invest in a clear architecture and stepwise migration planning beforehand significantly limit the parallel phase.

## Which migration strategy prevents or shortens dual system work?

A phased migration strategy based on channels or teams prevents or shortens dual system work most effectively. Instead of a big bang transition, where everything is switched at once, you switch per channel or department as soon as the new system is fully tested and ready for production.

Two proven approaches are:

- **Channel-wise migration:** Start with one communication channel, such as chat or email, and only migrate telephony once the new system is running stably. This way, employees never have to manage all channels in two environments simultaneously.

- **Team-wise migration (pilot group):** Have a small team switch to the new system first. They identify bottlenecks before the rest of the organization follows, making the broader rollout smoother.

Essential to both approaches is that the old system is only turned off when all parties involved, including IT, team leaders, and employees, confirm that the new system is fully functional. A clear go/no-go procedure prevents the parallel phase from being unnecessarily extended.

## What technical aspects must be in order before switching to a new system?

Before switching to a new contact center system, at a minimum, the integrations with the CRM, telephony routing, reporting links, and access rights must be fully configured and tested. If one of these elements is missing, a parallel period is inevitable.

A technical readiness checklist typically includes the following components:

- **CRM integration:** Customer data and interaction history are available in the new system before go-live.

- **Telephony routing and IVR:** All routing rules, queues, and selection menus are configured and tested in an acceptance environment.

- **Omnichannel channel configuration:** Email, chat, WhatsApp, and other channels are fully set up and linked to the correct teams.

- **Reporting and monitoring:** Dashboards and reports provide immediately usable management information from day one.

- **Access and rights management:** Employees have the correct roles and rights in the new system, in line with information security (ISO 27001).

- **Fallback procedure:** There is a clear fallback plan if the go-live yields unexpected problems.

Technical preparation is not a one-time action, but an ongoing testing process in the weeks before the migration. The earlier bottlenecks are found, the smaller the chance of an extended transition period.

## How do you prepare employees for a contact center migration without loss of productivity?

You prepare employees for a contact center migration without loss of productivity by investing in role-based training, early involvement, and a clear communication strategy. Employees who know what is changing, why it is changing, and how the new system works, switch over with more confidence.

Practical steps that make a difference:

- **Train on roles, not functions:** Ensure that each employee only learns what is relevant to their daily work. Overloading with unnecessary information slows down adoption.

- **Use sandbox environments:** Let employees practice with the new system in a safe test environment before go-live, so they are already familiar with the interface on the first day.

- **Appoint internal ambassadors:** Employees who are involved early and know the new system well help colleagues on the work floor get up to speed faster.

- **Communicate timely and transparently:** Uncertainty about the migration leads to resistance. Actively share the planning, progress, and expectations with the team.

- **Provide support immediately after go-live:** The first working days after the transition are the most vulnerable. Plan extra support so that employees receive immediate answers to practical questions.

A contact center migration is also a change management process. Technology that is ready but not used provides no value. Employee guidance is therefore just as important as technical preparation.

## How Pegamento helps with a smooth contact center migration

We understand that a contact center migration is more than a technical operation. It affects employees, customer processes, and the daily accessibility of your organization. Pegamento guides the entire migration process, from analysis and planning to implementation, integration, and ongoing optimization, so you don’t have to juggle multiple suppliers or separate advice.

What we specifically do for you:

- We map out your current contact center landscape and identify where fragmentation, technical debt, or integration bottlenecks reside.

- We design a phased migration strategy based on proven modules—not costly custom work, but a smart combination of standard building blocks that align with your processes.

- We handle the technical integrations with your CRM, telephony, omnichannel channels, and reporting tools, so the new system is fully ready before go-live.

- We guide employees with role-based training and support immediately after the switch, so productivity loss is kept to a minimum.

- We remain involved after go-live for management, monitoring, and optimization. Everything under one roof, with a single point of contact.

Do you want to know what a migration looks like concretely for your organization and how to keep the parallel transition period as short as possible? [Contact us](https://pegamento.nl/en/contact-us/) and we will be happy to think along with you.

## Frequently Asked Questions

###
What is the difference between a big bang migration and a phased migration, and which is more suitable for our contact center?

In a big bang migration, the entire organization switches to the new system at a single moment, which carries high risks if something goes wrong. A phased migration proceeds step-by-step per channel or team, allowing errors to be detected early and limiting the impact on customer contact. For most contact centers, a phased approach is the safer choice, unless the current environment is so simple that full preparation can be realized within a short time. The right choice depends on the complexity of your integrations, the number of channels, and the available migration capacity.

###
How do we handle historical customer data during the migration? Will information be lost?

Historical customer data does not have to be lost, provided the data migration approach is carefully planned in advance. This means determining which data is transferred, in what format, and via which connection, and testing the completeness and accuracy of the migrated data before go-live. Data that is not compatible with the new system can be archived in a read-only environment, so employees can still access it without having to work in the old system. A clear data strategy is one of the most underestimated parts of a successful contact center migration.

###
What do we do if problems still occur after go-live? Do we have to go back to the old system?

A good migration plan always includes a fallback procedure: a clearly described contingency plan that is activated if the go-live yields unexpected, critical problems. This means that the old system remains technically available for an agreed period after the switch, so you can switch back quickly if necessary. In practice, a full fallback is rarely needed if technical preparation and acceptance tests have been carried out thoroughly. Define clear go/no-go criteria and escalation procedures in advance so the team knows when and how the fallback takes effect.

###
How do we keep customers informed during the migration period so they experience no hindrance?

Ideally, customers notice nothing of a contact center migration because accessibility and service quality remain unchanged. Should a short maintenance period be necessary, communicate this proactively via email, your website, or an IVR message, preferably outside peak hours. Additionally, ensure that employees receive extra support on the first day after the switch so they can speak to customers smoothly and confidently. Transparent internal communication to employees translates directly into a better customer experience during the transition period.

###
Which KPIs should we monitor immediately after go-live to see if the migration is proceeding successfully?

In the first days after go-live, monitor at least accessibility (service level and average wait time), the handling percentage per channel, the average handle time (AHT), and the number of escalations or repeat contacts. An increase in repeat contacts or a longer handle time may indicate employees struggling with the new system or missing customer information. Compare the figures daily with the baseline from the old system to be able to adjust quickly. Ensure these dashboards are available from day one so team leaders have immediate insight.

###
How long does it take on average before employees are fully productive in the new contact center system?

With a well-prepared migration involving role-based training and sandbox practice, most employees are fully productive in the new system within one to two weeks. Without adequate preparation, this can increase to four to six weeks, with a noticeable effect on service quality and employee satisfaction. The payback period shortens significantly when internal ambassadors are active on the work floor and employees can easily ask questions immediately after go-live. Therefore, invest not only in training before the migration but also in guidance during the first weeks after.

###
Can we perform a contact center migration without shutting down daily operations?

Yes, a contact center migration does not have to shut down daily operations, provided the transition is carefully planned outside the busiest contact moments. Preferably choose a migration moment in a quieter period, such as a weekend or a season with less contact volume, and ensure all technical configurations have already been completed in an acceptance environment. By switching channel-wise or team-wise, the rest of the organization remains operational while the first group migrates. With the right preparation, a seamless transition without noticeable interruption for customers or employees is fully achievable.