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Workforce Management an old call center manager s view

Agenda. IntroductionsA few definitions4 best practice themesSpecific examples of best practicesHard learned lessonsWhere to find more information. Who's here?. Work in a call center/othersFor those in call centers:Size (<50 agents, 50-200, >200)Already use a workforce management toolFor pr

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Workforce Management an old call center manager s view

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    1. Workforce Management – an old call center manager’s view Ian Moustaka October 3 2007

    2. Agenda Introductions A few definitions 4 best practice themes Specific examples of best practices Hard learned lessons Where to find more information

    3. Who’s here? Work in a call center/others For those in call centers: Size (<50 agents, 50-200, >200) Already use a workforce management tool For profit versus non-profit Management/workforce management/others 5/6/7 days per week Sales part of agent’s annual evaluation

    4. Definitions Call center management – “The art of having the right number of properly skilled people and supporting resources in place at the right times to handle an accurately forecasted workload at service level with quality.” (Brad Cleveland) Schedule adherence (aka compliance) – The percentage of scheduled time that an agent is logged on to the phone. = Total logged on mins in accordance with schedule/Total scheduled mins (less authorized exceptions) x 100/1 Schedule conformance = Total logged on mins/Total scheduled mins (less authorized exceptions) x 100/1

    5. Four best practice themes Get everyone on side Get your objectives and measurements right Get best use from tools – empower the agent Learn from others

    6. 1. Get everyone on side Education (From Day 1 - power of one agent, impact of quickly answering the phone on customer satisfaction, culture of everyone doing their fair share, share results) Positive incentives (2 hours on self education for monthly schedule conformance > 97%) Involvement (in creating measures/schedules) Recognition (1-1 feedback, team meetings, Town Halls) Supervisor development and motivation critical (1.5 hours per month solely on supervisor development)

    7. 2. Get your objectives/measures right Agent scorecard – need right balance between quality, productivity, contribution beyond phone. Comprehensive approach to productivity measures (e.g. Call Center of the Year – not all on scorecard but all managed) Daily focus from management and supervisors required (intraday reports by half hour) Continuous improvement of scorecard, rating levels (involve all levels, monitor scores) Focus on schedule conformance consistently achieved a minimum of 5% productivity improvement

    8. 3. Get best use from tools Tools available for small and large centers – some tools cost very little Must start with right number of staff and a robust contingency plan for peaks – manager’s business case vital Agents love empowerment (e.g. ability to swap schedules) and visible consistent processes (e.g. for granting vacation, schedules) The tools are mostly great – spend money on ongoing training Try and maintain human element – coaching skills training important (how you give feedback vital)

    9. 4. Learning from others Books (e.g. Brad Cleveland, Call Center Management on Fast Forward, 2nd ed, 2006) Call center visits (ask questions) Conferences/seminars/webinars (e.g. ICMI, www.incoming.com ) Society of Workforce Planning Professionals (www.swpp.org ) Magazines (e.g. Customer Management Insight) Vendors (especially vendor networks) Call center certification (www.ciac-cert.org )

    10. Hard learned lessons Don’t try and do it on your own Don’t let go of scheduling function (e.g. all new hires have split days off) Challenges of 7x24, value of 4x10 Large queues must also focus on occupancy rate

    11. Thank you? Ian Moustaka InTelegy Consulting imoustaka@intelegy.com 916 893 8500

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