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Contact Center Quality Management .

Human Ressources , Contact Center , Communication Tools , Template , Coaching , Figures and Business analysis , B2B , B2C , multilingue communication

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Contact Center Quality Management .

  1. 1. CONTACT CENTER SUPERVISOR from 2011 december 7th to 2011 march 25th
  2. 2. Special thanks to   Hélène Portail, General Manager of the contact center and internship advisor.   Supervisor Linda and to the german team for the daily management.   Supervisors-trainer and trained,the new team, for taking part in the Client CRM training.   The general manager and the Client’s representative Romain S. for the statistics analysis .
  3. 3. Competence distribution
  4. 4. First activity: Executing Telecommunication and measuring tools   The supervisor is in charge of these instruments and has the access to the necessary technical and human resources.   Follow teams’ productivity in real time thanks to performance indicators.   Apply correctives.
  5. 5. Quantitative stats   DMT= ACD +ACW   Average treating time per call per day for an agent   Call duration per agent per day,   ACW (After Call Work): register information during the call.   Service Quality: Taited / received   Service Level:   BACKOFFICE PRODUCTIVITY: number of treated request per agent and per day.
  6. 6. Qualitative stats  Call evaluations  Picking: mail evaluation  Comparison of own evaluations with Client’s evaluations.
  7. 7. Indicateurs de Dimensionnement   Taux d’utilisation:   Taux d’emploi:   D’opérabilité:   D’occupation:   Temps production/ ( pauses+attente +temps de production) Dossier Synthèse Professionelle
  8. 8. Indicateur de dimensionnement Dossier Synthèse Professionelle 0% 5% 10% 15% 20% 25% 30% absence: congéspayés support: encadrement,f ormation pauseshors déjeuner attente production backoffice production frontoffice temps de présence temps de présence
  9. 9. Depuis le lancement EURACOM Dans le cadre du secret professionnel, l’analyse statistique est compromise, néanmoins:   QS taux d'évolution mensuel   meilleure progression entre le mois 2 et 3è mois.   meilleure taux progression entre le premier mois et le maximum, 2 mois plutard. 11.6   taux de progression moyen 1,8%   SL taux de progression mensuel   meilleure progression entre le mois 2 et 3.   meilleure évolution entre le 1er et le max, 2 mois plutard. 4.9   taux de progression moyen 0,6%   DMC diminution conséquente   Dès le 2nd mois de démarrage l'ACD chute de 16% => la nouvelle activité pourrait suivre la même tendance au mois de mars. Dossier Synthèse Professionelle
  10. 10. Cadre règlementaire de la plannification usage Contract (typologies des plages horaires,…) Accords Entreprises. Convention collective Code du travail Dossier Synthèse Professionelle
  11. 11. Methodologie globale d’affectation (1) Besoin = dimensi onneme nt Disponibil ité des ressource s Base de compétence s Dossier Synthèse Professionelle Cadre technique et logistique Cadre règ mentaire.
  12. 12. Méthodologie globale d’affectation (2) Gestion en temps réel et réajustement. Distribution aux téléconseillers. Validation avec le management. Optimisation et lissage. Affectation des horaires par conseillers. Dossier Synthèse Professionelle
  13. 13. Methodologie d’affectation des ressources(3) 1.  mise à jour1: informations effectifs   Type de contracts   Contraintes horaires   Base de compétences   Mouvements de personnel 2.  Mise à jour 2:ressources techniques   Nombre de positions équipées.   Locaux. 3.  Inventorier les disponibilités ressources.   périodes de formation   Demandes de repos compensateurs.   Absences longue durée ( maladie, congé parental, formation…) Dossier Synthèse Professionelle
  14. 14. Methodologie d’affectation des ressources(3)   Affecter nominativement les ressources.   Intégrer le dimensionnement par activité et par ¼ d’heure.   Positionner d’abord les contrats à horaires fixes.   Affecter les autres contrats selon   Disponibilité, les ressources techniques.   Les règles d’équité.   Roulements ( repos/horaires/type d’activité) et les équipes.   Souhaits de colaborateurs. Dossier Synthèse Professionelle
  15. 15. Methodologie d’affectation des ressources(4)   Optimiser et valider le lissage des ressources avec le chef de plateau.   Période de sureffectif:   planifier les débriefs,   les formations,   les campagnes d’appel sortant,   Activités de backoffice,   préconiser les RTT, congés   Sous-effectif   Analyser les possibilités de mutualisation ponctuelle avec les autres services   Décider d’action terrain pour l’amélioration DMT et la qualié.   S’appuyer sur le volontariat pour les heures supplémentaires. Dossier Synthèse Professionelle
  16. 16. Distribution planning Dossier Synthèse Professionelle   Délai de prévenance.   Zéro papier est recommandé: solution intranet.
  17. 17. Gestion temps réel et encadrement opérationnel   Modification d’horaires ponctuels   Diminuer la DMT en supprimant les tâches   Réaffecter les activités pour palier les aléas de la production journalière   absences,   pics d’appels   imprévus, surstaff ponctuel=> organisation de brief (exemple du problème de PABX avec Orange).   Ces plans doivent être étudiés et anticipés pour accroître la réactivité le jour J, à l’instant t ( voir démarrage nouvelle activité et annexe + commentaires nouvelle activité Call ) Dossier Synthèse Professionelle
  18. 18. Règles d’équité 1.  Nature des tâches à éxécuter ( back office/ compétences langues ) 2.  La pénibilité des tâches 3.  Les horaires contraignants 1.  Roulement de repos. 2.  Roulement d’horaires. 3.  Roulement d’activités. Remarque: ces règles se définissent: 1.  Au niveau global 2.  Au sein d’un même plateau 3.  Au sein d’une même équipe. Dossier Synthèse Professionelle
  19. 19. Daily measuring tools (1) Task Frequen cy Duratio n Goals Log in Log out observations Daily 5 min Checking login of staff, adjustment of competences Editing CMS- AUX reports Daily 5 min Follow up break durations. Editing last day’s stats Daily 5 min Following the daily progression Editing stat totals for the week Daily 5 min Following the weekly progression Backlog Daily 3*5 min Look into the volume of remaining emails.
  20. 20. Daily measuring tools (2) Task Frequen cy Duratio n Objectives. Calculation of email productivity D-1 Daily 10 min Checking and noticing the productivity figures and comparison to the effective Skills’ login per agent. Updating the production fills Daily 10 min Stacking up the scores that will be used for individual and collective diagnostics. Updating sales’ files In real time Informing staff continuously Evaluation of recorded call Daily 30 min Controlling quality and transmitting scores to Client. Picking daily 10 min Id.
  21. 21. Second activity: Team building   Managing human resource activities.   Calculation and animation of marketing campaigns according to client’s needs.   Real time listening and briefing   Evaluation and professionalism development of each team member.   Apply code of practice and discipline on a call floor.
  22. 22. Diagnostic  Daily observations on the call floor.  Analysis and interpretation of stats.  conformity to commercial standards.
  23. 23. Coaching.  Sandwich briefing methods.  Define individual action plan  Motivating and congratulating colaborators scores.  Improving service level of the call floor.
  24. 24. Managing conflicts   In particular case, take decisions for the colaborator.   Re-define if necessary the colaborator behavior on the call floor.   Re define individual action plan.
  25. 25. Specific actions (1) Task Frequenc y duratio n objectives Transmiting treatment beyond compétences In real time Informating the hierarchy and following call treatments. Paperboard updating daily Informing, implicating, motivating and congratulating the agents. Be present Sharing , animating and motivating. Collective briefing 15 min preparing +15 min animating Weekly Sharing information, tools and methods
  26. 26. Specific actions (2) Tasks Frequenc y Duratio n Objectives Individual scores briefing Weekly 10 min Developing individual skill Finding mutual improving ways. Planning transmiting weekly 10 min Informing. Real time listening weekly 10 min Quality monitoring. Real time briefing weekly 10 min Immediately afterwards.
  27. 27. Third activity: contribution to team performance In this frame, he has certain autonomy to act on his own.   Hierarchy reporting   Integrate workshop with other managers, instructors and supervisor and external profesional, clients.   Realizing supports activities,dialogues and letters’ patterns
  28. 28. Hierarchy reporting   Team results.   Tasks achieved   Success and difficulties.   Necessities for continues improvement   Requirement of specific tools.   Suggestions for punctual animation on matters of organisation and operations on the call floor.
  29. 29. MANAGING CHANGE   Identification of purposes and clarification of their nature.   determine the combinative solutions.   simplify the dialog.   communicate effectively.   facilitate the deployment.
  30. 30. VP supervisor training Skills required for the Client CRM.  Specific software: SOFI and GARM  Framing of CRM procedures.
  31. 31. Fourth activity E-commerce interface 1- Basics and functioning of the website 2- Different areas of the site ( help & contact / my account) 3- Member registration and invitations. 4- Sales (General and special event sales, Rosedeals, VP Voyage) 5- Placing an order (delivery options and details) 6- VP Voucher / VP Gift / One click payment 7- 8- Cancelling an order. 9- Change of address / Adding to or modifying an order.
  32. 32. Fourth Activity CRM Software: SOFI – GARM (1/2) 1- NPAI / SIPS. 2- Delivery details and parcel tracking / Investigation 3- Return requests: GARM - Modifying, printing and sending (post, E-mail) of return documents: return label and return slip. - CRM Decisions. 4- Missing and undelivered parcels
  33. 33. Fourth Activity Software: SOFI – GARM (2/2) 5- Damaged products 6- Returns 7- Warranty 8- Technical problems 9- Unsettled payments / 10- 11- VP Iphone / VP Belgium 12- Free on tax forms 13- 14- Refunds
  34. 34. Fourth Activity MEMBER DIALOGUE AND COMPARISON OF EVALUATIONS Identification Reformulation Conclusion Loyalty expression Call Transfering and call backs Putting on Hold Completion of tickets
  35. 35. SOFTWARES REQUIRED   Powerpoint   Reports   Project presentations   Excel   Planning   Monitoring data traffic.   Calculation of provisional figures for inbound and outbound activity ( AFPA training)
  36. 36. Software required (2)   CMS AVAYA   DMT,QS,SL   Real time listening to calls   Daily reports   Productivity of incoming calls   Time of effective production per agent.   Real time visualization of production per competences per agent.   Checking coffee break.
  37. 37. Software required (3)   NICE Performer: recorded inbounds listening.   SOFI – GARM: CRM treatment   OUTLOOK: daily reports   INTRANET: interface between advisors, managers and the Client.
  38. 38. Aditionnal documents
  39. 39. SOFI-GARM
  40. 40. SOFI & BACKLOG
  41. 41. SOFI & PICKING/ ÉCOUTES
  42. 42. Call for tender   VP, leader on the market of online event sales   Range of exclusive products proposed online requires adequate personnel and service.   Since 2007, launch of business on the German and Spanish markets and since 2008, continuous development in Italy and UK.
  43. 43. Arvato Services   Specialised in Client Relationship Management.   Major challenger among Contact centers worldwide.   The partnership between VP and Arvato Services is not exclusive. ( Commearth)
  44. 44. Commitments of the services’ provider   Transmission of know how on which it has built its reputation according to specifications   Leading the activity   Maintening and updating tools and other resources.   Continuous improvement of all the actors.   Reportings.
  45. 45. Aims of externalisation. Why entrusting the CRM to a specialist?   Process and the added constrains:   Secure the service   Guarantee the accessibility to the service   Insure flexibility in the management   Strategy for an Europe-wide development
  46. 46. Services provided  Back office and inbounds  Evolution of services’ nature by amendment  Possible outbound activity
  47. 47. Implantation strategy  Euracom, subcontractors of Arvator services  Economical zone with low exploitations costs.
  48. 48. Suivi RH
  49. 49. CMS AVAYA
  50. 50. Launch of new call activity
  51. 51. MAIL FLUX
  52. 52. CALL EVALUATION CRITERIA YES NO N/A RESPECTING CALL STRUCTURE ( 8 parameters) ANSWER TO REQUEST( 3 parameters) DIALOGUE QUALITY( 9 parameters) RESPECT OF PROCEDURES (5 elements)
  53. 53. MAIL EVALUATION CRITERIA YES NO N/A MAIL STRUCTURE( 5) ANSWER TO REQUEST(3) SYNTAX ( 7 elements) RESPECT OF PROCEDURES (6)

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Human Ressources , Contact Center , Communication Tools , Template , Coaching , Figures and Business analysis , B2B , B2C , multilingue communication

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