1                         Call Center                         Operations 101                          Brad Cleveland,     ...
3         The 10 Key Customer Expectations    • Be accessible    • Do it right the first time    • Meet commitments, keep ...
5       Call Center Operations: 7 Essential Issues            1. The inbound workload arrives randomly            2. There...
7          The Two Major Types of Contacts    1. Those that must be handled when they arrive.       Performance objective:...
9    Input:         Average talk time in seconds = 180                                    Internal View: Base             ...
11                          Call Center Operations: 7 Essential Issues                            1. The inbound workload ...
13                                                    1. Choose service                                                   ...
15         Components of a Quality Interaction     • Customer can access the contact channels desired     • Contact is nec...
17                                                                             Internal View: Base     Input:    Average t...
19                 Key Immutable Laws     • When service level goes up,      occupancy goes down     • The law of diminish...
21     Call Center Operations: 7 Essential Issues      1. The inbound workload arrives randomly      2. There’s a direct l...
23                                       Rostered Staff Factor (Shrinkage)                                                ...
25      Call Center Operations: 7 Essential Issues        1. The inbound workload arrives randomly        2. There’s a dir...
27                                    Copyright © 2010 International Customer Management Institute (ICMI). All rights rese...
29     To Contact and Connect:     ICMI Office:     International Customer Management Institute:     www.icmi.com or 719-2...
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ICMI Call Center Ops 101 - ICMI @ Dreamforce 2010 Handout - Brad Cleveland

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ICMI Call Center Ops 101 - ICMI @ Dreamforce 2010 Handout - Brad Cleveland

  1. 1. 1 Call Center Operations 101 Brad Cleveland, ICMI blog: www.bradcleveland.com/blog Twitter: www.twitter.com/bradcleveland Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.2 Today’s Agenda • The emerging environment – Customer expectations – CC as hub of communication • 7 key operational dynamics Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.
  2. 2. 3 The 10 Key Customer Expectations • Be accessible • Do it right the first time • Meet commitments, keep your promises • Provide well-trained employees • Tell me what to expect • Be socially responsible and ethical • Treat me courteously • Be responsive to what I need and want • Do what I ask promptly • Follow up Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.4 Contact Centers as Emerging Hubs of Communication Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.
  3. 3. 5 Call Center Operations: 7 Essential Issues 1. The inbound workload arrives randomly 2. There’s a direct link between resources and results 3. There are underlying patterns to customer workload 4. Service level and quality work hand-in-hand 5. Important immutable laws are continually at work 6. You need more staff on schedule than on the phones 7. The demands on agents are increasing Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.6 The Effect of Random Call Arrival The Workload Bunches Up! Calling Pattern A Calling Pattern B 6 5 4 Calls 3 2 1 0 0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 Minutes After the Hour Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.
  4. 4. 7 The Two Major Types of Contacts 1. Those that must be handled when they arrive. Performance objective: Service Level Definition: X% answered in Y seconds 2. Those that can be handled at a later time. Performance objective: Response Time Definition: 100% response within N hours Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.8 Call Center Operations: 7 Essential Issues 1. The inbound workload arrives randomly 2. There’s a direct link between resources and results 3. There are underlying patterns to customer workload 4. Service level and quality work hand-in-hand 5. Important immutable laws are continually at work 6. You need more staff on schedule than on the phones 7. The demands on agents are increasing Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.
  5. 5. 9 Input: Average talk time in seconds = 180 Internal View: Base Average after call work (wrap up) in seconds = 30 Contacts per half hour = 250 Staff Calculations Service level objective in seconds = 20 Source: ICMI QueueView Calls / Output: Agents ASA SL Occ TKLD Agent 30 208.7 23.5% 97% 54.0 8.3 31 74.7 45.2% 94% 35.4 8.1 32 37.6 61.3% 91% 30.2 7.8 33 21.3 73.0% 88% 28.0 7.6 34 12.7 81.5% 86% 26.8 7.4 35 7.8 87.5% 83% 26.1 7.1 36 4.9 91.7% 81% 25.7 6.9 37 3.1 94.6% 79% 25.4 6.8 38 1.9 96.5% 77% 25.3 6.6 39 1.2 97.8% 75% 25.2 6.4 40 0.7 98.6% 73% 25.1 6.3 Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.10 QueueView Staffing Calculator by ICMI, Inc. Customer View: Calls Average Talk Time (Sec.) = 180 After-Call Work Time (Sec.) = 30 Delayed Calls per Half-Hour = 250 Service Level Objective (Sec.) = 20 Source: ICMI QueueView |<========= Number of callers waiting longer than x seconds =========>| Agents SL% 5 10 15 20 30 40 50 60 90 120 180 240 ===== === ==== ==== ==== ==== ==== ==== ==== ==== ==== ==== ==== ==== 30 24 203 199 195 191 184 177 170 163 145 129 101 80 31 45 156 149 143 137 126 115 105 97 74 57 34 20 32 61 118 111 104 97 85 74 65 56 38 25 11 5 33 73 89 81 74 67 56 47 39 32 19 11 4 1 34 82 65 58 52 46 37 29 23 18 9 5 1 0 35 88 47 41 36 31 24 18 14 10 4 2 0 0 36 92 34 29 24 21 15 11 8 6 2 1 0 0 37 95 24 20 16 14 9 6 4 3 1 0 0 0 38 97 16 13 11 9 6 4 2 2 0 0 0 0 39 98 11 9 7 5 3 2 1 1 0 0 0 0 40 99 7 6 4 3 2 1 1 0 0 0 0 0 41 99 5 4 3 2 1 1 0 0 0 0 0 0 42 100 3 2 2 1 1 0 0 0 0 0 0 0 Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.
  6. 6. 11 Call Center Operations: 7 Essential Issues 1. The inbound workload arrives randomly 2. There’s a direct link between resources and results 3. There are underlying patterns to customer workload 4. Service level and quality work hand-in-hand 5. Important immutable laws are continually at work 6. You need more staff on schedule than on the phones 7. The demands on agents are increasing Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.12 Monthly Calls Offered Calls by Day of the Week 180 4500 170 4000 160 Calls in Thousands 3500 150 3000 140 Calls 2500 130 120 2000 110 1500 6-May Yr. 1 Yr. 1 Yr. 2 13-May 100 Yr. 2 1000 20-May Yr. 3 90 Yr. 3 500 27-May 80 0 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC MON TUE WED THU FRI SAT Month Day of the Week 200 Half-Hourly Calls Offered 180 MON 160 140 TUE 120 WED Calls 100 THU 80 FRI 60 SAT 40 20 SUN 0 8:00 9:00 1:00 2:00 3:00 4:00 5:00 6:00 7:00 8:00 10:00 11:00 12:00 Time of Day Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.
  7. 7. 13 1. Choose service level/response time objectives. 9. Repeat for a higher and lower 2. Collect data. level of service. 8. Calculate costs. The Resource 3. Forecast call load. Planning Process 7. Organize 4. Calculate base schedules. staff. 6. Calculate 5. Calculate rostered staff trunks (and factor related system (shrinkage). resources). Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.14 Call Center Operations: 7 Essential Issues 1. The inbound workload arrives randomly 2. There’s a direct link between resources and results 3. There are underlying patterns to customer workload 4. Service level and quality work hand-in-hand 5. Important immutable laws are continually at work 6. You need more staff on schedule than on the phones 7. The demands on agents are increasing Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.
  8. 8. 15 Components of a Quality Interaction • Customer can access the contact channels desired • Contact is necessary in the first place • Customer is not placed in queue for too long • Customer is not transferred around • Customer doesn’t get rushed • Agent provides correct response • All data entry is correct • Customer receives correct information • Customer captures all needed/useful information  Continued… Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.16 Components of a Quality Interaction (cont.) • Customer has confidence contact was effective • Customer doesn’t feel it necessary to check-up, verify or repeat • Customer is satisfied • Agent has “pride in workmanship” • Unsolicited marketplace feedback is detected and documented • Others across the organization can correctly interpret and effectively use the information captured • The organization’s mission and brand is furthered Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.
  9. 9. 17 Internal View: Base Input: Average talk time in seconds = 180 Average after call work (wrap up) in seconds = 30 Staff Calculations Calls per half hour = 250 Source: ICMI QueueView Service level objective in seconds = 20 Output: Agents ASA SL Occ TKLD 30 208.7 23.5% 97% 54.0 31 74.7 45.2% 94% 35.4 32 37.6 61.3% 91% 30.2 33 21.3 73.0% 88% 28.0 34 12.7 81.5% 86% 26.8 35 7.8 87.5% 83% 26.1 36 4.9 91.7% 81% 25.7 37 3.1 94.6% 79% 25.4 38 1.9 96.5% 77% 25.3 39 1.2 97.8% 75% 25.2 40 0.7 98.6% 73% 25.1 Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.18 Call Center Operations: 7 Essential Issues 1. The inbound workload arrives randomly 2. There’s a direct link between resources and results 3. There are underlying patterns to customer workload 4. Service level and quality work hand-in-hand 5. Important immutable laws are continually at work 6. You need more staff on schedule than on the phones 7. The demands on agents are increasing Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.
  10. 10. 19 Key Immutable Laws • When service level goes up, occupancy goes down • The law of diminishing returns • The powerful pooling principle Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.20 The Dynamics of Size and Pooling Scenario Talk: 180 seconds After-call work: 30 seconds Service level: 80% in 20 seconds Calls MSRs Occupancy Calls per Agent 50 9 65% 5.6 100 15 78% 6.7 250 34 86% 7.4 1000 124 94% 8.1 Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.
  11. 11. 21 Call Center Operations: 7 Essential Issues 1. The inbound workload arrives randomly 2. There’s a direct link between resources and results 3. There are underlying patterns to customer workload 4. Service level and quality work hand-in-hand 5. Important immutable laws are continually at work 6. You need more staff on schedule than on the phones 7. The demands on agents are increasing Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.22 Thank you for holding. Our agents are currently… On a break At lunch Making internal calls In a meeting In the bathroom Rebooting their computers Researching something Sick On vacation Getting supplies Completing after-call work In training With other callers Your call is important to us. Please continue to hold… Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.
  12. 12. 23 Rostered Staff Factor (Shrinkage) Rostered Base Staff Required On Staff SL RT Absent Break Training Schedule Factor 08:00-08:30 18 4 2 0 0 24 1.09 08:30-09:00 20 4 2 0 4 30 1.25 09:00-09:30 20 4 2 0 4 30 1.25 09:30-10:00 25 5 2 3 4 39 1.3 10:00-10:30 25 5 2 3 4 39 1.3 10:30-11:00 31 5 2 3 4 45 1.25 Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.24 Scheduling Realistically 45 40 Rostered Staff Assigned Number of Analysts 35 Rostered Staff Required 30 Base Staff Required 25 20 15 10 5 0 11:00 11:30 5:30 9:00 9:30 1:00 1:30 2:00 2:30 3:00 3:30 4:00 4:30 5:00 12:00 10:00 10:30 12:30 Time of Day Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.
  13. 13. 25 Call Center Operations: 7 Essential Issues 1. The inbound workload arrives randomly 2. There’s a direct link between resources and results 3. There are underlying patterns to customer workload 4. Service level and quality work hand-in-hand 5. Important immutable laws are continually at work 6. You need more staff on schedule than on the phones 7. The demands on agents are increasing Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.26 The Evolving Role of Agents • Customers are increasingly informed, connected • Channels are proliferating; writing, speaking, gen-? • Interactions that require agents demand ever-higher levels of skill and analysis • Leading organizations are cultivating experiences Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.
  14. 14. 27 Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.28 The Contact Center’s Contribution to Value • Is a major driver of customer satisfaction • Enables improved quality and innovation • Enables more focused products and services • Enables highly-leveraged marketing • Provides efficient delivery of services • Is essential for cultivating self-service systems • Creates additional revenue/sales Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.
  15. 15. 29 To Contact and Connect: ICMI Office: International Customer Management Institute: www.icmi.com or 719-268-0305 Brad, direct: Brad Cleveland Senior Advisor, ICMI bcleveland@icmi.com  208-928-7311 (direct) Blog: www.bradcleveland.com/blog Twitter: www.twitter.com/bradcleveland Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.30 Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.

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