Inbound 03-04 2011

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Letters to the editor may be sent to: editor@ccapro.com

About Contact Center Association (CCA)
CCA provides professionals with information, education, training and professional networking opportunities.

724 S Tejon Suite C • Colorado Springs Colorado, 80903 • 719.476.0289
www.contactcenterassociation.com

INBOUND is digitally published by CCA. It is a bi-monthly magazine which focuses on contact center operations and topics impacting the contact center industry and practitioner.

Editorial Submissions
Visit contactcenterassociation.com to learn more about submitting editorial to INBOUND.

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Inbound 03-04 2011

  1. 1. CALL CENTER MANAGEMENT | SCHEDULE ADHERENCE | CONTACT CENTER ASSOCIATION TRAINING MARCH . APRIL . 2011contactcenterassociation.com New York, NY MAY2-6CONTACT CENTER ASSOCIATION TRAINING... REGISTER TODAY! contactcenterassociation.com/training San Francisco, CA JUNE20-24 Dallas, TX SEPT19-23 Miami, FL DEC 12-16
  2. 2. INSTRUCTORS Jay Minnucci President and Founder, Service Agility Jay Minnucci is the President and Founder of Service Agility, a consulting and training company dedicated to improving customer service and contact center operations. In this role, he provides strategic and tactical guidance across all industries for enterprises that seek to optimize customer interactions. His client list ranges from small start-up operations to large Fortune 500 corporations. Prior to starting his own firm, he spent eight years as the Vice President of Consulting for the International Customer Management Institute (ICMI). Before becoming a consultant, he spent 17 years running mission critical award winning contact center operations. Jay Penny Reynolds Founding Partner, Call Center School Penny Reynolds develops and teaches courses on a wide variety of call center topics and speaks at many industry conferences and association meetings, delivering more than 20 speeches and workshops each year to call center professionals. Before co-founding The Call Center School, Penny was the senior trainer and developer for Call Center University (CCU) which delivered educational seminars in the areas of workforce management; recruiting; hiring; training; call center mathematics; traffic engineering; performance measurement and management; call center technologies; and staff retention. Prior to her role at CCU, Penny was the Director of Marketing for TCS Management Group, a company specializing in workforce management software solutions. Penny originally joined TCS as a Senior Consultant and spent several years doing general call center and telecommunications consulting, working with a wide variety of call centers. Her articles have appeared in publications such as Customer Relationship Management, Penny Call Center/CRM Solutions, Customer Support Management, Contact Center’s Inbound magazine and others. An honors graduate of Vanderbilt University, Penny was one of the first recipients of Call Center Magazine’s prestigious Call Center Pioneer award. Penny is a CIAC- Certified Call Center Management Consultant. Marilyn Saulnier Senior Consultant, Service Agility Marilyn Saulnier is a Senior Consultant at Service Agility, which provides consulting services to clients seeking to improve the efficiency and quality of services provided to their customers. She works with clients across a broad range of industries to improve their call center operations and customer experience. Prior to joining Service Agility, she spent five years as a Senior Consultant for the International Customer Management Institute (ICMI) and three years as a Senior Consultant for Alltel Information Services, Global Professional Services. Prior to becoming a consultant, Marilyn spent over 18 years managing all aspects Marilyn of call center operations. Maggie Klenke Founding Partner, Call Center School Maggie Klenke is a founding Partner of The Call Center School and an active industry consultant. She assists clients in the development of strategic and tactical plans; technology applications and integration; staffing and scheduling; service level analysis; and overall management issues. Maggie teaches seminars on a wide variety of call center and telecommunications topics and is a popular speaker at industry conferences. Maggie writes frequently for the industry press and is on the editorial boards of the International Journal of Call Centre Management and CRM Magazine. She has also co-authored the five textbooks that support the Call Center Manager curriculum at the University of Phoenix, Call Center Staffing – The Complete Practical Guide to Workforce Management, Business School Essentials Maggie for the Call Center Leader, and Call Center Supervision – The Complete Practical Guide to Managing Frontline Staff2 I N B O U N D. M A R C H . A P R I L . 2 01 1
  3. 3. LETTER FROM EDITOR @QueueGuru QueueGuru Contact Center AssociationW E LC O M E C Editor-in Chief: Rich Hand ontact Center Association is offering new training classes in four cities across the rhand@ccapro.com country – New York, San Francisco, Dallas and Miami. We have chosen our locations Editor: Yvonne Hamilton based on easy access for contact center leaders. The training courses are designed to yhamilton@ccapro.com help the leaders in the industry stay informed of the latest practices needed to run Creative Director: Scott Hanson shanson@ccapro.com increasingly more complex customer service organizations. Media Sales: Cheri Bruno Managing a High Impact Contact Center is a must attend for directors, managers and cbruno@ccapro.com supervisors responsible for the customer experience. The course includes outlining the strategic role the contact center plays in the organization and how to leverage the business intelligence that How to reach INBOUND is harvested in the center. It is a course that both experienced and new leaders will need to be Letters to the editor may be sent to: successful in the changing environment of the contact center. editor@ccapro.com About Contact Center Association (CCA) We are introducing five additional training courses: Workforce Management and Beyond: CCA provides professionals with information, Efficiency that Builds Loyalty, Results Coaching: The Secret to Building High Performance education, training and professional networking opportunities. Teams, Quality Monitoring and beyond: Minding the Gap between Performance and 724 S Tejon Suite C • Colorado Springs Possibility, Fundamentals of Call Center Supervision, Contact Center Operations and Business Colorado, 80903 • 719.476.0289 Management. Each course is designed to improve your performance as a contact center leader. About INBOUND INBOUND is digitally published by CCA. This edition also has three articles from the trainers who will be delivering our training courses. It is a bi-monthly magazine which focuses on contact center operations and topics impacting The trainers have a true passion for the industry; I encourage you to read these articles full of great the contact center industry and practitioner. information and if you have training needs check out when they are offering their new courses. Back Issues of INBOUND You may access electronic back issues at As part of the training experience, you can also take advantage of the site tours and networking www.contactcenterassociation.com/inbound. opportunities. You will receive valuable knowledge from sharing experiences and networking Editorial Submissions Visit contactcenterassociation.com to learn with your peers. It is an exciting time for our industry and we are proud to introduce this more about submitting editorial to INBOUND. newest training offering. Copyright © 2011 Redwood Collaborative Media All rights reserved. Reproduction or use of the contents in whole or in part without permission Regards, of the publisher is prohibited. RichHANDT.O.CONTENTS ISSUE 02 2011 Director of Membership & Publications02 | Instructors 14 | COURSE: Results Coaching: The Secret to Building High Performance Test Teams03 | Letter from the Editor 15 | COURSE: Quality Monitoring and Beyond:04 | Five Phrases We Should All Embrace Minding the Gap between Performance and Possibility Jay Minnucci, Every industry has its own language. Contact centers are no exception. 16 | COURSE: Contact Center Operations and Business Management06 | Training Schedule at a Glance 17 | Registration Information08 | Steps for Attacking Adherence Problems Penny Reynolds, A structured performance management model is the key to 18 | Mastering the Fundamentals of Call Center Management dealing with one of management’s biggest problems – schedule adherence. Marilyn Saulnier, Top five list of where companies should focus in order to get value from their call center investment and deliver on their brand promises.10 | Networking 20 | How to Sell Training to Your Manager11 | COURSE: Managing a High Impact Contact Center Yvonne Hamilton, Ten steps for training approval12 | COURSE: Workforce Management and Beyond: 22 | Five Reasons Training Matters Efficiency that Builds Loyalty Bob Last, Perspectives on the value of training13 | COURSE: Fundamentals of Call Center Supervision CONTACTCENTERASSOCIATION.COM 3
  4. 4. 5 PHRASES M any of the terms we use are forward-thinking and help drive positive behavior. Yet there is always room for improvement, and there are a number of phrases out there that should work their way into our language. Listed below are my top five: 1 Career Agent FIVE Between consulting projects, seminars, and industry conferences I have had conversations with thousands of contact center professionals. During all that time I cannot PHRASES honestly recall a single instance of someone using the term “career agent” – at least, not in a positive way. How is that possible? We know it is a challenging, important assignment. Yet we seem to expect that talented staff will want to move on. Some of the more enlightened among us have devised career We Should All Embrace paths that help people work up and/or across the enterprise. Let’s augment those with a “stay right here” development program that encourages frontline staff to continually improve in their assignment. A great agent is not only hard to Every industry has its own find, but he/she is expensive to replace. language. Terms, acronyms, and phrases help define a profession as unique and specialized. Contact centers are no exception. 2 Cognitive Drift We have a language we all use Fans of the Freakonomics book series by Levitt and Dubner to help us more easily connect might recognize this term. It describes how we lose focus when with like-minded leaders at our attention wanders. It is surprising to learn how easy it is for this to happen. You can be heads-down and focused seminars, conferences, and with razor sharp clarity on a task, stop for a second to swat other networking events. a fly away, then stare at the task in front of you for the next 15 seconds trying to figure exactly what you were doing. If that sounds familiar to you, rest by JayMINNUCCI assured that you are not alone. Does that matter to us in contact centers? It absolutely does, and in two very important ways. First, our agents spend all day in front of a computer, flipping constantly between applications. That delay of a few seconds is not only annoying – it has some serious quality implications. I cringe when I question staff about response times and I hear “Not too bad, just a few seconds or so”. Not only is a few seconds way too long, but the lack of a more exact answer tells me that it will never likely improve.4 I N B O U N D. M A R C H . A P R I L . 2 01 1
  5. 5. 5 PHRASESSecond, many of us expect our agents to multi-task. Handle acall when it comes in, but in between time work on cases, or 4 Engineering Departmentemail, or faxes, or whatever else may be lying around. Despitethose exclamations about how some people multi-task well, In the infancy of the industry, contact centers were muchwhat we are learning is that no one really does it well – some simpler than they are today. One toll-free number, no menus,are just a bit less poor than others. If the expectation is that and staff trained to handle every incoming call made thepeople have to constantly flip from one task to another, be number of options limited. Thirty years later, contacts comeforewarned that productivity and quality will take a hit. in from various channels, through a myriad of menus, and are subjected to different queuing and priority treatments. The technological advancements have been great, but the backlash is an environment with so many possibilities that3 Moment of Truth forecasting and routing errors are commonplace. Making the most of technology and staffing resources is an exceptionallyYour contact center handles thousands, or maybe millions, difficult task, and way too many of us try to do this withof contacts annually. They all matter. Yet the reality is that minimally trained staff that was not hired for analytical talentsome matter much more than others. Sales operations often in the first place. We need to recognize the difficulty andrecognize this. Service centers lag behind. importance of this work and treat it like the engineering exercise that it is.Consider an insurance company. Many have centralizedcontact centers that provide excellent service for basicrequests – did you receive my payment, I need to add adriver, etc. Claims calls, however, are handled in a differentmanner. Often sent to decentralized offices, these calls 5 Steady Eddietypically are not reported on the same way, monitored asdiligently, or held to the same high standards as the service It is human nature to look for the dynamo when hiring.calls. The irony, of course, is that the claim experience is We want to find the person that will really light up thewhy you buy the insurance in the first place. Answering my workplace and motivate others on the team. Why?account balance question effectively is nice, but I will not On the frontline, our work in contact centers isremember that when I get transferred around and eventually one-on-one with the customer. We need people thathave to leave a voice mail about an accident that has left are rarely absent, arrive on time, and are professional,me without transportation. Whatever industry you are in, friendly and informative on a consistent basis. Weit is critical to define the “moment of truth” call from the want them to enjoy the work and be intrinsicallycustomer’s perspective. Whatever it might be, that is where motivated by satisfying the customer. Does thatthe level of service should be most impressive. sounds like a dynamo or a Steady Eddie? The next time you are in an interview and are thinking about placing a red x on the sheet because you were not “wowed”, step back and think again. The quiet, somewhat introverted person in front of you might “It is surprising to be just the employee to give you five great years learn how easy it is and 50,000 satisfied customers. to lose focus when our attention wanders.” Jay Minnucci is the President and Founder of Service Agility, a consulting company dedicated to improving customer service and call center operations. His client list ranges from small start-up operations to large Fortune 500 corporations, and he has completed assignments in contact centers around the globe. Jay contributes articles to a number of contact center journals, leads seminars on call center management, and is a featured speaker at many industry conferences. Visit him online at: www.serviceagility.com CONTACTCENTERASSOCIATION.COM 5 Freakonomics book cover image
  6. 6. SCHEDULE NEW YORK SAN FRANCISCO MAY2-6 2011 New York, NY JUNE20-24 2011 San Francisco, CA MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY 8:30 – 5:00 each day 8:30 – 5:00 each day Managing A High Impact Contact Center Results Coaching Site Tours Workforce Management Quality Monitoring Fundamentals of Call Center Supervision Contact Center Operations and Business Management (Schedule is subject to change. Please visit www.contactcenterassociation.com/training for an updated schedule at a glance) MONDAY 7:30am – 8:30am Breakfast 8:30am – 5:00pm Training Courses: Managing a High Impact Contact Center, Workforce Management and Beyond, Fundamentals of Call Center Supervision 12:00pm – 1:00pm Lunch TUESDAY 7:30am – 8:30am Breakfast 7:45am – 8:30am Breakfast Roundtable Sessions 8:30am – 5:00am Training Courses: Managing a High Impact Contact Center, Workforce Management and Beyond, Fundamentals of Call Center Supervision 12:00pm – 1:00pm Lunch 5:30pm – 7:00pm Networking Reception6 I N B O U N D. M A R C H . A P R I L . 2 01 1
  7. 7. SCHEDULE DALLAS MIAMI 2011 SEPT19-23 2011 Dallas, TX DEC 12-16 2011 Miami, FLWEDNESDAY7:30am – 8:30am Breakfast8:30am – 5:00pm Training Courses: Results Coaching, Quality Monitoring, Contact Center Operations and Business Management12:00pm – 1:00pm LunchTHURSDAY7:30am – 8:30am Breakfast7:45am – 8:15am Ask the Experts Sessions8:30am – 5:00pm Training Courses: Results Coaching, Quality Monitoring, Contact Center Operations and Business Management12:00pm – 1:00pm LunchFRIDAY7:30am – 8:30am Breakfast8:30am – 11:30am Site Tour 111:30pm – 12:30pm Lunch12:30pm – 3:30pm Site Tour 2Learn more at: Attend forwww.contactcenterassociation.com/training Enriched Skills CONTACTCENTERASSOCIATION.COM 7
  8. 8. For all you workforce planners out there, it’s time to step away from erlangs and workload distributions and enter the world of psychology and behavior analytics. Performance Management Approach Figuring out why people behave a certain way is called behavior STEPS analytics and the application of this psychological science in the workplace is called performance management. A structured performance management model is made up of the following steps. 1. Define performance standards and objectives 2. Measure existing performance 3. Identify gaps in “what we want” versus “what we have” 4. Determine root cause(s) for the performance gap(s) ATTACKING 5. Apply a behavioral solution to address the underlying cause ADHERENCE The first step is to define performance standards and communicate them P RO B L E M S to the staff. This involves defining the precise times that a person is expected to be on the phones, take breaks, go to lunch, work on other activities, and so on. This needs to be defined and then communicated clearly as the expectation. Don’t assume that when you specify a start time of 7:30am that it’s perfectly clear what that means. If you mean Ask workforce management logged in at 7:30 ready to take a call, then be explicit. professionals about their Another part of this definition will involve the leeway that exists in biggest problem and many will meeting the exact numbers. What percent time out of adherence tell you that it is schedule adherence. will be allowed at a maximum? Are there various levels of adherence that will earn them a better “grade” than others? And what are the rewards and/or consequences for meeting the goal or not meeting it? All this needs to be clearly defined and communicated. Part of the communication about schedule adherence needs to be education about the numbers. Be sure everyone understands the relevance of adherence and why it’s so important that each person be by PennyREYNOLDS in their seat on time. Every member of the team should understand the “power of one” when it comes to call center staffing and know the impact they make on speed of service, occupancy, and bottom-line cost. E normous effort goes into forecasting workload, calculating staff requirements, and creating staff The next step is to measure performance. Note the login/logout times schedules, but all that hard work goes down the drain compared to schedule and note the deviations, both in terms of total when the frontline staff doesn’t stick to the schedule minutes as well as a percentage of total hours scheduled. If the deviation plan. This lack of schedule adherence is frustrating and it’s meets your defined “grace period”, then there’s no performance gap. expensive. So what can be done about it? However, if the deviation from schedule is more than allowed, the next This article will outline some of the reasons that agents may step is to identify the reason that person is not meeting the expectation. not be adhering to their planned schedules and explore some potential solutions to the problem. For all you workforce Three Reasons for Non-Performance planners out there, it’s time to step away from erlangs and There are three basic reasons why an employee doesn’t do what is workload distributions and enter the world of psychology expected. These reasons are: and behavior analytics. 1 Don’t Know 2 Can’t 3 Won’t Let’s take a look at these from a schedule adherence perspective.8 I N B O U N D. M A R C H . A P R I L . 2 01 1
  9. 9. ADHERENCEFirst, the agent may not know what is expected in terms of associated with this lack of schedule adherence, along with theschedule adherence. Have expectations been communicated clearly? personal, immediacy, and certainty aspects of the consequences.Does the agent know how much deviation is allowed and what theconsequences will be for adhering or not adhering? Make sure each Lack of Schedule Positive/ Personal/ Immediate/ Certain/person understands the schedule “contract,” grades of adherence, Adherence Consequences Negative General Future Uncertainand consequences for following or not following the plan. Impact on Service Level N G I CThe other instance of “don’t know” is when agents are fully awareof the expectation, but are not getting enough feedback about how Impact on Peer Occupancy N G I Cthey’re adhering to the work plan. Make individual schedule adherence Bad Appraisal N P F Ustatistics available to them on a regular basis, preferably daily.The next possibility for cause of the problem is in the “can’t” category. Loss of Bonus N P F UPerhaps they don’t have the knowledge/skill to perform, or there is a 10-minutes Extra Sleep P P I Cbarrier or obstacle preventing proper performance. While the “can’t”reason can explain some other performance issues in the call center, it More Time to Socialize P P I Cis generally not an underlying cause of adherence problems. However,occasionally there is a “barrier” to adherence (long calls forcing them Fewer Calls to Take P P I Cto vary from scheduled stop times or severe understaffing that makeit difficult to actually break away from phones when planned). Even though there are many negative consequences associatedThis brings us to the final category and the reason for most with a lack of schedule adherence, the employee may continue toadherence problems – the “won’t” category. Most employees do it. Two of the consequences are not felt as a personal effect. Thewith an adherence problem have willfully decided not to stick bad appraisal and loss of bonus are also negative, but they are notto the schedule. The reason for this behavior is most often the immediate. Those things will likely happen sometime out in thelack of a proper behavioral consequence. future, and may be viewed as uncertain by the employee.If your call center has no real consequences associated with schedule These negative consequences may be outweighed by the positiveadherence, then think about what happens to two agents seated side consequences. The benefits may include an extra ten minutes ofby side. Sarah is the picture of punctuality while her neighbor Alex is “snooze” time in the morning, or an extra few minutes to socializeconsistently late. With no formal system of consequences in place, Sarah in the break room, not to mention fewer calls to take. All thesewill actually be getting negative consequences by being on time – she consequences are personally felt by the employee, and they’re allhas to handle more calls and workload is heavier because someone is immediate and certain. Even though they’re not as significant as themissing. On the other hand, Alex is getting positive consequences by his negative ones, the fact that they’re personal, immediate, and certainbehavior – he may be getting another few minutes sleep in the morning may sway the employee to continue his errant schedule behavior.or be spending extra time in the coffee area and he doesn’t have to takeas many calls. Unless a regular, predictable system of consequences is in The key when developing a plan of consequences is to applyplace, you may be rewarding the behaviors you want to disappear, while consequences that are positive to shape desired behavior. However,there’s nothing to support the actions you want to see. it’s not enough that the consequence is positive. It also has to be personal (something that means something to the employee),Applying consequences is critical to shaping behavior. While some immediate, and certain for it to work as an influence on behavior.consequences occur naturally, others will need to be consciouslyapplied. For example, agents may demonstrate some desirable Conclusionbehaviors such as telephone etiquette because they get an The job of the workforce planner isn’t over when the schedules areimmediate consequence for doing so – a friendly, thankful reaction complete. Making the plan a success involves working with supervisorsfrom a customer. However, other behaviors like schedule adherence and frontline staff to ensure that everyone is where they’re supposed todon’t come with natural built-in positive consequences, so you will be. Schedule adherence will be much higher when the frontline staffhave to apply consequences to shape the behavior you want to see. have been educated on the relevance and importance of sticking to theNegative consequences can also be used, but they are not as effective as plan and provided with regular feedback on how they’re doing. Matchpositive consequences. Negative reinforcement will shape performance, this with a system of appropriate rewards and consequences and you’llbut it generally produces behaviors that are just enough to get by. see schedule adherence steadily and surely improve.Discipline and punishment will generally stop a negative behavior,but in some cases only for a little while, and it will never encourageemployees to give maximum effort like positive consequences can do.In addition to the positive/negative aspects associated witha consequence there are also the aspects of how personal aconsequence is, how immediate it is, and how certain it is. Let’s Penny Reynolds develops and teaches courses on a wide variety oflook at an example where positive aspects for adherence and call center topics and speaks at many industry conferences and associationnegative aspects for non-adherence are in place, but still don’t yield meetings, delivering more than 20 speeches and workshops each year tothe desired result. Examine both the positive and negative effects call center professionals. CONTACTCENTERASSOCIATION.COM 9
  10. 10. N C T WM I K I N G TE AP OR HGIH www.contactcenterassociation.com/training New York MAY 2-6 NETWORKING ASK THE EXPERTS Attend with your list of contact center challenges and questions. You will have the opportunity to ask industry professionals and consultants how they have addressed your same roadblocks. ROUND TABLES SITE TOURS Make the most of your breakfast time and join Attend a tour to share best practices in a live your peers in facilitated discussions. Roundtable setting where you have the opportunity to visually discussions are designed to help you learn, understand the operations. You will receive an socialize, and network at your fullest potential. overview of the organization, detailed information Topics will reflect the most pressing issues you about the processes and practices utilized and have face each day. We’ll provide the facilitator, but it the chance to ask questions. is up to you and your peers to discuss solutions This unique opportunity gives you a chance to for these important issues. network, learn and share information that you would not normally have access to. You will return RECEPTION to the office with new perspectives to implement. Network and experience the electrifying energy at Visit us online for site tour details: the Contact Center Association training reception. www.contactcenterassociation.com/training NEW YORK SAN FRANCISCO DALLAS MIAMI Breakfast Round Table Breakfast Round Table Breakfast Round Table Breakfast Round Table Discussions Discussions Discussions Discussions Tuesday May 3, 7:45am – 8:15am Tuesday June 21, 7:45am – 8:15am Tuesday September 20, 7:45am – 8:15am Tuesday December 13, 7:45am – 8:15am Networking Reception Networking Reception Networking Reception Networking Reception Tuesday May 3, 5:30pm – 7:00pm Tuesday June 21, 5:30pm – 7:00pm Tuesday September 20, 5:30pm – 7:00pm Tuesday December 13, 5:30pm – 7:00pm Ask the Expert Sessions Ask the Expert Sessions Ask the Expert Sessions Ask the Expert Sessions Thursday May 5, 7:45am – 8:15am Thursday June 23, 7:45am – 8:15am Thursday September 22, 7:45am – 8:15am Thursday December 15, 7:45am – 8:15am Site Tours Site Tours Site Tours Site Tours Friday May 6, 8:30am – 3:30pm Friday June 24, 8:30am – 3:30pm Friday September 23, 8:30am – 3:30pm Friday December 16, 8:30am – 3:30pm10 I N B O U N D. M A R C H . A P R I L . 2 01 1
  11. 11. In this new era, it is critical COURSE DESCRIPTION GNIKROWTEN for industry professionals to be knowledgeable, highly skilled, and adept at maximizing value across the enterprise.MANAGING A HIGH IMPACTCONTACT CENTERCustomers are more demanding and empowered than ever before.Contact centers are more challenging and complex than ever before. In this new era,it is critical for industry professionals to be knowledgeable, highly skilled, and adept atmaximizing value across the enterprise.This two day Managing a High Impact Contact Center course integrates fundamental principles with thereality of today’s multichannel 24x7 world to deliver innovative ideas for success. During this course you willlearn how to enhance the strategic value of your operation and build customer loyalty through exceptional customerservice. Discover new ways to deliver value and lower overall expenses while raising customer satisfaction levels.With our development model to guide you through assessment and prioritization, you will leave this seminar ready toimplement the ideas, solutions, and methodologies that will improve your contact center’s performance.Topics to be Addressed: l Recognize the unique strategic position of contact centers and how to capitalize on the availability of customer and business intelligence l Understand how to leverage the efficiency of a centralized contact center to improve the bottom line l Identify the channel options that can most effectively serve your customers and your business l Establish high quality service as your standard and make it the cornerstone to a memorable customer experience l Create an environment that values each staff member and maximizes their levels of engagement l Learn the key principles that must be mastered to make the most of a contact center investment l Chart your contact center’s course through all levels of development: initial, developing, maturing, and the high performing optimizing stageWho Should AttendThis course is designed for directors, managers, and supervisors responsible for customer service in all industries.Whether you are new to contact centers or an experienced veteran, you will have countless “aha” moments as thepieces of the puzzle come together with exceptional clarity.Course taught by: Marilyn Saulnier, Service Agility CONTACTCENTERASSOCIATION.COM 11
  12. 12. COURSE DESCRIPTION WORKFORCE MANAGEMENT AND BEYOND: EFFICIENCY THAT BUILDS LOYALTY Every contact center leader searches for ways to bring down the high operational costs while still delivering the world class service that customers demand. The challenge is a formidable one, as the options offered by today’s technology and work processes offer as many obstacles as opportunities. Successful contact center leaders know how to negotiate the possibilities to meet the needs of customers in the most efficient ways, while those less experienced struggle through a seemingly endless game of trial and error to find the right combination. This two day course, WFM and beyond: Efficiency that Builds Loyalty, will give you the knowledge required to reduce expenses and improve customer satisfaction. You will learn how to design your workflow processes from the customer’s perspective, and how the attention to speed will positively impact the customer experience. This course will also present examples on how to use analytics to always be prepared for customer needs, and to evaluate how well you have performed. Our approach of combining efficient workflow design with the most valuable workforce management practices will help you to create an organization that is always able to wow the customer without needing to break the bank. This course is exactly what you need when the call is to do more with less. Topics to be Addressed l Learn ways to reduce contacts by anticipating customer needs and responses l Devise self service systems that are easy to understand and easy to access l Design menus and call routing treatments that minimize the total cost of service while improving first call resolution l Recognize where proactive service can be utilized as a way to reduce inbound contacts and impress your customers l Identify the tricks to building efficient call handling processes across your organization l Understand the critical importance of WFM practices and ensure that yours are optimizing staff resources l Review best practices related to forecasting, staffing, scheduling, and real time management l Learn how to build a staffing model that accurately predicts resource Every contact requirements and presents results with clarity and simplicitycenter leader searches l Identify the key performance indicators that regulate and improve efficiencyfor ways to bring down l Learn how to analyze data to identify opportunities for improvementthe high operational costs Who Should Attendwhile still delivering the This course is designed for directors, managers, supervisors, and analysts thatworld class service that are responsible for delivering efficient and effective service.customers demand. Course taught by: Jay Minnucci, Service Agility12 I N B O U N D. M A R C H . A P R I L . 2 01 1
  13. 13. COURSE DESCRIPTIONFUNDAMENTALS OFCALL CENTER SUPERVISIONThe Fundamentals of Call Center Supervision two day course is designedspecifically for the call center supervisor or manager. Students will learnproven approaches for managing today’s contact center from both anoperational and human resource management perspective. The first day ofthe program provides supervisors with essential knowledge about call centeroperations and the dynamics of call center performance. It includes a look atall the statistics typically used in managing a call center as well as a behind thescenes look at call center functions such as workforce management, qualityassurance, and reporting. The second day of the class helps supervisors defineperformance objectives, identify and diagnose performance issues, and coacheffectively. It focuses on staff retention strategies and how to motivate andmanage in a team environment.Topics to be Addressed l Describe the critical competencies for call center supervisors and identify the top ten leadership traits l Define workforce management and outline a step-by-step process for forecasting calls, calculating staff, and creating workforce schedules l Identify the most critical KPIs for call center and agent performance as well as, calculate the service, cost, and productivity implications of staffing decisions l Outline the components of a performance management model and understand how to set individual performance objectives that are in line with the enterprise and call center goals l Identify the steps in conducting a performance review and practice diagnosing performance problems as well as identifying proper courses of action l Identify the important factors in implementing an effective reward and recognition system l Discuss the main reasons why employees leave and calculate the hard and soft costs of turnover to the business l Describe the key elements of an effective retention program and outline multiple strategies for improving morale within a work teamWho Should AttendContact Center managers, supervisors and team leads that are responsiblefor day-to-day operations from a people and management perspective.Course taught by: Penny Reynolds, Call Center School San Franciscowww.contactcenterassociation.com/training JUNE 20-24 CONTACTCENTERASSOCIATION.COM 13
  14. 14. COURSE DESCRIPTION RESULTS COACHING: THE SECRET TO BUILDING HIGH PERFORMANCE TEST TEAMS Many organizations underestimate the impact performance coaching has on a contact center’s performance, employee morale, and the quality of the customer experience. Relationships with customers are often made or ruined based on their experience with a front line call center agent. Sometimes it only takes 3-4 minutes for you to build customer loyalty and reap the benefits of a customer who will be your champion at every opportunity. In the same 3-4 minutes a customer relationship can be destroyed, and through the power of social media millions of potential customers may be lost to your competition. This two day course, Effective Coaching: The Secret to Building High Performing Teams, will equip and energize you to deliver transformational coaching in your contact center. You will learn and practice a simple method for delivering specific, concise feedback to agents that will have a measurable impact on the quality of service delivered to your customers. This approach to coaching will positively affect employee performance, increase the level of staff engagement, and improve the culture of your operation. You will leave this course ready to implement coaching methodologies that will improve results from even your most challenging employees. If you want to lead a high performing team delivering excellent service then this is your ideal seminar. Topics to be Addressed l Learn the key skills and attributes required to be a successful coach l Learn how to use the GROW model to formulate and deliver a concrete plan of action for each employee l Identify the best approach to coaching by utilizing the GROW model in mock exercises designed around performance issues l Apply and reinforce coaching skills in class role playing scenarios l Address resistance, stalled performance negotiations and behaviors that must be eliminated immediately l Identify how to appropriately balance substandard performance feedback with positive reinforcement l Eliminate employee perception of bias and gain coaching program support Who Should Attend This course is designed for managers and supervisors with direct responsibility for employee performance. Course taught by: Jay Minnucci – Service Agility www.contactcenterassociation.com/training DALLAS SEPT 19-2314 I N B O U N D. M A R C H . A P R I L . 2 01 1
  15. 15. COURSE DESCRIPTIONQUALITY MONITORING AND BEYOND:MINDING THE GAP BETWEENPERFORMANCE AND POSSIBILITYMost contact centers have some type of quality monitoring program,yet many begin and end with the basic process of evaluating agent performance.World class organizations know that a monitoring program can go much further.A contact center quality program has the potential to share valuable informationwith other departments, to improve efficiency and service quality and todrive process improvements in the contact center as well as throughout theorganization. Successful leaders know that quality monitoring is not a onceand done event. It is a journey of continuous improvement which, whensuccessful, progresses from identifying errors to preventing them fromoccurring in the first place.This two day course, Quality Monitoring and Beyond: Minding the Gapbetween Performance and Possibility, will give you the knowledge to develop acomprehensive contact center quality plan that drives critical key performanceindicators. Additionally, you will learn how to use a proven model to assessthe key processes of your quality monitoring program, identify gaps betweencurrent versus desired levels of quality program development and results,identify best practices, and gain support for needed resources.Topics to be Addressed l Recognize the role of quality monitoring in improving productivity, profitability and customer satisfaction l Learn how to align business objectives and customer needs to quality criteria that support your goals l Assess the components of a comprehensive quality plan including approaches and tools l Develop contact center monitoring criteria which supports strategic objectives and drives individual performance improvement l Learn how to analyze performance gaps and identify opportunities for improvement A contact center l Develop a specific plan for improving your quality program quality program has the Learn tips to involve the right people in the process l l Examine the best practices in quality monitoring program design, potential to share valuable implementation and maintenance information with other departments, to improveWho Should AttendThis course is designed for directors, managers, and supervisors with efficiency and servicedirect responsibility for contact center quality initiatives. quality and to drive process improvementsCourse taught by: Marilyn Saulnier – Service Agility in the contact center as well as throughout the organization. CONTACTCENTERASSOCIATION.COM 15
  16. 16. COURSE E T W O R K I N G N DESCRIPTION Running a successful contact center is like running a business, and therefore today’s center leaders need to have the right skills. www.contactcenterassociation.com/training CONTACT CENTER OPERATIONS AND BUSINESS MANAGEMENT The Operations and Business Management two day course is designed specifically for the call center manager or executive searching for the knowledge and tools to manage today’s dynamic contact center operation. Running a successful contact center is like running a business, and therefore today’s center leaders need to have skills in strategic planning; organizational design; financial management and MIAMI decision-making; business process improvement; workforce planning; reportingDEC 12-16 and communications. Many of these skills can be acquired in business school but this class takes this knowledge one step further by applying it to the unique challenges and operational issues found in today’s contact center. Topics to be Addressed l Identify the critical KPIs that reflect quality of service and l Review and interpret a wide range of call center service efficiency for call center and agent performance financial reports, including various types of budgeting, and describe how to perform a correlation analysis to most frequently used in call center operations ensure correct KPIs are in place to support the call l Outline the steps of a capital investment analysis and center and organizational mission and goals perform a comprehensive return on investment analysis l Define the components of auditing the workforce for purchase decisions management function and outline a step-by-step l Identify various models of business process process of forecasting calls, calculating staff and improvement and outline the critical steps of creating workforce schedules business process improvement l Define effective processes for recruiting, screening, interviewing and hiring key staff Who Should Attend l Discuss the pros and cons of an at-home staffing program and identify the must-have components This course is designed for directors and managers of a teleworking program responsible for running the business functions of the l Define the steps to building a call center strategic contact center and managing the strategic direction plan to support the mission and goals of the enterprise of the contact center. Course taught by: Maggie Klenke – Call Center School 16 I N B O U N D. M A R C H . A P R I L . 2 01 1
  17. 17. REGISTRATION HIGH IMPACT INFORMATIONTRAINING COURSE FEE INCLUDES l Tuition l Course manual l Models, tools and templates (if applicable) EARLY BIRD DISCOUNT l Continental breakfast each morning l $100 off the 2-Day Training Course Package l Refreshment breaks l Certificate of Completion l $200 off the 4-Day Training Course PackagePRICING & DISCOUNTS LOCATION EARLY BIRD DEADLINEThe More Training You Take, the Greater the Savings! New York April 4Maximize the impact of your training by combining San Francisco May 16courses at the same location. Take a full week of training Dallas August 15and register before the early bird discount ends to get thebest bang for your buck! Miami November 7 COURSE PACKAGES PACKAGE PRICING EARLY BIRD PRICING 2-Day Training Course Package $1,495 $1,395 4-Day Training Course Package $2,790 $2,590 2-Day Training Course PLUS Site Tours $1,690 $1,590 4-Day Training Course PLUS Site Tours $2,985 $2,785 1-Day Site Tours Package $295 $195 Team Discounts Not Combinable with Other Discounts/Offers The following team discounts are available: Teams must be from the same company and must be submitted into the online registration system at the same time. Group discounts will l 3-5 attendees: 20% discount be applied after the course registrations have been submitted and a l 6-9 attendees: 25% discount revised invoice will be sent within 24 hours of registration. If you l 10+ attendees: 30% discount have any questions, please call 877.535.0707. Cancellation and Substitution Policy Payment Information Student substitutions may be made at any time prior to the start of class. To expedite your registration, please have your Visa, You may cancel your reservation by providing CCA with written notice MasterCard or American Express card available when registering. via email at info@ccapro.com. Cancellations received less than 30 days You may also choose to be invoiced for the training course fee(s). prior to the start date of class will be subject to a $150 administrative fee. Invoices are payable upon receipt and prepayment (or a federal If a cancellation request is received in writing, less than 10 business days government purchase order) is required prior to attendance. prior to the class start date, payment will still be due and no refunds will be Please make checks payable to Contact Center Association. issued. Failure to attend the course without written notification via fax or email prior to the start of the course will be considered a “no show” Hotel and Travel Information and will result in forfeiture of the full course price. If CCA is forced to Hotel and travel information will be posted online: cancel a course for any reason, liability is limited to the registration fee only. contactcenterassociation.com/training or call Abbie Caracostas at 719.476.0774 CCA Annual Subscription Package Holders Discount Members that have purchased a CCA Annual Subscription Package Training Event Management receive a $100.00 discount off each 2-day training course. Abbie Caracostas: 719.476.0774 | acaracostas@ccapro.com CONTACTCENTERASSOCIATION.COM 17
  18. 18. CALL CENTER MGMT The path to high impact, high value performance results With all of the major advances in call center technology since the early pioneer days in the 70’s and all the lessons learned about meeting customers expectations and building brand loyalty, you would think call centers everywhere would be routinely dazzling customers and building brand loyalty. by MarilynSAULNIER Y ou would also think organizations would be leaders are expected to replicate extraordinary achievements maximizing the call center’s value by tapping into made in other departments such supply chain, finance, or IT the repository of intelligence so abundantly available into the call center. A cautionary note here, the dynamics of through thousands of customer interactions every call centers are unique. Principles, methodologies and logic day. And, you would think all companies would be using successful in other departments often fail in a call center. If all this intelligence to continually refine and improve the you choose the path of promoting within, you must provide customers’ experience and the efficiency in how the service is the leader formal call center training. provided. You would think… but we have a long way to go. Why do so many customers still suffer inexcusable lapses in There are many resources including call center management service with companies who profess to be customer driven, training seminars, professional associations, publications, customer focused, and committed to service excellence? There and networking opportunities. Make sure you have a formal are many contributing factors but here’s my top five list of training and development plan for your call center leader where companies should focus in order to get the value they and a formal succession plan to prepare your future leaders. should from their call center investment and deliver on their brand promises: 2 Foster a High Performance Culture Webster defines culture as “The set of shared attitudes, 1 Develop Strong Leadership values, goals and practices that characterizes a company Call centers have evolved into complex, multichannel, or corporation.” Those who underestimate or ignore the multisite operations making significant contributions to an impact of culture on their organization’s performance do organizations’ bottom line. Maximizing the value of the call so at their peril. center and ensuring their contribution over the long-term, Describing a high performance culture is almost like trying takes strong leadership. to describe the exhilaration of a perfect ski run down a black Truly enlightened organizations have C-level executives, diamond trail or skydiving. When you experience it, you typically a CCO (Customer Care Officer) who brings the understand how powerful it is but putting the experience vital customer perspective to the executive leadership into words is difficult. team. The CCO’s is responsible to lead customer service, Companies that are legendary for their corporate culture through the ever evolving, fast paced, consumer demanding, such as Zappos, Southwest Airlines, and Ritz Carlton are technologically advancing, resource strained, value driven, good examples of how a culture can pervade every aspect revenue generating, loyalty building operations. of an organization and propel them to higher levels of We see companies recognizing the need for strong performance. Here are a few tips: leadership in their call centers. While many are promoting l Behavior of leaders is the core of culture. Senior from within and developing leadership skills in their call management should “walk the talk” be highly visible in center management teams, others are deploying proven the call center, conduct periodic focus group sessions, leaders from other parts of the organization. These proven and recognize and reward high performers.18 I N B O U N D. M A R C H . A P R I L . 2 01 1
  19. 19. CALL CENTER MGMT the adult learning methodologies and have a recurrent training program for deficiencies identified through quality monitoring, campaigns, new products/services, etc. Live by the motto “hire slowly, fire quickly”. You should analyze bad hires for the point of failure and continually refine your successful agent profile. Keep in mind the point of failure may be in the training program. 5 Invest in a Supportive Infrastructure A supportive infrastructure is one of the pillars of a high performing call center. Once you have strong leadership, strategic alignment, and highly skilled employees, you’re almost there. Hallmarks of a supportive infrastructure include: l Call center organizational structure with appropriate supervisor/agent ratio (1:12- 15), manager/supervisor ratio (1:3-4), director/manager ratio (1:5-6) l Dedicated workforce management team l Call center metrics must drive 4 Hire the Right People and Train l Dedicated quality team appropriate behavior. Avoid conflicts Them Well l Formal performance coaching program such as holding agents accountable for average handle time. This always Of the five issues, this one is probably l Program to identify and correct has a negative impact on quality. the most readily achievable. That said, it process inefficiencies should not be misconstrued to be any less Evaluate your call center infrastructure l Fund the resources required to important or impactful. Hiring the right support your mission; headcount, against your mission. Can you support your people requires planning, commitment and mission with it? If not, it’s time to make management structure, technology, etc. collaboration between the call center and some changes. l Build in accountability HR. Here are a few tips: Assess your performance in all of the above l Call center must develop an annual 3 Strategic Alignment Across hiring plan based on forecasted areas. If you are not getting the value you should be from your call center, you willthe Organization is Critical workload, identifying number of new likely find several opportunities to re-tool.World class organizations are strategically hires required with the scheduled Even if things seem to be going well, it isaligned to their mission from the front training dates always a good practice to do an annualline employee to the CEO. All decisions, l HR and call center management assessment to identify areas at risk beforepolicies, procedures, activities, and tasks are must jointly develop successful they become performance issues.held up to scrutiny against the corporate employee profiles documenting jobmission to ensure no conflicting objectives responsibilities, skills and knowledge,or failure points. They continually assess experience and backgroundtheir performance and take swift action l HR must conduct initial interviewswhen needed. by phone followed by an in personTheir commitments are not “window interview to screen candidatesdressing”. They keep their promises and l Candidates must do side by sidereact quickly to customer service failures observations with 2-3 agents who areand make it right with the customer. They trained to assist in the screening processdo root cause analysis to fix problems andto minimize the likelihood of recurrence. l Manager or supervisor must conduct the final interview and review candidatesAssessing your call center for gaps between with agents and HR using a formal Marilyn Saulnier is a Senior Consultant atwhere you are and where you want to be Service Agility with over 25 years experience building scoring methodologycan be a big wake up call. Identify and customer loyalty, improving the overall performancedocument all the obstacles that have you Once hired, employees must be properly of call centers, and maximizing the strategic valuemisaligned to the corporate mission and put trained. No skimping allowed. Provide of the call center investment. Visit her online at:an action plan in place to right your course. robust formal training that incorporates www.serviceagility.com CONTACTCENTERASSOCIATION.COM 19
  20. 20. SELL TRAINING How to SELLI N G TRAIN TO YOUR by Yvonne J. HAMILTON The best employees are not satisfied with status-quo and simply earning a paycheck. They desire career self-satisfaction and advancement. M ost employers understand that training is an important happening at the company. For instance, if the policy states that element to hiring and retaining the best employees. training is open to all employees but you recognize that training If you’re an employee who desires training to fulfill approval is only occurring in select departments or employee career satisfaction and advancement these tips will be ranks it is important to understand how the culture impacts helpful to open a discussion with your manager. this approval process. Develop a realistic plan to make a case for training that will be supported by the culture. 1. Be Direct It may seem obvious but if you don’t ask, you won’t receive. 3. Understand Your Employee Evaluations Sometimes receiving approval is just as simple as broaching Oftentimes professional development recommendations are a the subject with your manager. In other cases, it may require formal part of employee evaluations although it may not be very more forethought on your behalf to convince management that in-depth. Review your evaluations and identify areas in which investing in your training education is worthwhile. If you’re the training could be beneficial. Hone in on those areas that your latter individual, then read on for a few ideas to help you reach manager identified as opportunities for growth. Review your your educational objectives. future career objectives and identify the training which will support those objectives. Once you have fully analyzed your 2. Know the Culture employee evaluation, make a list of the training needs and cross It is important when building a business case for training that reference this list with the training program’s course descriptions you understand the corporate culture. You can start by reading and objectives. This will not only help you build a business the formal human resource policies and procedures as they case but also ensure that you have identified the best training relate to training. Compare the policy against what is actually program to meet your objectives.20 I N B O U N D. M A R C H . A P R I L . 2 01 1
  21. 21. SELL TRAININGIf training has not been part of your employee evaluations then 8. Be Budget Cycle Conscienceyou have the opportunity to make it part of the process. Have Be aware of the budget cycle and understand the corporatea discussion with your manager about future career objectives expectations. For instance, some companies are more open-and the knowledge you need to obtain those objectives. Most minded to end of fiscal year spending (“use it or lose it”managers are happy to help you find ways to improve your mentality) while others have a more conservative fiscal policy.skills so that you can be a long-term asset for the company. It is important to know which kind of company you work for so you can time your training request during a reasonable time4. Sell Your Past History period. Even if you work for the company who values trainingYour employer needs to know that the training you have and is willing to allocate their budgets towards it, you may notattended in your past was not only important to your personal receive approval if you are not familiar with the budget cycle.professional growth but that you applied this knowledge tobenefit the company. Make a list of the training opportunities 9. Know the Strategic Goalsyou’ve attended and list examples of how you have applied this Evaluate the time and resources spent by your department totraining to benefit the workplace. If you haven’t attended many achieve specific goals. Identify which goals are most important toformal training courses, you can also include self-learning such the strategic vision of the company and how training offerings canas research, white papers, or books that you read in your spare help streamline process to more easily achieve those goals. Yourtime and then applied in the workplace. Your goal is to show manager will appreciate that through training you will not onlythat you respond positively to training opportunities and excel help yourself but also help the entire department achieve success.at applying what you learn from training to benefit the company. 10. When All Else Fails5. Show the Value of Networking If you have made your business case and believe that yourSome training programs offer you the opportunity to network company values training but its finances simply won’tthrough formal gatherings such as site tours, receptions and accommodate a training expense, offer to pay for some of theroundtable discussions which allow you to pose questions to training costs. In past business climates, when human resourcesindustry professionals who are experienced in your day to day was declaring a “war on talent” and offering premium perkschallenges. After the training, you can return to the office and and benefits, this suggestion would not only be unheard of butmaintain your networking with these colleagues. Although considered heresy. In today’s climate, offering to pay for trainingnetworking is often perceived as an intangible it can be an asset or a portion of it may be the only way feasible for your employeras you negotiate your way through in-office project challenges. to give you the time outside of the office. It may be a monetaryYour networking colleagues can share information such as sacrifice on your behalf but it shows your employer that you arebest practices and vendor resources which will improve your dedicated to your education and career advancement. Whendecision-making options. Share pertinent information from your additional funds do become available, your manager will remembercolleagues with your manager so that over time your manager your dedication and willingness to share some of the costs forwill see the value in your networking abilities. training making you a good candidate for future training dollars.6. Identify the Benefits Closing the SaleIdentify how training is beneficial for the company. For instance When you approach your manager, think of it as a sales pitch.if by attending training you can save the company money that Know all the facts regarding the training program you are sellingwould otherwise have been spent on more-costly alternatives to your manager and keep the pitch short and professional.such as hiring outside consultants or additional employees you Sales people, who are afraid of “no”, often don’t take the riskscan then justify the training expense. Avoid selling training as a they need to close the sale. So don’t be afraid of your manager’sbenefit to yourself and focus on the benefits your company will potential negative response. Simply make your business case inreceive by investing in your training. a sincere manner so that you leave your manager with a positive impression of your dedication to not only your career but also7. Save Money the company.Be aware of opportunities to save money on training. Manytraining offerings have money saving options such as early birdor group discounts. Present your training request far enoughin-advance so that your company can pay less money for youreducation. Ensure that your manager knows the deadlinesrequired to save money so that a decision can be made in a Yvonne J. Hamilton, CPSM serves as Marketing Communications Manager fortimely manner. Both your manager and the controller will the Contact Center Association. She holds a Bachelors of Business Administrationappreciate your attention to money-saving detail. with over 12 years of managing people and developing international brands. CONTACTCENTERASSOCIATION.COM 21

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