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Call Center Life 101 v3


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The contents are general in nature and attempts to give the audience a big picture of the industry.

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Call Center Life 101 v3

  1. 1. CALL CENTER LIFE 101 Presented By: Sharlene Gomez The 13th Human Rights Forum "Protection of the Rights of Call Center Workers" 29 August 2012 Crown Plaza Hotel, Ortigas Center, Pasig City
  2. 2. CALL CENTER LIFE 101 The Business Process
  3. 3. Objective To present an overview of Call Center operations in the Philippines scenario.
  4. 4. Presentation Agenda • Introduction to the Business • Hiring, Training & the Production Floor • Qualifications for Regularization • Metrics Used in the Industry • Summary • Key Principles to Remember
  5. 5. Introduction to the Business What is Business Process Outsourcing? Outsourcing is a system where an organization can sub-contract certain areas of work or processes to a specialist third party organization. ‘off-shoring’ outside the country or market unit
  6. 6. Introduction to the Business Vertical and Horizontal Outsourcing XYZ CORPORATION SALES DEPT. HR DEPT. Market Research Candidate Search Encoding Sales Call Interview Warehousing Delivery Testing Technical Invoicing Initial Selection Entitlement WARRANTY DEPT.
  7. 7. Introduction to the Business BPO Types Administrative • Document Management • Data Entry • Data Transcription Sales • Outbound Sales (telemarketing) • Inbound Sales (up selling) Customer Support • Customer Service (after sales) • IT Helpdesk • Directory Assistance Technical Services • Data Conversion • Database Maintenance • “Cloud” Technology
  8. 8. Introduction to the Business Call Center A company that has a capacity for handling large amounts of inbound and outbound telephone calls. ‘call centric’ ‘voice’ ‘call volume’ Note: In the Philippine scenario a “call center” is becoming a generic term for any outsourced function. For example, customer service is not limited to “voice”. Customer contact can also come in the form of voice mail, email and chat.
  9. 9. The Hiring Process Who determines the qualifications of the candidate? • Client (based on function competency) • Call Center HR • Call Center Implementations (for start-up accounts, projects, or campaigns) • Operations (live account, project or campaign) • Training Personnel (centralized or account based)
  10. 10. The Hiring Process Requirement: Good communication skills – spoken and written Search 1,000 Qualified 800 Long list 500 Multi-tasking skills Initial Interview 300 Written Test 150 Active listening Skill Test 100 Office skills – typing, email, spreadsheet Second Interview 75 Phone Simulation 50 Job Offer 30 Note: Most companies have 4 to 6 rounds of interviews and/or testing. Only 3%-6% of the applicants gets the job. A ramp-up is sometimes called a “batch” or “wave”.
  11. 11. The Training Process Who determines the training program? • Client (based on process) • Call Center HR (optional) • Call Center Implementations (timeline) • Operations (process, timeline and cost) • Training Personnel (method and qualifier)
  12. 12. The Training Process Basic Skills Training: •Culture Immersion •Soft Skills •Behavior Modification Who? Evaluatio n Product Training: •Process & Procedure •Tools •Product Knowledge Why? Training Needs Analysis Basic Skills and Product Training Program Delivery Program Design How? What?
  13. 13. The Production Floor What is the production floor? The area where the actual work is done. IT Security y Qualit ms Syste The Floor Equ ip men t Syste ms Opera Mana tions geme nt ony eph Tel Man pow er Wo Ma rkfo nag rce em ent
  14. 14. The Production Floor Telephony, Systems IT & Equipment TFN Web Application (Remote Desktop) DID Servers ACD Desktop The Floor The Floor
  15. 15. The Production Floor Security The call center industry is a business of trust and integrity. It protects the interest of the client. Security measures on the floor: • No mobile phones. • No cameras or picture taking. • No handwritten notes are taken out of the floor. • No ID No Entry policy. • CCTV or security camera. • Bag search going in or out of the premises. • Random drug testing.
  16. 16. The Production Floor Workforce and Manpower Workforce deals with the real-time monitoring, statistical reporting, statistical analysis and manpower scheduling. They are responsible for maintaining contractual obligations of the call center. Manpower is the headcount needed for a particular time during operations. This varies according to forecast volume and time of day.
  17. 17. The Production Floor Operations Management Operations management takes care of the daily productions and communicate the overall performance of the call center to the client based on agreed upon metrics or KPI’s. Operations evaluates overall results and implements measure to improve or maintain them.
  18. 18. The Production Floor Operations Management Typical Hierarchy Operations Manager LOB LOB Team Leaders 10-20 agents Note: 10-20 agents 10-20 agents Team Leaders 10-20 agents 10-20 agents 10-20 agents 10-20 agents 10-20 agents 10-20 agents 10-20 agents The structure may vary depending on the call center or the client.
  19. 19. The Production Floor Quality Systems Quality Assurance (QA) monitor individual agent performance by auditing the calls and scoring according to attributes or qualifiers. 2 Phases • accuracy for adherence to procedure • handling for communication skills.
  20. 20. The Production Floor Quality Systems Types of QA Monitoring: • Random Call Retrieval • Real Time Barging (listening in) on a Call • Calibration (with Ops and/or with Client, may or may not be real time) • Side by Side (real time)
  21. 21. Qualifications for Regularization What is the process for regularization? Performance evaluation based on call statistics, QA scores and behavioral metrics. Note: Terms of employment vary. • Per project • On-the-job training (certification or quota) • Performance issues and re-training • Project reassignment
  22. 22. Metrics Used in the Industry “Customer-companies tend to demand better results from outsourcing partners than what they could actually expect from their own departments. When the job is being done 10,000 miles away, demands on parameters such as quality, turn around timeliness, information security, business continuity and disaster recovery, etc, are far higher than at home. So, how to be more efficient than the original?” Source:
  23. 23. Metrics Used in the Industry “Out sourced call centers, utilities and some government mandated call centers have SLA’s that they must achieve and maintain throughout the day. If the SLA’s are not met fines, charge backs and lost revenue will occur. Keeping these SLA’s top of mind with the agents is paramount.” Source:
  24. 24. Metrics Used in the Industry Well managed call centers monitor and analyze their SLA’s real-time. Operations meetings, team huddles and individual coaching for agents are important to attain the desired results.
  25. 25. Metrics Used in the Industry Measurements and tools are used. Call center management are masters of statistical problem solving techniques. Knowledge Base: • techniques for both quantitative and nonquantitative analysis • team leadership skills
  26. 26. Metrics Used in the Industry Who determines the KPI’s? KPI’s are contractual obligations. It is the basis of the client in assessing the performance of the call center. “You can't manage what you don't measure.”
  27. 27. Metrics Used in the Industry What are KPI’s? It is the measurement of performance based on agreed goals. • Account KPI (operations management) • Team KPI (team leader) • Individual KPI (agent)
  28. 28. Metrics Used in the Industry What is used to measure the KPI’s? The most popular tool is the scorecard. On individual level it is called an agent scorecard. Team leads, supervisors and managers refer to their scorecards as “dashboards”.
  29. 29. Metrics Used in the Industry What is the scorecard? The scorecard contains metrics with specified targets. Everyone has a certain target set as expected performance. Any level of performance below the targets are unacceptable, and results beyond the goals is something that exceeds expectations.
  30. 30. Metrics Used in the Industry The Scorecard Example of a Management Dashboard
  31. 31. Metrics Used in the Industry The Scorecard
  32. 32. 86.00% Jan Feb Mar Apr Metrics Used in the Industry The Scorecard Data analysis and trending. What is the reason for April’s dip in CSAT? Would you consider this an outlier? May J
  33. 33. Metrics Used in the Industry What are the agents KPI’s? • CSAT (Customer Satisfaction) • Quality • Call Statistics – AHT (Average Handling Time) – Utilization (aka Occupancy) • Behavioral Metrics – Tardiness – Absenteeism – Adherence to Company Policy Note: The KPI’s may vary depending on the account and the organization.
  34. 34. Metrics Used in the Industry What is Stack Ranking? It is a ranking of performance scores of agents per team. This is used to push the individuals to perform. Note: Not everyone believes in stack ranking because it also has its negative impact on performance.
  35. 35. Metrics Used in the Industry •Competition within the team •Cause stress to out rank a team mate •Can lower morale •The results are arbitrary Note: The usual perk for making the top tier in a stack rank is called a “shift bid.”
  36. 36. Summary General idea of how call centers operate.
  37. 37. Key Principles to Remember: • The industry is a business of trust and integrity because it protects the interest of the client • It is quality and metric based. • Our people is the best resource and we want to keep the industry in the Philippines. • As a vision we want to be a benchmark for the industry standard in Asia.
  38. 38. CALL CENTER LIFE 101 Thank you for listening.