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 .
6. 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.
7. 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.
9. Indicateurs de
Dimensionnement
Taux d’utilisation:
Taux d’emploi:
D’opérabilité:
D’occupation:
Temps production/ ( pauses+attente
+temps de production)
Dossier Synthèse Professionelle
10. 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
11. 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
12. Cadre règlementaire de la
plannification
usage
Contract
(typologies des
plages horaires,…)
Accords Entreprises.
Convention collective
Code du travail
Dossier Synthèse Professionelle
14. 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
15. 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
16. 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
17. 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
19. 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
20. 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
21. 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.
22. 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.
23. 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.
26. 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.
27. 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
28. 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.
29. 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
30. 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.
31. MANAGING CHANGE
Identification of purposes and clarification
of their nature.
determine the combinative solutions.
simplify the dialog.
communicate effectively.
facilitate the deployment.
32. VP supervisor training
Skills required for the Client CRM.
Specific software: SOFI and GARM
Framing of CRM procedures.
33. 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.
34. 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
36. Fourth Activity
MEMBER DIALOGUE AND COMPARISON OF EVALUATIONS
Identification
Reformulation
Conclusion
Loyalty expression
Call Transfering and call backs
Putting on Hold
Completion of tickets
37. SOFTWARES REQUIRED
Powerpoint
Reports
Project presentations
Excel
Planning
Monitoring data traffic.
Calculation of provisional figures for inbound and
outbound activity ( AFPA training)
38. 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.
39. Software required (3)
NICE Performer: recorded inbounds listening.
SOFI – GARM: CRM treatment
OUTLOOK: daily reports
INTRANET: interface between advisors,
managers and the Client.
44. 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.
45. Arvato Services
Specialised in Client Relationship Management.
Major challenger among Contact centers
worldwide.
The partnership between VP and Arvato Services
is not exclusive. ( Commearth)
46. 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.
47. 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