call centre[2]
TRANSCRIPT
CALL CENTRE MANAGEMENT BASICSThe Planning and Management Process of Call
Centers
Key Topics:
• Call Center Management
• The Planning and Management Process of Call Centers
• How incoming call centers behave
• Service Level
• Service Level and Quality
• Forecasting
• Scheduling
• Immutable Laws of Call Center Management
• Real time Management
Call
Cent
er m
anag
emen
tWhat is Call Center Management?
Is defined as the art of having the right number of skilled people and supporting resources in place at the right times to handle an accurately forecasted workload, at service level and with quality.
Call
Cent
er m
anag
emen
tWhat makes call centers unique ?
• Externally Generated Work
• Random Call Arrival
• Invisible World
• Service Benchmarking
• Main Customer Touchpoint
Random Call ArrivalW
hat
mak
es c
all c
ente
rs u
niqu
e?
Occupancy VS Agent Productivity
• Occupancy = time on calls ---------------------------------- x 100 time on calls + time on avail
• Agent Productivity = time on calls + time on avail ------------------------------------- x
100 staffed time
Visible Queue- Bank, Ticket Office, etc.
Invisible Queue- Majority of Call Centers (not all)
- Some call centers have the technology to makethe invisible queue visible to the caller
Wha
t m
akes
cal
l cen
ters
uni
que?
Invisible World
1. Degree of Motivation
2. Availability of Substitutes
3. Competition’s Service Level
4. Level of Expectations
5. Time Available
6. Who’s Paying for the Call
7. Human Behavior
Invisible World: 7 Factors of Caller ToleranceW
hat
mak
es c
all c
ente
rs u
niqu
e?
8.Calculate
Costs
1. Choose a
Service Level Objective
The Planning and Management Process of Call Centers
4.Calculate Base Staff
9.Repeat for a Higher and Lower Level of Service
2.Collect Data
5.Calculate Trunk and
related system
resources
7.Organize Schedules (Schedule
Inflex)
3. Forecast Call
Load
6.Calculate for
Shrinkage
The
Plan
ning
and
Man
agem
ent
Proc
ess
of C
all
Cent
ers
SERVICE LEVEL – THE CORE VALUE
• What is Service Level ?
• What is the difference between SL and Response Time
SERV
ICE
LEV
EL
When Quality is Lacking:
• Escalation of calls and complaints to higher management
• Repeated calls from customers
• Callbacks to customers for missing or unclear information
• Unnecessary service calls
• Diversion of agents to activities that should be unnecessary
• Agents taking the blame for errors made by others
SERV
ICE
LEV
EL a
nd Q
UAL
ITY
FORE
CAST
ING
ForecastingData Gathering Sources
• Historical ACD data (including call volume, handle times, arrival patterns)
• Business Drivers - Internal: * Marketing activities * Mergers and Acquisitions * Network capacity/deployment * Product launch/ product defects
- External: * Weather disasters/ flooding/fire * Market fluctuations * World and local news events * Industry rumors
FORE
CAST
ING Data Gathering: CALL WORK
LOAD
• Definition of Call Work Load = Call volume x AHT
VS
Call volume only
Forecasting MeetingsFO
RECA
STIN
G• Assemble the right players
• Assign responsibilities
• Establish recurring meetings
• Assess progress
• Adjust the process
Calculate Base Staff St
aff R
equi
red
How is it done? Erlang C
• Base Staff – the number of agents required to be on the phones for a given period to handle a particularcall load.
Shri
nkag
e Calculating Shrinkage
VACATION LEAVESVACATION LEAVES 15 days 5.77%5.77%SICK LEAVESSICK LEAVES 6 days 2.30%2.30%BREAKSBREAKS Two 15-minute breaks per day 6.25%6.25%COACHINGCOACHING 0.5 hour per week 1.25%1.25%TRAININGS/MEETINGTRAININGS/MEETING 1 hour per week 2.50%2.50%NON-SCHEDULED BREAKSNON-SCHEDULED BREAKS 3 minutes per available hour 0.08%0.08%TOTALTOTAL 18.15%18.15%
Assumptions: 52 weeks a year; 260 days; 2080 hours; 124,800 minutes. Based on 8-hour days.
Shri
nkag
e
Schedule Requirement = Base staff Requirement ----------------------------- 1 – Shrinkage Factor
Calculating Schedule Requirement
Sche
dule
Infle
xOrganize Schedules
• Schedules are fundamentally inefficient.
• The more flexible your workforce is, the more efficient your schedule can be.
• Factors in managing schedules.
-Shrinkage-Coverage-Length of shifts-Days off-Break Definitions-Start and stop times-Other work rules
Immutable Laws of Call Center MgtIm
mut
able
Law
s1. When Service Level goes up, Occupancy goes down (at a given call load)
2. With more staff, ASA goes down
3. With more staff, trunkload goes down
4. Law of diminishing returns
5. Powerful Pooling Principle
6. Larger answering groups have higher occupancy at a given Service Level
Real Time ManagementRe
al T
ime
• is about ensuring that all agents are doing “what theyare supposed to be doing” in order to:
- give us the best chance to meet the service level objectives (Power of One principle)
- maintain phone occupancy at acceptable levels to prevent agent burn-out
- lost hours on a $ perspective