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Call Centre management development solutions

 

 

 

 

 

 

Context

 

 

 

 

 

 

These programmes will develop over time, in response to changing business requirements and priorities.

Few of these modules are relevant to all the managerial roles on Comms Centre operations. They are provided as a modular "pick and mix" solution to cover all management competencies within the role of operation manager or call centre manager.

The written descriptions of the objectives and content of each module are generic at this stage. The actual delivery of the modules will be adapted in response to the requirements and skill levels of the different role and training groups.
Click here to review a sample module from a similar training programme.

 Orientation and introductory courses

 Orientation to Comms Centre and Role

 Setup of Operations

 Operations Strand

 HR and Training Strand

 IT and Telecomms Strand

 Simulation and Launch Strand

 Ongoing Management Strand

 Client Relationship Management Strand

 Financial Management

 Team Building & People Management

 Advanced Management Skills

Listing

Enquiry

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Subject area 0: Orientation and introductory courses

Module name

Objectives

Content Summary

New starters introduction week from the Welcome Team

To integrate new starters into the social, cultural and service aspects of The Merchants Group

Orientation to the development programme

Presentation of the job information pack

Introduction to the team

Foundation Course

Introduction to the vision, values, history, strategy and service offerings of the organisation

Strategic intent

Service offerings

Foundation stones

Personal effectiveness

Orientation to the programme for existing team members

To introduce existing team members to all aspects of the training programme

Objectives

Benefits

Skills assessments

Accreditation process

Roles and responsibilities

Time commitment and schedule

Balancing delivery/development

Links to career development and remuneration

Learning to learn

To provide an understanding of personal learning styles and those of others

How to match learning inputs and style

How to organise personal time during the programme

Skills Matrices and PDP completion

To complete skills matrices relevant to role

To create individual personal development plans

Skills matrices completion

Personal development plan completion

 

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 Subject area 1: Orientation to Comms Centre and Role

 

Module name

Objectives

Content Summary

Comms Centre orientation

To give an overview and understanding of the part of the business delegates are working within, also to review their understanding of this area

Emphasis of key points about the Comms Centre

Primarily interactive session

Comms Centre structure and roles

To give an overview of the structure and roles within the organisation

Structures for:

  whole organisation

  CC generic

  Operations

Description of key roles

The management roles

To give a detailed understanding of the call centre operational management roles

Primary responsibilities and deliverables

Company and client expectations of each role

Differences between the roles

How they work together

Structure and role briefing

To brief delegates on the organisational structure of the Comms Centre

To brief delegates on the accountabilities of each role

Comms Centre structure

Job descriptions

 

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Subject area 2: Set-up of Operations

 

Module name

Objectives

Content Summary

Introduction to the sales team

To introduce the role and how to interface with it

Responsibilities of the role

How the sales team and operations teams work together

Policies, processes and procedures

Regular points of contact

Sales process

To brief delegates on the company sales process

Marketing

Selling

Contracting

Winnability

Desirability

Set-up methodology

 the steps and activities involved in setting up a new operation

  the delivery strand concept and what each strand covers

  use of project plans to manage dependencies and schedules

 what the deliverables are for each strand

  who is responsible for producing which deliverables in which strand

Orientation to set-up

Process flows - context

Practical exercise - strand set-up

Purpose of a project plan

Project plans - production

Practical exercise - project planning

Understanding deliverables

The four types of deliverable

Deliverables by strand

Effective client briefing

  The process followed by a project manager in

  order to formally and contractually agree with a client the brief for a new Comms Centre operation

  How to prepare for, run and document briefing meetings with clients

What it is and when it happens

Who is responsible for what

How to do it - context

Practical exercise

How to do it - the process

How to do it - preparation

How to do it - taking a brief

Practical exercise

How to do it - writing the brief

How to do it - confirming the brief

 

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Subject area 3: Operations Strand

Module name

Objectives

Content Summary

Orientation to operations strand

 For delegates to have an understanding of the components of the operations strand within the set-up of a new operation

What it is and when it happens

The strand process

Dependencies with other strands

Skills areas from skills matrices

Performance management

 Understand the role and importance of performance management in the Merchants Comms Centre environment, focusing on goaling, SLAs, KPIs and MIS

 Know how these are developed and why

 Know what to expect in the area of performance management and MIS when taking on a new operation

Definitions of performance management, SLAs, KPIs, goals, targets and MIS

Importance of the above

Example MIS flow

Practical exercise

Hints and tips, pitfalls to avoid

 Industry regulations

 To brief delegates on the Direct Marketing Association Guidelines and the British Codes of Advertising and Sales Promotion

DMA guideline key points related to:

 telephone marketing

 power and predictive diallers

 call monitoring/listening in

 customer service

 data protection

BCAP relevance to Comms Centre activity

Introduction to Floor Management

 To introduce the concept of floor management

 Responsibilities of the role

 What the floor manager can do for managers of Comms Centre operations

 What the floor manager requires from managers of Comms Centre operations

 Policies, processes and procedures

 Regular points of contact

Effective script writing

 For delegates to understand the principles and practice of writing effective scripts

 To be confirmed after review of existing materials

Rostering

 Roster and develop shift plans for inbound operations

 Capacity plan for outbound operations

 To be confirmed after review of any existing or external materials

 

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Subject area 4: HR and Training Strand

 

Module name

Objectives

Content Summary

Orientation to HR and training strand

 An understanding of the components of the HR and training strand within the set-up of an operation

 An understanding of the skills required within the operations team when working within this strand and/or interfacing with HR during set-up

 What it is and when it happens

 The strand process

 Dependencies with other strands

 Skill areas from skills matrices

 Who does what in this strand, across the operations, HR and training teams

Introduction to the Communication Centre agent network

 To ensure that delegates understand how the agent network levels operate and can use the system effectively

Definition of the agent network

The five levels and why we have them

How they are used

Agent accreditations process

Example career path

Salary levels

Hints and tips, pitfalls to avoid

Operations Training delivery

 Understand the purpose of operations trainings

 Understand how to ensure that operations trainings are effective

What, when, who and why

Principles

Operations training content

Practical exercise

Hints and tips, pitfalls to avoid

 

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Subject area 5: IT and Telecomms Strand

 

Module name

Objectives

Content Summary

Orientation to the IT and Telecomms strand

 To brief on dependencies for this strand, skill areas and responsibilities

What it is and when it happens

The strand process

Dependencies on other strands

Skill areas from skills matrices

IT - An introduction

 To brief on the technological capabilities in the Comms Centre, now and in the future

Overview of available technologies

Corporate systems and infrastructure

The basics of call centre technology

Comms centre:

  technical overview

  importance of IT

  technologies available

Future technologies

Introduction to ADT and the system development process

 To brief on what ADT does and how databases are developed

 ADT manager responsibilities

 Members of ADT

 What the ADT manager and team can do for managers of Comms centre operations

 What ADT requires from managers of Comms Centre operations

 The system development process

 Policies, processes and procedures

 Change control

Interfacing with ADT and IT support after launch

 To brief on how to interface with this team during set-up and after

 Policies, processes, procedures

 What works

 What does not work

Database user skills

 To provide delegates with an overview of how the company develops and implements in-house database solutions

 To provide delegates with a practical knowledge of how to use a database

Relational databases

Database structures

Field formats

Example functionality

User guides

ACD user skills

Delegates will:

  Understand the workings of the ACD system

  Have the ability to produce CMS

  Statistics

Vectors, VDNs, skills

Announcements

Log ins

CMS reporting systems and how to read them

Software

 Delegates will have a basic competency to use:

Microsoft Word

  Microsoft Excel

  PowerPoint

Windows, mouse, etc.

Word (contact reports)

Excel (roll-outs and capacity spreadsheets)

PowerPoint (standard presentation format)

 

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Subject area 6: Simulation and Launch Strand

 

Module

name

Objectives

Content Summary

Simulation of new operations

 To provide delegates with a top-line understanding of how to design, set up and run simulations

 To provide practical guidance on how to ensure that simulations are a success

What it is, when it happens and why

The strand process

Resources required

What is tested and how

Methodology

Practical exercise

Hints and tips, pitfalls to avoid

The launch phase

 For delegates to have:

 An understanding of the experience of launching a new Comms Centre operation

 An understanding of the typical issues that will arise during the launch phase and the most appropriate areas of focus

Four stages in the life cycle of an operation

The nature of 'go live'

The nature of the launch phase

Launch phase areas of focus

Practical exercise

Hints and tips, pitfalls to avoid

 

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 Subject area 7: Ongoing Management Strand

 

Module name

Objectives

Content Summary

Orientation to ongoing management

For delegates to have:

 An understanding of how an operation develops over time and what should be focused on by managers

 An overview of the skills required for successful ongoing management of an operation

 What it is and when it happens

 The main challenges to managers during ongoing management

 Theories of group dynamics over time

 Skill areas from skills matrices

 Monitoring

 For delegates to have an understanding of how to identify when their team are not meeting their targets

 What it is, when to do it and why

 Tally sheet and roll-out design principles

How to monitor (inbound and outbound)

 Practical exercise

 Hints and tips, pitfalls to avoid

Trouble-shooting

 For delegates to have:

 An understanding of how to identify the causes behind team and individual shortfalls against targets and objectives

 An understanding of how to establish the best way to deal with any such issues

 What it is, when to do it and who should do it

 Principles of trouble-shooting

 Methodology

 Practical exercise

 Hints and tips, pitfalls to avoid

 Grievance and disciplinary procedures

 For delegates to have a working understanding of the grievance and disciplinary procedures

 For delegates to be able to initiate preliminary disciplinary procedures

What is a grievance

How to deal with a grievance

The types of disciplinary

Who manages disciplinary processes

The stages of the disciplinary process

Methodology

Practical exercise

Hints and tips, pitfalls to avoid

Introduction to HR MIS

 To introduce the role and how to interface with it

 Responsibilities of the role

 What HR MIS can do for managers of Comms Centre operations

 What HR MIS require from managers of Comms Centre operations

 Policies, processes and procedures

 Regular points of contact

 Comms Centre guidelines

 To review the guidelines and establish a common understanding of what they mean in practice

 What the guidelines cover

 Discussion on how the guidelines can be implemented in practice

Quality standards

 For delegates to understand:

 The reasons why quality standards are important in the Comms Centre environment

 The type of quality standards in place, plus specific standards, if they are for the whole Comms Centre rather than operation specific

 The ways in which quality is managed

 The importance of quality standards

 How to manage call quality

 How to manage data quality

 How to manage client information quality

 Practical exercise

 Hints and tips, pitfalls to avoid

 

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Subject area 8: Client Relationship Management Strand

 

Module name

Objectives

Content Summary

Orientation to client relationship management

For delegates to understand

The differences between working in an in-house call centre and working in a client focused environment and How Merchants' Comms Centre differs from other outsource companies/telebusiness'agencies

 The differences in working in an in-house and outsourced call centre

 Hints and tips

 Primarily an interactive session

Elements of project management

 To give an understanding of what 'project management' is in a generic, rather than role related context

 To have delegates understand how 'project management' is implemented

 To give an overview of the skills required of project managers in Merchants

What it is

The nine elements of project management

The importance of positioning

Skills from skills matrix

Risk management

 To give an understanding of the type of risks delegates may run into on their operations

 To improve trainee ability to:

 identify risk

 manage it

 To help identify the most powerful stance delegates can take personally in managing risk

What it is and why do it

Typical risks for Comms Centre operations

Managing risk

Stance in relation to risk

Practical exercise

Change control

 To give an understanding of the purpose of change control

 To give an understanding of how to implement change control

 To provide hints and tips for the successful implementation of change control

What it is and why we have it

Methodology

Practical exercise

Hints and tips, pitfalls to avoid

 Standard reporting

To give an understanding of:

 What the major areas of standard
reporting are

 How to get hold of them and use them

How to get help if needed

What it is and why we have it

The client file

Templates

Glossary of reports

Principles and rules

Client reporting

 To have delegates understand the purpose of:

 Contact reports

 RAG (Red, Amber, Green) reports

 To provide delegates with guidelines for the successful production and use of client reports

What, who, when and why

Principles and rules

Methodology

Practical exercise

Hints and tips, pitfalls to avoid

Style of writing

 For delegates to understand the basic principles of report writing

The 90/90 rule

The three foundation stones

Impact

Format

Musts

Planning your document

Suggested structure

Headings

KISS

'The Lowe and Jenks' exercise

Common pitfalls to avoid

Beware the spellchecker!

Proof-reading tips

Managing client complaints

 To brief on principles and procedures for managing client complaints

What is a complaint

Why clients complain

How to respond - the stance

How to respond - what to do

Practical exercise

Hints and tips, pitfalls to avoid

 

 

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 Subject area 9: Financial Management

 

Module name

Objectives

Content Summary

Financial management overview

 To give delegates an understanding of the area called 'financial management' of an account and to ensure that the processes are understood and applied

Introduction to the module

How to do it

Practical exercise

Hints and tips, pitfalls to avoid

 Revenue

 To provide delegates with an understanding of the allocations and revenue booking process

Introduction to the module

How to do it

Practical exercise

Hints and tips, pitfalls to avoid

 Invoices

 To provide delegates with an understanding of the invoicing process

Introduction to the module

How to do it

Practical exercise

Hints and tips, pitfalls to avoid

 Expenses

 To provide delegates with an understanding of the project expenses processes

Introduction to the module

How to do it

Practical exercise

Hints and tips, pitfalls to avoid

 

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Subject area 10: Team Building & People Management

 

Module name

Objectives

Content Summary

Team Building Event

 To celebrate achievements to date

 To prepare for the next phases of the programme

 Certificates and awards for the foundation programme

 Orientation to the interpersonal and team building skills phase of the programme

Call centre management and coaching to lever skills

 To enhance operational management skills so that delegates are in a better position to work with their team to achieve outstanding customer service

 To develop coaching skills to ensure that delegates are able to identify issues and raise standards of performance

 To give delegates the know-how and skill to identify 'best practice' over the telephone and to develop their capability to coach the team

Context for management

What is motivation?

Steps to effective problem solving

Briefing

Delegation

The anatomy of coaching

The mechanics of coaching

Principles of facilitation

Managing conflict

Decision making approaches and styles

 Creating a call centre culture

 To understand why our clients change their culture, what they want to change and how to do it

 To understand the essential role of the manager in changing the culture and the personal development opportunities that it offers

 Understanding culture

 Identifying your highest value

 Personal responsibility and barriers to its expression

 Strategic implications to organisational change

 Operational implications to organisational change

 Drivers of stress

Orientation to life planning

 To introduce delegates to the skill and methodology of life planning

Orientation to life planning

Introduction to life planning

 Negotiation skills

 To enable delegates to negotiate more effectively in a delivery context and environment

Principles of negotiation

Role play

 State management

 To enable delegates to reduce the levels of stress experienced at work and to manage their state accordingly

 To enable delegates to maintain a positive and energised stance to the challenges of client operations

 To identify potential and actual causes of stress at work enabling delegates to minimise their effect and maximise personal well-being

Understanding the causes of stress

Detecting stress indicators

Identifying drivers and working modes

Taking corrective action

Stance and Style

 To look at an individuals stance, to clarify their own values and how their stance in business function comes from that

Individual stance

Organisation stance

Case studies

 Communications Centre Tours

 To enable delegates to deliver Comms Centre tours

Strategic purpose

Case studies

How to use the tour within the sales process

 

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Subject area 11: Advanced Management Skills

 

Module name

Objectives

Content Summary

Standard project management

Introduction to Project Management

Introduction to Microsoft Project

What is project management

Basic project management skills

Introduction to Microsoft Project

How to use Microsoft Project

Advanced personal effectiveness (APE)

 To enable delegates to understand their current level of personal effectiveness and their self imposed limitations

 To enable delegates to increase their level of personal effectiveness

Understanding self imposed limitations

Making things happen

Gravitas

Personal effectiveness

 Commercial awareness

 To increase commercial awareness and understanding so that delegates managing in the Communications Centre are able to view their activities and relate to the client from a commercial perspective as well as from an operational one

What are the company services?

What are the company USPs?

How does business work?

What drives business decisions?

What drives our clients to outsource?

Costings and profitability

How does the organisation market and sell services?

Account/case development - how does it work?

How to successfully manage operations in a risk reward/payment on results relationship

Databased marketing and management

 To ensure that delegates managing databased marketing operations know the principles, science, practicalities and pitfalls of designing and managing databased marketing operations

Principles of databased marketing

Science of databased marketing

Practicalities of databased marketing

Pitfalls of databased marketing

 Team Building skills - (Weekend)

 To develop the working relationships within the team so that individuals experience being supported and the team achieves it's goals/targets

To understand how to work in a team more effectively by building on each others strengths

 To find out what each person brings to the team and how to work together

Values

Motivational sayings/mottoes

Barriers and aspects of state management

Culture - the roundabout of life

Drivers

 

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