|
Module number |
Module name |
Objectives |
Content Summary |
|
0.1 |
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
|
|
0.2 |
Merchants Corporate Foundation Course |
Introduction to the vision, values, history, strategy and service offerings of The Merchants Group
|
Strategic intent
Service offerings
Foundation stones
Personal effectiveness
|
|
0.3 |
MHW Corporate Foundation |
As above but for existing staff
|
As above but for existing staff
|
|
0.4 |
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
|
|
0.5 |
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
|
|
0.6 |
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
|
|
Module number |
Module name |
Objectives |
Content Summary |
|
1.1 |
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
|
Reference to MHW material from Merchants Foundation Course
Emphasis of key points about the Comms Centre
Primarily interactive session
|
|
1.2 |
Comms Centre structure and roles |
To give an overview of the structure and roles within the Merchants Comms Centres
|
Structures for:
– Merchants Ireland
– CC generic
– CC Ireland
– CC UK
– Operations
Description of key roles
|
|
1.3 |
The SOM and OM roles |
To give a detailed understanding of the two operational management roles
|
Primary responsibilities and deliverables
Merchants and client expectations of each role
Differences between the roles
How they work together
|
|
1.4 |
Outsourcing |
To give a detailed understanding of:
– the growth of the call centre industry and call centre outsourcing markets
– why companies outsource to Merchants
– the outsourced solutions delivered in response to clients’ commercial needs and how they are formulated
|
Market overview
In-house vs outsource
The competition
Critical success factors
How Merchants is perceived
Do’s and don’ts when selling our services
Case histories
– Microsoft
– Xerox XPS
– Barclaycard/Cellnet
– Tektronix
|
|
1.5 |
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
|
|
Module number |
Module name |
Objectives |
Content Summary |
|
2.1 |
Introduction to the Managing Consultant |
To introduce the role and how to interface with it
|
Responsibilities of the role
How MCs and operations teams work together
Policies, processes and procedures
Regular points of contact
|
|
2.2 |
Sales process |
To brief delegates on the Merchants sales process
|
Marketing
Selling
Contracting
Winnability
Desirability
|
|
2.3 |
Setup methodology |
By the end of this session delegates will have an understanding of:
– 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 setup
Process flows – context
Practical exercise – strand setup
Purpose of a project plan
Project plans – production
Practical exercise – project planning
Understanding deliverables
The four types of deliverable
Deliverables by strand
|
|
2.4 |
Effective client briefing |
For delegates to know:
- 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
|
|
Module number |
Module name |
Objectives |
Content Summary |
|
3.1 |
Orientation to operations strand |
For delegates to have an understanding of the components of the operations strand within the setup of a new operation
|
What it is and when it happens
The strand process
Dependencies with other strands
Skills areas from skills matrices
|
|
3.2 |
Performance management |
For delegates to:
- 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
|
|
3.3 |
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
|
|
Module number |
Module name |
Objectives |
Content Summary |
|
3.4 |
Introduction to the Floor Manager |
To introduce the role and how to interface with it
|
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
|
|
3.5 |
Business processes |
For delegates to understand the principles and practice of business process design
|
To be confirmed, likely to include:
– material from 1997 training on this subject
– use of MacFlow
|
|
3.6 |
Effective script writing |
For delegates to understand the principles and practice of writing effective scripts
|
To be confirmed after review of existing materials
|
|
3.7 |
Rostering |
For delegates to understand how to:
- Roster and develop shift plans for inbound operations
- Capacity plan for outbound operations
|
To be confirmed after review of any existing or external materials
|
|
Module number |
Module name |
Objectives |
Content Summary |
|
4.1 |
Orientation to HR and training strand |
For delegates to have:
- An understanding of the components of the HR and training strand within the setup of an operation
- An understanding of the skills required within the operations team when working within this strand and/or interfacing with HR during setup
|
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
|
|
4.2 |
Introduction to the TC Network |
To ensure that delegates understand how the Telebusiness Communicator (TC) network levels operate and can use the system effectively
|
Definition of the TC network
The five levels and why we have them
How they are used
TC accreditations process
Example career path
Salary levels (to be added when updated)
Hints and tips, pitfalls to avoid
|
|
4.3 |
Operations Training delivery |
For delegates to:
- Understand the purpose of operations trainings in the Merchants environment
- 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
|
|
Module number |
Module name |
Objectives |
Content Summary |
|
5.1 |
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
|
|
5.2 |
Merchants IT - An introduction |
To brief on the technological capabilities in the Comms Centre, now and in the future
|
Overview of Merchants technologies
Corporate systems and infrastructure
The basics of call centre technology
Comms centre:
-technical overview
-importance of IT
-technologies available
Merchants future technologies
|
|
5.3 |
Introduction to ADT and the system development process |
To brief on what ADT does and how databases are developed in Merchants
|
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
|
|
5.4 |
Interfacing with ADT and IT support after launch |
To brief on how to interface with this team during setup and after
|
Policies, processes, procedures
What works
What does not work
|
|
5.5 |
4D user skills |
To provide delegates with an overview of how Merchants develop and implement our in-house database solutions
To provide delegates with a practical knowledge of how to use a 4D database
|
Relational databases
Database structures
Field formats
Example functionality
User guides
|
|
Module number |
Module
name |
Objectives |
Content Summary |
|
6.1 |
Simulation of new operations |
To provide delegates with a top-line understanding of how to design, set up and run simulations for Merchants operations
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
|
|
6.2 |
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
|
|
Module number |
Module name |
Objectives |
Content Summary |
|
7.1 |
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
-9;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
|
|
7.2 |
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
|
|
7.3 |
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
|
|
Module number |
Module name |
Objectives |
Content Summary |
|
7.4 |
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
|
|
7.5 |
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
|
|
7.6 |
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
|
|
7.7 |
Quality standards |
For delegates to understand:
-The reasons why quality standards are important in the Merchants 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
|
|
Module number |
Module name |
Objectives |
Content Summary |
|
8.1 |
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
-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
|
|
8.2 |
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 within Merchants
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
|
|
8.3 |
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
|
|
8.4 |
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
|
|
Module number |
Module name |
Objectives |
Content Summary |
|
8.5 |
Client enrolment |
To outline what client enrolment entails in the Merchants environment
To highlight why it is essential to the success of a contract and of the operation itself
To provide practical steps in how to effectively enrol clients and create an ongoing relationship
|
What it is and why we do it
Methodology
Practical exercise
Hints and tips, pitfalls to avoid
|
|
8.6 |
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
|
|
8.7 |
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
|
|
Module number |
Module name |
Objectives |
Content Summary |
|
9.1 |
Financial management overview |
To give delegates an understanding of the area called ‘financial management’ of an account in Merchants 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
|
|
9.2 |
Contracts |
To be confirmed subject to review of recent MC training written by Judy Duck
|
To be confirmed
|
|
9.3 |
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
|
|
9.4 |
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
|
|
9.5 |
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
|
|
Module number |
Module name |
Objectives |
Content Summary |
|
10.1 |
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
|
|
10.2 |
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
|
|
10.3 |
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
|
|
10.4 |
Orientation to life planning |
To introduce delegates to the skill and methodology of life planning
|
Orientation to life planning
Introduction to life planning
|
|
10.5 |
Negotiation skills |
To enable delegates to negotiate more effectively in a delivery context and environment
|
Principles of negotiation
Role play
|
|
Module number |
Module name |
Objectives |
Content Summary |
|
10.6 |
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
|
|
10.7 |
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
Merchants stance
Case studies
|
|
10.8 |
Communications Centre Tours |
To enable delegates to deliver Comms Centre tours
|
Merchants strategic purpose
Case studies
How to use the tour within the sales process
|
|
Module number |
Module name |
Objectives |
Content Summary |
|
11.1 |
Standard project management (Bob Yorke) |
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
|
|
11.2 |
Advanced project management |
Development on hold (this course will be developed by Gill Barstow and Bob Yorke)
|
Development on hold (this course will be developed by Gill Barstow and Bob Yorke)
|
|
11.3 |
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
|
|
11.4 |
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 Merchants services?
What are Merchants USPs?
How does business work?
What drives business decisions?
What drives our clients to outsource?
Costings and profitability
How do Merchants market and sell services?
Account/case development - how does it work?
How to successfully manage operations in a risk reward/payment on results relationship
|
|
11.5 |
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
|
Orientation and introductory courses
