Managing Call Centers

Matt Slaight

MBA 731

Call Center Defined• An environment for structured high-volume telecommunications. • Used by:

– multiservice customer and employee service and support centers, – inbound and outbound telemarketing services, – help desk services, – government-operated support centers, and– other types of structured communications operations.

• Human-assisted or Automated Self-service. • Primary communication channels support live voice:

– circuit-switched telephones, – VoIP, and– Internet telephony.

• Key underlying technologies:– automatic call distributor (ACD), – computer telephony integration (CTI), and – interactive voice response (IVR).

• Additional technologies and processes:– quality assurance, – workforce management, – e-learning, – Analytics, and – performance management.

Call Center Management

• Call Center Management seeks to optimize three key aspects:

– Performance of the employees• Staff Size• Training• Assessment and Reward• Motivation and Moral

– Technologies• Seamless integration• Databases• User Interface• Agent schedules relative to past performance• Tracking improvements

– Underlying Processes• Process reviews, redesign, and optimization• Monitor key processes• Automated workflows

Call Center IT Infrastructure

Includes a wide range of technologies, such as:• Telephony infrastructure.• Multimedia contact routing and prioritization engines.• Speech-enabled self-service applications• Virtual routing applications • Presence tools.• Tools for integration with customer relationship

management (CRM) software.• Data mart and analytics systems.• Optimization tools for workforce management, session

recording and e-learning, etc.

Call Center Management and Workflow Optimization Framework

PlanSkills gaps and staffing needs identification

RecruitForms and recruitment workflow automation

ManageReports, alerts, dashboards, workflow, performance optimization, analytics

ContributeDepartmental insights, corporate accountability

Agent

CRM

Strategy Alignment

Sales Marketing Service

Deploy

Monitor

EvaluateImprove

Motivate

Call Center Performance Management

Quality Management

Workforce Managment

E-Learning

Core Technologies that drive a Call Center Optimization Solution

Source: Davies, 2006

In-Source or Outsource?

Sourcing Objectives Management & Measurement Scheme

Efficiency Metrics and Service Level Agreements

Enhancement Adding previously unavailable services

Transformation Business performance inprovements

In-Source or Outsource?

Assess Strategic Priority and Risk

Market Considerations

Internal vs. External

Capabilities

Economic Evaluation

Ability to Manage

Suppliers

Organization Not Ready to Accept OutsourcingCustomer Service is Critical/Core to Our Business

No Existing Options for External Provisions

Identify Potential Future Suppliers

In-House Capabilities are Superior

Monitor/Develop Supplier Capabilities

Less Expensive to Keep In-House

Review Options to Decrease Costs

Lack Skills to Manage Suppliers

Develop Required Skills

Keep Activity In-Hours

Explore External

Capabilities for the Future

Outsource Activity

Suitable External Providers Exist or Can Be Created

External Suppliers Have Equal or Superior Capabilities

More Cost- Effective to Outsource

Have Skills to Manage Suppliers and Ongoing Risk

Source: Goldman (2006)

Why do we care?

• Call Center Benefits– Direct Access to Customers

• Traditional Call Center vs. Enterprise Contact Center– Multiple Communication Channels– Voice, e-mail, IM– Self-service voice and web– Decentralized

• Increased management challenges– Efficiency– Client and Employee Satisfaction– Cost Reductions

References• Davies, J. (2006, June 19). Contact Center Workforce

Optimization: A Framework for Success. Gartner, Inc.• Elliot, B. (2005, Sept 8). How to Transform Employees

into Contact Center Agents. Gartner, Inc. • Elliot, B., Hafner, B., Kolsky, E., et al. (2006, July 13).

Hype Cycle for Contact Center Infrastructure, 2006. Gartner, Inc.

• Goldman, M. (2006, July 6). Consider Your Customer’s Needs When Outsourcing CRM. Gartner, Inc.

• Moaz, M. (2007, Feb 9). Key Issues for Enterprise Contact Centers, 2007. Gartner, Inc.

• Snyder, J., Kraus, D., Lassman, J. (2007, March 27). Key Issues for Contact Center Infrastructure, 2007. Gartner, Inc.