IM Consortia Regional Meeting

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1 IM Consortia Regional Meeting Paint a Picture of Call Center Supervision Marsha Vine and Joan Malcheski / January and February, 2013

2 Marsha Vine: Getting to know me! 3 Years at HP, Supervising Member Services Been in the call center industry for over a decade Experience with inbound only, and blended call centers Corporate Trainer with an emphasis on Call Center Business

3 Joan Malcheski: Getting to know me! 2.5 Years at HP, in the Resource Optimization Center Been in the call center industry for 18 years, in many different roles Experience with CCA (Contact Center Anywhere) Business Analyst with a focus on Call Center data and reporting

4 Today s Training Our Goals for the Day: Share information, data and reports Share Call Center management insight Your goals for the day: 1) 2) 4

5 General Housekeeping What s in it for you? Learning Objectives (See Last Slide) Goal Statement Action Steps Resources General Housekeeping: Breaks/Restrooms/Drinking Fountain or Soda Machine Ground Rules Safe Environment Respect input of others! Be on Time! Use Cell Phones courteously silence please! Parking Lot 5

6 Paint a Picture of Call Center Supervision Let s Get Started! One ringy-dingy, two ringy-dingys 6

7 Today s Agenda Call Center Level Reports: Call Center Level Reports are reports for the entire call center, including workgroups. Agent Level Reports: Reports by agent COPC Standards: (Customer Operations Performance Center) What can they do for you? 7

8 January Workgroup Aggregate Day Date Calls Offered Calls Answered Answer Rate Average Speed of Answer (Minutes) Average Talk Time (Minutes) Average Handle Time Longest Waiting Call (Minutes) Monday 12/31/2012 Tuesday 1/1/2013 Wednesday 1/2/ % Thursday 1/3/ % Friday 1/4/ % Week to Date % Monday 1/7/ % Tuesday 1/8/ % Wednesday 1/9/ % Thursday 1/10/ % Friday 1/11/ % Week to Date % Monday 1/14/ % Tuesday 1/15/ % Wednesday 1/16/ % Thursday 1/17/ % Friday 1/18/ % Report Name: IM Project Daily Call Stats Report Frequency: Monday through Friday Notes: Week to Date % Monday 1/21/2013 Tuesday 1/22/ % Wednesday 1/23/ % Thursday 1/24/2013 Friday 1/25/2013 Week to Date % Monday 1/28/2013 Tuesday 1/29/2013 Wednesday 1/30/2013 Thursday 1/31/ Month to Date %

9 Report Name: Workgroup Segments Report Report Information: Used to compile Daily Call Stats report (On Demand in CCA) 9

10 Calls Offered Calls Answered Answer Rate Average Speed of Answer (Minutes) Average Talk Time (Minutes) Average Handle Time Longest Waiting Call (Minutes) Week Ending 6-Jan % Jan % Jan % Jan % Feb % Feb % Feb % Feb % Mar % Mar % Mar % Mar % Mar % Apr % Apr % Apr % Apr % May % May % May % May % Jun % Jun % Jun % Jun % Jun % Trending Data: Week Over Week Comment: Data pulled from Daily Call Stats report and compiled on a weekly basis for trending purposes. Notes: 10

11 Report Name: Week Over Week Trend Analysis What are common trends? Week over Week Calls Offered Calls Answered Average Speed of Answer (Minutes) 11

12 Report Name: Month Over Month Trend Data Analysis What are common trends? 2012 Statewide Month Calls O ffered Calls Answered Answer Rate Average Speed of Answer (Minutes) January 2012 February 2012 March 2012 April 2012 May 2012 June 2012 July 2012 August 2012 September 2012 October 2012 November 2012 December Year to Date Average Talk Time (Minutes) Average Handle Time Longest Waiting Call (Minutes) % % % % % % % % % % % % %

13 Report Name: Month Over Month Calls Offered/Calls Answered with ASA Report Frequency: Monthly Month over Month Calls Offered Calls Answered Average Speed of Answer (Minutes) 13

14 Total Abandon Total Agent Answered Total Calls ASA General Abandon Total Agent Answered Total Calls ASA Hmong Abandon Total Agent Answered Total Calls ASA Spanish Abandon Total Agent Answered Total Calls ASA 08:00-08: :00-08: :00-08: :00-08: :30-09: :30-09: :30-09: :30-09: :00-09: :00-09: :00-09: :00-09: :30-10: :30-10: :30-10: :30-10: :00-10: :00-10: :00-10: :00-10: :30-11: :30-11: :30-11: :30-11: :00-11: :00-11: :00-11: :00-11: :30-12: :30-12: :30-12: :30-12: :00-12: :00-12: :00-12: :00-12: :30-13: :30-13: :30-13: :30-13: :00-13: :00-13: :00-13: :00-13: :30-14: :30-14: :30-14: :30-14: :00-14: :00-14: :00-14: :00-14: :30-15: :30-15: :30-15: :30-15: :00-15: :00-15: :00-15: :00-15: :30-16: :30-16: :30-16: :30-16: Total Total Total Total Weekly Interval Report (Daily Example) Monday ASA Offered Calls Answered Calls Abandoned Calls 14

15 CCA Data (Workgroup Interval) used to compile Weekly Interval Report: CCA On Demand Report 15

16 CCA Data (Interval Workgroup Level ASA) used to compile Weekly Interval Report: CCA On Demand Report Interval Workgroup Performance - Combined Media (Voice,Chats & Callbacks) Date(s): 01/14/ /14/2013 Within Hours: 12:00 AM - 11:59 PM Workgroup(s): C05.General; C05.Hmong; C05.Spanish; C05.Translation Interactions Count Service Level Duration Handled Time Answered to Threshold Abandon To Threshold Time Inboun Aband Intervals d on Workgroup English 01/14/2013 No Ans Wrap Xfer In Xfer Out OVR In OVR Out WG SL Custom SL(2 Secs) Logged In Availabl e Busy On Break Max Ans Delay Max Aband Delay ASA Total Talk Avg Talk 08:00 AM % 0.0% 25:42:49 00:24:11 18:21:59 06:56:39 00:03:44 00:01:04 00:01:10 04:54:29 00:04:02 00:17:10 00:00: % % 0 0.0% % 08:30 AM % 0.0% 30:52:42 00:12:23 22:25:05 08:15:14 00:03:23 00:01:03 00:01:26 08:06:06 00:07:42 00:18:16 00:00: % % 0 0.0% % 09:00 AM % 0.0% 31:03:29 01:25:22 16:36:38 13:00:17 00:02:11 00:00:12 00:00:17 06:54:13 00:06:54 00:20:21 00:00: % % 0 0.0% % 09:30 AM % 0.0% 31:00:00 00:00:10 13:51:12 17:08:38 00:05:43 00:05:11 00:02:22 06:17:07 00:08:58 00:16:36 00:00: % % 0 0.0% % 10:00 AM % 0.0% 31:18:24 00:00:12 11:00:30 20:17:42 00:15:10 00:13:46 00:07:25 02:03:17 00:03:25 00:08:35 00:00: % % 0 0.0% % 10:30 AM % 0.0% 31:30:00 00:00:17 13:33:18 17:56:25 00:15:21 00:10:34 00:07:40 03:28:35 00:04:44 00:13:14 00:00: % % 0 0.0% % 11:00 AM % 0.0% 31:14:12 00:00:16 14:04:08 17:09:48 00:17:33 00:14:05 00:10:01 04:34:18 00:06:14 00:13:25 00:00: % % 0 0.0% % 11:30 AM % 0.0% 31:32:42 00:00:31 15:33:20 15:58:51 00:10:34 00:02:31 00:06:22 06:58:43 00:05:34 00:21:05 00:00: % % 0 0.0% % 12:00 PM % 0.0% 31:38:52 00:00:22 11:58:45 19:39:45 00:04:36 00:02:18 00:02:08 06:32:18 00:08:54 00:15:10 00:00: % % 0 0.0% % 12:30 PM % 0.0% 31:22:39 00:00:12 11:13:10 20:09:17 00:07:59 00:06:30 00:04:06 03:52:43 00:06:50 00:09:10 00:00: % % % % 01:00 PM % 0.0% 31:18:07 00:00:12 15:29:36 15:48:19 00:13:42 00:06:28 00:06:45 04:56:38 00:08:59 00:11:12 00:00: % % 0 0.0% % 01:30 PM % 0.0% 31:37:31 00:00:17 15:02:22 16:34:52 00:10:22 00:06:34 00:05:05 04:12:36 00:05:36 00:13:51 00:00: % % 0 0.0% % 02:00 PM % 0.0% 32:00:00 00:00:13 15:04:59 16:54:48 00:13:00 00:10:29 00:05:34 02:50:24 00:05:19 00:08:10 00:00: % % 0 0.0% % 02:30 PM % 0.0% 31:45:16 00:00:07 11:41:39 20:03:30 00:21:26 00:17:36 00:07:22 03:22:20 00:09:38 00:06:26 00:00: % % 0 0.0% % 03:00 PM % 0.0% 31:30:00 00:00:22 14:34:30 16:55:08 00:19:05 00:11:53 00:12:19 03:57:21 00:05:23 00:13:32 00:00: % % 0 0.0% % 03:30 PM % 0.0% 31:14:42 00:00:12 15:05:29 16:09:01 00:12:35 00:10:14 00:05:44 04:48:23 00:06:51 00:11:52 00:00: % % 0 0.0% % Total Wrap Avg Wrap Pre Thres h % Pre Thresh Post Thresh % Post Thresh Pre Thresh % Pre Thresh Post Thresh % Post Thresh 16

17 Agent Performance Report For Date(s): 07/01/ /31/2012 Agent Information Handle Time Metrics (MINUTES) Call Volume Metrics Ag Agent Name Out Talk Time ACD Talk Time ACD Hold Time ACD Wrap Time Avg Handle Time % Talk % Hold % ACW Out Calls ACD Calls 54 TOTALS & AVERAGES % 0.38% 3.86% 2.44 Agents QUARTILES MAX % 13.04% 7.88% Q % 0.00% 5.04% Q % 0.00% 3.92% Q % 0.00% 2.73% MIN % 0.00% 0.91% Agent % 0.00% 3.29% Agent % 0.00% 3.93% Agent % 13.04% 2.14% Agent % 0.00% 3.30% Agent % 0.00% 4.89% Agent % 0.00% 5.14% Agent % 0.00% 6.13% Agent % 0.00% 1.25% Agent % 0.00% 2.65% Agent % 0.00% 1.29% Agent % 0.00% 3.33% Agent % 0.00% 1.46% Agent % 0.00% 5.05% Agent % 0.74% 3.29% Refused ACD Calls Internal Calls In Internal Calls Out ACD Calls per Busy Hour Avail Time Busy Time 17

18 Individual Agent Report (14 Weeks of Data) Agent Information Handle Time Metrics (MINUTES) Call Volume Metrics Agent Time Utilization (HOURS) Agent 1 Out Talk Time ACD Talk Time ACD Hold Time ACD Wrap Time Avg Handle Time % Talk % Hold % ACW Out Calls ACD Calls Refused ACD Calls ACD Calls per Busy Hour Avail Time Busy Time Break Time Login Time (Staffed Time) Avail % Busy % ACD Call After Call Work Application Processing 14 TOTALS & AVERAGES % 1.81% 3.31% % 64.12% Weeks QUARTILES MAX % 2.62% 4.01% % 70.44% Q % 2.26% 3.46% % 66.90% Q % 1.88% 3.28% % 64.76% Q % 1.45% 3.10% % 61.78% MIN % 0.92% 2.82% % 54.30% WE 10/ % 1.54% 3.36% % 62.68% WE 10/ % 0.92% 4.01% % 63.45% WE 10/ % 2.62% 3.48% % 67.05% WE 11/ % 2.08% 3.77% % 60.06% WE 11/ % 1.67% 3.25% % 70.44% WE 11/ % 1.14% 3.11% % 61.48% WE 11/ % 2.33% 3.10% % 67.35% WE 11/ % 2.26% 3.01% % 54.30% WE 12/ % 1.03% 2.90% % 65.73% WE 12/ % 2.25% 2.82% % 68.15% WE 12/ % 2.42% 3.17% % 65.10% WE 12/ % 1.59% 3.42% % 66.44% WE 01/ % 2.12% 3.61% % 60.98% WE 01/ % 1.42% 3.31% % 64.42%

19 Graph of Individual Agent : Time Utilization Last Call, 2.19% New Outbound Call, 2.12% Document Processing, 3.52% Busy, 0.23% Renewal Processing, 0.00% No Answer, 0.10% Meeting, 2.20% Lunch, 12.36% On Break, 5.45% Available, 10.88% % of Login Time (Staffed Time) Selecting Outcome, 0.23% Supervising, 0.21% Training, 1.31% After Call Work, 15.94% Wrap up, 0.72% ACD Call, 43.16% ACD Call After Call Work Application Processing Available Busy Document Processing Last Call Lunch Meeting New Outbound Call No Answer On Break Renewal Processing Selecting Outcome Supervising Training Wrap up Application Processing, 0.01% 19

20 Individual Agent Trending Reports: Informational purposes: ACD Calls Avg Handle Time ACD Calls Aftercall Per Call (minutes) 20

21 Report Training Available! DHS Report Training On Demand CCA Reports Reports training available via the DHS Learning Center Detailed report information is at the end of your packet 21

22 Call Center Leadership COPC Standards Global Call Center Standards/Global Standardization of Call Center Industry Vocabulary Design started in 1996 Improvements in Quality: Increase in First Call Resolution (FCR) Cost of Poor Quality Improvements in efficiency: AHT Occupancy Utilization 22

23 Call Center Leadership Driver: Enabler: People Leadership and Planning Goal: Performance Enabler: Processes 23

24 You as a Call Center Leader Leadership and Planning Processes People Performance 24

25 You as a Call Center Leader Common Challenges List THREE of your most Common Challenges: 1) 2) 3) Common Themes: Strategies: 25

26 Call Center Leadership: Let me introduce you to Three of your people Agent Name ACD Talk Time ACD Hold Time ACD Wrap Time Avg Handle Time ACD Calls ACD Calls Per Busy Hour Selecting After Call Outcome Per Per Call (minutes) Call (minutes) Total Time Per Call (minutes) Wendy Peter Hook Characteristics: Wendy Peter Hook 26

27 Call Center Leadership Leadership and Planning: Business Planning Target Setting Reviewing Performance 27

28 Call Center Leadership; Planning Business Planning: Statement of Direction: What components are in the statement of direction? Annual Business Plan: Documented Emerging new product and service opportunities Plans are consistent and supportive of each other Managers and supervisors understand specific responsibilities in carrying out the actions in the plans Targets Action plans Milestones Individual responsibilities 28

29 Call Center Leadership; Planning Target Setting: Targets must be established using existing data Trends must be taken into consideration Performance targets Reviewed Periodically 29

30 Call Center Leadership; Planning Reviewing Performance: Targets and performance must be KNOWN by appropriate personnel Recommended approach for reviewing performance Formal monthly analysis of performance to business plans and targets Lead to action if results fall below targets Call center must be able to demonstrate sustained improvement as a result of actions 30

31 Concludes Leadership and Planning Ideas/Action Items 1) 2) 3) 31

32 Call Center Leadership Processes: Managing change Processes, procedures and methodology Transaction monitoring Forecasting, staffing and scheduling 32

33 Call Center Leadership; Processes Managing Change: Structured approach to identify the scope of future change Change Management: Process Side: Document strategic approach Implement tracking systems Follow through Human side: Involvement Communicate Training Feedback and Recognition Stay the course 33

34 Call Center Leadership; Processes Processes, procedures and methodology: Processes clearly defined and consistent? Low Performance; Continuous process improvement Manage variation Determine if changes are required for process improvement Internal audits of processes/procedures? Corrective action Continuous improvement 34

35 Call Center Leadership; Processes Transaction Monitoring: Process Level: Identify and correct program-level issues Agent Level: Address and improve performance of the individual Side by Side and remote monitoring Clear performance thresholds (Pass/Fail) Critical Accuracy Error = FAIL Monitoring conducted on an on-going basis Plan for communicating feedback, coach for good and bad 35

36 Call Center Leadership; Processes Quality Monitoring Topics Include Why is this essential? Prior Preparation Calibrate! Introduction to teams Coach 36

37 Call Center Leadership; Processes Why is Quality Monitoring essential? Are all of your agents answering the same question the same way? Are all of your agents searching for the answer the BEST way? What happens to morale when an agent overhears another agent giving incorrect information? Worse yet, what happens when that member calls back and a second agent needs to clear up the confusion? Do you or your leadership team need to field any of these calls? How much time is spent de-escalating upset callers? 37

38 Call Center Leadership; Processes Prior Preparation: Development of the form What do you want to measure? Call Components Information relayed Soft Skills One Call Resolution? Quantity How many reviews? Sliding scale? Score Bonus Points 38

39 Call Center Leadership; Processes Calibrate Test your scoring by holding calibration sessions Include all individuals who will be conducting quality reviews This will Ensure your scoring methods work and are appropriate Teach key players consistency when listening and scoring Give scorers an opportunity to gain experience and confidence Include discussions on how to deliver the reviews 39

40 Call Center Leadership; Processes Quality Monitoring - Coaching Prior to introducing the Quality Reviews, develop a plan for coaching staff with lack luster reviews Who is going to coach an employee? Coaching Techniques: When giving performance feedback be specific and direct. Show sincerity and communicate face to face for both positive and negative performance efforts. Focus should not be entirely on the bad Sandwich Method will soften the message and let the employee know you can see the good too! Focus on only the bad is a morale buster! Use Constructive Feedback versus Praise and Criticism Objective, non judgmental, specific 40

41 Call Center Leadership; Processes Quality Monitoring - Introduction to the teams: What should be considered before introducing QA to the Teams? List FIVE ideas or concepts: 1) 2) 3) 4) 5) 41

42 Call Center Leadership; Processes Forecasting, Staffing and Scheduling: Forecasting Must understand historical volume, AHT and shrinkage. Recommendation: Forecast call volume must be done at interval level. Forecast accuracy of AHT can be calculated at the daily level. Staffing Quantitative model to determine the number of staff required. How far in advance? Use forecasted numbers for AHT, Volume, Shrinkage Scheduling 30 minute intervals Define rules for minimizing interval level over-and-under staffing Real time management (Taking Action when it s needed) Scheduling - What are your current practices? Do you plan for spikes in call volume? Monday vs Friday / Lunch Time / Adverse Action How do you staff during busy times? How do you schedule appointments? Putting out fires: Level 1 / Level 2 / Level 3 42

43 Concludes Processes Ideas/Action Items 1) 2) 3) 43

44 Call Center Leadership People: Recruiting and hiring Training and development Verifying skills and knowledge Managing feedback Attrition and absenteeism 44

45 Call Center Leadership; People Recruiting and Hiring: Establish minimum hiring requirements List THREE traits of your top performers 1) 2) 3) Characteristics of Call Center Staff: What do you look for during an interview? What characteristics do you avoid? 45

46 Call Center Leadership: People Think back to your three employees Agent Name ACD Talk Time ACD Hold Time ACD Wrap Time Avg Handle Time ACD Calls ACD Calls Per Busy Hour Selecting After Call Outcome Per Per Call (minutes) Call (minutes) Total Time Per Call (minutes) Wendy Peter Hook

47 Call Center Leadership; People Training and Development: Training and development must be documented and formally defined Identify the setting or methodology List specific skills and knowledge required for each skill Identify trainers Define desired outcome 47

48 Call Center Leadership; People Goal Setting S M A R T What are three examples of SMART Goals related to Call Center work? 48

49 Call Center Leadership; People Verifying Skills and Knowledge: Verification processes for all staff Objective performance thresholds Staff that pass minimum thresholds must be able to perform satisfactorily Documentation Action plans Re-verification if programs or systems change Managing Feedback Structured approach for evaluating and taking action on feedback obtained 49

50 Interest Call Center Leadership; People Development Where do you spend your time? Consider the example employees who belongs where? List descriptive traits in each quadrant High interest/low ability Low interest/low ability High interest/high ability Low interest/high ability Where is your time best spent? What ideas or exercises will impact which group of people? Where do most of your people fall? What path do employees take? Contingency planning who do you consider? Ability 50

51 Call Center Leadership; People Mentoring Mentor Teams are a GREAT solution! Identify performers Strengthen their skills Teach them how to communicate with you! Help them understand your unified goal This team can aid: New Hires Knowledge/system deficiency Call taking skills (Soft skills) 51

52 Call Center Leadership; People Attrition and Absenteeism: Shrinkage Must be recorded, and tracked Trends taken into consideration for staffing purposes What are your shrinkage rates currently? 52

53 Concludes People Ideas/Action Items 1) 2) 3) 53

54 Call Center Leadership Performance: KPI Key performance indicators (KPI) What are they? Reports/Trends Call Assignment Scheduling 54

55 Call Center Leadership; Performance What are they? Call Center Level Answer Rate Speed of Answer Average Handle Time Longest wait IM Project Call Stats Report Daily Week to Date Month to Date Agent Level Average Handle Time ACD Talk Time ACD Hold Time ACD Wrap Up Time ACD After Call Agent Performance Report Weekly Monthly 55

56 Call Center Leadership; Performance Call Assignment Let s Think Outside the Box! How do you determine your groups? How do you determine the size of your groups? How do you determine which employees go into which group? Logistically, would cross training be an option? Pros/Cons? Put some numbers behind the logic! Review your current groups with an objective view: Are they appropriately staffed? Scheduling - Staff based on trends Monday/Friday, Lunch Time variables, etc. 56

57 Concludes Performance Ideas/Action Items 1) 2) 3) 57

58 References and Resources Leadership Quiz: and additional information about leadership styles Call Center information: Various References: Call Center Management on Fast Forward by Brad Cleveland & Julia Mayben Why Should Anyone Be Led by YOU? by Rob Goffee * Gareth Jones 58

59 Your Personal Goal Statements: Goal Statement #1 Goal Statement #2 Action Steps: First: Action Steps: First: Second: Second: Third: Third: TIMEFRAME: TIMEFRAME: 59

60 Thank you

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