COMPETENCIES. People Management Operations Management Customer Relationship Management Leadership and Business Management

Transcription

1 COMPETENCIES Certificatin testing fr the CIAC-Certified Strategic Leader (CCSL) designatin is based n industry-defined cmpetencies that specify the knwledge and skills required fr the award f prfessinal cmpetency in call center strategic leadership and management. The cmpetencies are universally written in scpe and definitin t ensure their applicability t individuals wrking in call center rganizatins wrldwide f every business type, industry sectr and size. Definitin f the cmpetencies was facilitated by the Call Center Industry Advisry Cuncil (CIAC) thrugh extensive industry cllabratin, research and jb rle prfiling. The cmpetencies have been frmally validated as measurable indicatrs f jb perfrmance and apprved by an internatinally representative crss-sectin f call center practitiners, training prfessinals and subject matter experts. CIAC cnducts rutine reviews f the cmpetencies t ensure their currency and relevance t the jb rle requirements. The cmpetencies are categrized int fur dmains: Peple Management Operatins Management Custmer Relatinship Management Leadership and Business Management Prfessinal cmpetence fr the CIAC-Certified Strategic Leader designatin is assessed via a fivepart testing prcess crrespnding t the cmpetency dmains. Test questins are weighted by cmpetency area (see belw) and representative f all levels f Blm's taxnmy (with emphasis n higher cgnitive levels). The cmpetencies als represent the subject matter fr training cntent. In this regard, training is nt mandated t test fr CIAC Certificatin; nr des CIAC Certificatin prescribe t any specific training curriculum. Cmpetency Weighting f Test Questins: PEOPLE MANAGEMENT Organizatinal Design & Staffing - 26% Prfessinal Develpment - 16% Individual & Team Perfrmance - 24% Human Resurces - 20% Teams - 14% OPERATIONS MANAGEMENT Service Level & Quality - 43% Technlgy & Service Delivery - 27% Call Center Facilities & Wrk Envirnment 30% CUSTOMER RELATIONSHIP MANAGEMENT Internal & External Custmer Relatinships - 100% LEADERSHIP & BUSINESS MANAGEMENT Leadership Practices & Principles - 26% Business Management Practices & Principles - 20% Call Center Business - 22% Financial Practices & Principles - 13% Cntractual Relatinships -15%

2 2 Call Center Strategic Leader Cmpetencies I. PEOPLE MANAGEMENT DOMAIN A. Organizatinal Structure and Staffing 1. Cnstruct a call center rganizatinal structure and staffing strategy that aligns with enterprise bjectives a. Define call center jb rles, respnsibilities and agent grups that supprt the call center rganizatinal structure and staffing strategy 2. Create a strategic call center staffing plan that supprts enterprise bjectives a. Determine required staff qualificatins and requirements b. Create a shrt-term (3 12 mnth) call center staffing plan with an apprpriate wrkfrce mix and staffing alternatives c. Determine full-time equivalent (FTE) requirements 3. Establish prcesses, prcedures and respnsibilities fr attracting, recruiting and selecting candidates fr call center staff psitins a. Create a recruiting plan that generates qualified and diverse candidates fr call center staff psitins b. Identify resurces fr recruiting a diverse wrkfrce c. Define the interview prcess; types f interviews and tls and cmmnly used emplyment terms d. Define the selectin/hiring prcess 4. Develp a retentin strategy that reduces vluntary turnver f call center persnnel a. Identify the types and causes f call center turnver and factrs that impact agent retentin B. Prfessinal Develpment 1. Create and sustain a call center culture and wrk envirnment that inspires and enables cntinuus learning and imprvement a. Prvide pprtunities fr nging prfessinal develpment and cntinuus imprvement b. Prvide access t apprpriate tls and learning resurces c. Implement mentring and caching 2. Determine current and future prfessinal develpment needs f call center staff a. Identify cmpetency requirements by call center jb rle b. Identify strengths and develpment needs f direct reprts 3. Develp a call center training strategy a. Align training initiatives with the call center training strategy b. Create a training plan c. Evaluate the effectiveness f training d. Prvide fr emplyee rientatin (t the rganizatin, call center, jb rle and team) 4. Create a plan fr cntinuus self-imprvement and prfessinal develpment C. Individual and Team Perfrmance 1. Establish bjectives fr individual and team perfrmance 2. Develp a methdlgy t mnitr and imprve perfrmance 3. Implement a mnitring and caching prgram 4. Address pr perfrmance cnstructively and within applicable guidelines 5. Cnduct a perfrmance review that takes int cnsideratin different behaviral styles a. Cllabrate with staff t establish perfrmance bjectives and wrk standards b. Discuss strengths and weaknesses f staff c. Dcument a perfrmance review 6. Develp, implement, and administer a cmpensatin plan t recgnize and reward perfrmance excellence 7. Cultivate and sustain a wrk envirnment that mtivates high perfrmance, recgnizes and rewards individual and team excellence; and instills emplyee lyalty a. Implement and administer an incentive plan

3 3 Call Center Strategic Leader Cmpetencies D. Human Resurces 1. Build, manage, and leverage a diverse wrkfrce 2. Manage cntract and temprary staff in accrdance with applicable rganizatinal plicy and regulatins 3. Align emplyee related decisins with applicable rganizatinal plicy and regulatins 4. Manage remte staff in accrdance with applicable rganizatinal plicy and regulatins 5. Address privacy issues in accrdance with applicable rganizatinal plicy, regulatins, and mral/ethical cnsideratins 6. Design and establish a career path mdel 7. Create and administer an emplyee satisfactin survey a. Identify and implement apprpriate actins based n survey results b. Track and use rganizatin-wide satisfactin data t enhance the call center image and reslve issues 8. Apply principles f cnflict reslutin 9. Identify and enable empwerment pprtunities a. Prvide the tls, authrity, and supprt t enable emplyee decisin-making (including decisins frmerly dictated by management) b. Identify and address bstacles t empwerment c. Develp the trust and supprt f center staff and ther persnnel E. Teams 1. Establish and sustain a culture that enables a high-perfrmance team 2. Create and spnsr a crss-functinal team thrugh shared visin, gals, and planning a. Develp and align team gals with rganizatinal bjectives b. Access the rganizatin s resurces t supprt shared initiatives and bjectives c. Lead a crss-functinal team 3. Identify and execute a strategy fr building team effectiveness a. Determine and establish a team structure b. Mdel and instill team building skills (e.g., cnflict reslutin; rle clarificatin; effective cmmunicatins; gal setting) 4. Leverage expertise and build cllabrative relatinships II. OPERATIONS MANAGEMENT DOMAIN A. Service Level and Quality 1. Negtiate, establish, and maintain internal and external service level agreements with business units and service prviders that have an impact n call center perfrmance a. Develp and implement a plan t meet service level agreements b. Create a service prvider assessment instrument t manage service level agreements c. Utilize a service prvider assessment instrument t manage vendrs 2. Establish service level, respnse time, and quality gals a. Create a plan t meet service level, respnse time, and quality gals b. Maintain agreed service level and quality standards 3. Establish key perfrmance indicatrs that enables the call center t meet custmer requirements a. Demnstrate wrking knwledge f key perfrmance indicatrs (nt all inclusive): Average Call Value Scheduled Staff t Actual Custmer Satisfactin Adherence t Schedule Service Level Average Handling Time Percent Abandned Prductive vs. Nn-Prductive Cst Per Call Average Speed f Answer (ASA) Errrs and Rewrk/First Call Reslutin Occupancy Frecasted Call Lad vs. Actual b. Develp and utilize a mechanism t track and reprt key perfrmance indicatrs data c. Manage the call center t achieve key perfrmance indicatrs d. Identify bstacles t meeting key perfrmance indicatr targets; enact slutins that meets custmer requirements and supprts call center business bjectives

4 Call Center Strategic Leader Cmpetencies 4 4. Frecast wrklad using statistical techniques a. Optimize staff and schedule requirements b. Create and implement a plan t ensure call center cntact activities meet requirements 5. Schedule staff t frecasted wrklad a. Ensure adherence t schedule 6. Identify and apply principles that enable cntinuus quality assurance and prcess imprvement B. Technlgy and Service Delivery 1. Align technlgy with business bjectives, applicatin need(s), and financial cnsideratins a. Maximize call center investment in technlgy b. Manage the implementatin f technlgy c. Ensure technlgy is implemented with minimal negative impact 2. Identify and address single site versus virtual-site envirnments issues (multi-site, remte agents, etc.) 3. Identify and manage key custmer related prcesses 4. Align technlgy, prcesses and custmer requirements t enhance service and reduce cst 5. Evaluate the applicability f new and emerging technlgy t enable enhanced custmer service and better supprt business bjectives a. Develp a business case t evaluate new and emerging technlgy b. Ensure successful integratin f new technlgy with legacy systems c. Leverage system integratin pprtunities t maximize service delivery 6. Frmulate and execute a call distributin strategy a. Develp a call distributin ratinale C. Call Center Facilities and Wrk Envirnment 1. Apply the principles f call center site selectin and design a. Develp site selectin criteria based n the rganizatin s business bjectives 2. Select a site based n agreed selectin criteria and apprved business case a. Develp a site selectin business case that aligns with strategic bjectives 3. Assess flr plan design ptins a. Select an ptimal flr plan design 4. Develp a disaster recvery strategy and cntingency plan a. Test and execute a disaster recvery strategy b. Implement a cntingency plan 5. Maintain a healthy, safe and secure wrk envirnment a. Assess and address wrkplace ergnmic issues and cnsideratins b. Ensure adherence t ergnmic requirements c. Mnitr the safety and security f the wrk envirnment d. Ensure staff adherence t applicable health and safety plicy and regulatins 6. Ensure adherence t applicable disability plicy and regulatins III. CUSTOMER RELATIONSHIP MANAGEMENT DOMAIN A. Internal and External Custmer Relatinships 1. Identify the dynamics and ecnmics f custmer acquisitin, retentin, value, and access a. Segment custmers t align with rganizatinal strategy b. Identify and quantify custmer expectatins and related business drivers c. Identify the fundamental aspects f cnsistently delivering a psitive custmer experience 2. Evaluate the effectiveness f service delivery and its impact n custmer satisfactin a. Measure custmer satisfactin b. Use rt cause analysis t identify areas f pr service and factrs that cntribute t custmer satisfactin c. Mnitr and test custmer accessibility d. Establish a mechanism fr capturing and leveraging custmer feedback thrughut the rganizatin

5 Call Center Strategic Leader Cmpetencies 5 3. Develp a strategy t manage and enhance the custmer experience a. Cntribute t the rganizatin s custmer service strategy and business planning prcess b. Design and apply an peratinal mdel that meets custmer needs and rganizatinal requirements c. Develp and execute a strategy that aligns human resurces, business prcesses, and technlgy t ensure a psitive custmer experience 4. Establish the value f a psitive custmer relatinship a. Create and implement a plan that cmmunicates the benefits f a psitive and meaningful custmer experience 5. Develp partnerships that help t identify custmer needs and enable a successful custmer relatinship management strategy a. Build netwrks f peple (internal and external) t supprt successful custmer relatinships b. Maintain relatinships with clleagues t supprt a successful custmer relatinship c. Cllect and disseminate business and market intelligence t stakehlders 6. Identify and implement technlgy and prcesses that enhance the custmer experience a. Identify prcesses that empwer peple t imprve the custmer experience b. Develp and activate a prcess that imprves custmer accessibility c. Utilize technlgy t gather and disseminate custmer intelligence and feedback d. Identify and enable self-service ptins fr custmers IV. LEADERSHIP and BUSINESS MANAGEMENT DOMAIN A. Leadership Practices and Principles 1. Cllabrate with staff t establish the call center visin and missin a. Create a shared visin resulting in emplyee cmmitment and lyalty b. Align day-t-day activities with the call center visin and missin c. Cmmunicate the call center visin, missin and rle t internal and external audiences d. Mdel the rganizatin s cre values, principles, and philsphies e. Determine cmmunity relatins initiatives and implement apprpriate prgrams and activities 2. Develp and execute a strategy t accmplish the call center missin and supprt rganizatinal bjectives 3. Align call center bjectives with rganizatinal and custmer bjectives 4. Psitin and prmte the call center as value-added t the rganizatin a. Identify hw the call center adds value t the rganizatin b. Develp and implement a plan that cmmunicates the call center value prpsitin 5. Act as a cnduit fr infrmatin flw frm custmers and emplyees t senir management B. Business Management Practices and Principles 1. Develp and execute a call center business strategy a. Translate rganizatinal bjectives int call center gals 2. Create and implement a strategic business plan a. Create and implement an annual perating plan b. Translate call centers gals int prject plans c. Manage prject plans t ensure successful utcme 2. Acquire intelligence f business drivers and trends, cmpetitive frces and regulatry requirements a. Cmpile and disseminate market research and intelligence t the rganizatin 3. Develp and implement a plan t cmmunicate call center initiatives 4. Develp and apply methdlgies t imprve peratinal results C. Call Center Business 1. Describe the call center s rle in the rganizatin 2. Identify and adhere t regulatins 3. Demnstrate knwledge f call center terminlgy

6 Call Center Strategic Leader Cmpetencies 6 D. Financial Practices and Principles 1. Identify and leverage risk-and-pprtunity tradeffs 2. Develp an annual perating budget fr the center a. Negtiate apprval f a call center budget b. Manage a budget in accrdance with variance reprts 3. Demnstrate wrking knwledge f key financial cncepts: a. Buy versus lease b. Depreciatin schedules f fixed assets c. Prfit center versus cst center d. Return n Assets (ROA); Return n Sales (ROS); Net Present Value (NPV); Internal Rate f Return (IRR); Return n Investment (ROI); and Cst/Benefit Analysis (Rati) 4. Interpret the rganizatin s financial statements E. Cntractual Relatinships 1. Establish cntractual criteria a. Negtiate mutually beneficial cntracts 2. Establish and manage cntractual relatinships a. Assess the quality f cntractual relatinships b. Utilize data t manage cntractual relatinships 3. Identify cntractual issues that need t be escalated a. Use apprpriate escalatin channels (END)