DRAFT CALL CENTER MANAGER JOB COMPETENCY MODEL

DRAFT CALL CENTER MANAGER JOB COMPETENCY MODEL Developed by Workitect, Inc. June, 2007

TABLE OF CONTENTS A. Overview of the Competencies by Cluster... 3 B. Call Center Manager Competencies... 4 C. Overview of Most Important Accountabilities of Call Center Managers... 9 D. Description of Most Important Accountabilities... 10 E. Link between Main Accountabilities and Competencies... 15 F. Knowledge Requirements of Call Center Managers... 16 G. Future Scan: Potential Changes Affecting the Job in the Future... 17 H. Recommendations on Ensuring that Call Center Managers have the Call Center Managers Competencies... 18

A. OVERVIEW OF THE COMPETENCIES BY CLUSTER I. Leading Others II. Communicating & Influencing III. Preventing & Solving Problems IV. Achieving Results 1. Establishing Focus: The ability to develop and communicate goals in support of the center s mission. 2. Championing Change: Demonstrating ownership for organizational changes needed to improve the center s effectiveness; helping others to successfully implement organizational change. 3. Coaching and Developing Others: Willingness and ability to work with others and coach them to develop their capabilities. 5. Attention to Communication: Ensuring that information is passed on to others who should be kept informed 6. Building Collaborative Relationships: The ability to develop, maintain, and strengthen partnerships with others inside or outside of the team. 7. Analytical Thinking: Approaching a problem by using a logical, systematic, sequential approach. 8. Strategic Thinking: Supporting, promoting, inspiring commitment to and ensuring alignment with the center s vision. 9. Results Orientation: Focusing on the desired end result of team s work; setting challenging goals, focusing effort on the goals, and meeting or exceeding them. 10. Business Acumen: Ability to perform with insight and intelligence in the credit reporting environment based upon understanding the business and the marketplace. 4. Managing Performance: Taking responsibility for team s performance, by setting clear goals and expectations, tracking progress against the goals, ensuring feedback, and addressing performance problems and issues promptly. Page 3

I. Leading Others 1. Establishing Focus B. CALL CENTER MANAGER COMPETENCIES Definition: The ability to develop and communicate goals in support of the center s mission. a) Acts to align the team s goals with the strategic direction of the business b) Ensures that people on the team understand how their work relates to the center s mission c) Ensures that everyone understands and supports the team s goals d) Recognizes and encourages behaviors that contribute to the team s success 2. Championing Change Demonstrating ownership for organizational changes needed to improve the center s effectiveness; helping others to successfully implement organizational change. a) Seizes opportunities to improve the future effectiveness of the center; willing to challenge the status quo and try new and/or radical approaches b) Works cooperatively with others to produce innovative solutions c) Implements and supports change management activities within the department (e.g. communications, team development, coaching, etc.) d) Helps people to develop a clear understanding of what they will need to do differently, as a result of changes in the organization 3. Coaching and Developing Others Definition: Willingness and ability to work with others and coach them to develop their capabilities. a) Delegates work appropriately based upon an individual s skill and experience b) Shares information, advice and suggestions to help others to be more successful; provides effective coaching c) Regularly meets with direct reports (one on ones) to review their development progress; is available and approachable Page 4

d) Recognizes and reinforces people s developmental efforts and improvements e) Expresses confidence in others ability to be successful; wants others to grow and succeed 4. Managing Performance Definition: Taking responsibility for team s performance, by setting clear goals and expectations, tracking progress against the goals, ensuring feedback, and addressing performance problems and issues promptly. a) Works with supervisors to establish clear goals and responsibilities and ensures that supervisors repeat the process with their employees; makes certain that the teams understand why things are done the way they are b) Works with supervisors to set and communicate performance standards that are specific and measurable and ensures supervisors establish them with their employees c) Supports employees in their efforts to achieve job goals (e.g., by providing resources, removing obstacles, acting as a buffer) d) Keeps informed about teams progress and performance through both formal methods (e.g., daily reports, balanced scorecard, P&L) and informal methods (e.g., management by walking around); holds supervisors accountable for their team s results e) Deals firmly and promptly with performance problems; lets people know what is expected of them and when II. Communicating and Influencing 5. Attention to Communication Definition: Ensuring that information is passed on to others who should be kept informed a) Ensures that important information from management is shared with the teams and others as appropriate b) Uses multiple channels or means to communicate important messages (e.g., memos, newsletters, meetings, electronic mail) c) Ensures that regular, consistent communication takes place (weekly meetings, one-on-ones, round tables) Page 5

d) Shares information and ideas with others who might find them useful; communicates in all directions-up and down as well as laterally across the organization 6. Building Collaborative Relationships Definition: The ability to develop, maintain, and strengthen partnerships with others inside or outside of the team. a) Builds relationships and loyalty with people both within the department and in other areas of the center b) Recognizes the business concerns and perspectives of others outside the department c) Provides assistance, information and support to others to build a base for future cooperation d) Presents arguments that address others most important concerns and issues and looks for win-win solutions III. Preventing and Solving Problems 7. Analytical Thinking Definition: Approaching a problem by using a logical, systematic, sequential approach. a) Identifies the specific information needed to clarify a situation or to make a decision b) Routinely walks around, to see how people are doing and to hear about any problems they are encountering c) Notices discrepancies and inconsistencies in available information d) Approaches a complex task or problem by breaking it down into its component parts and considering each part in detail e) Weighs the costs, benefits, risks, and chances for success, when making a decision; sees the implications of a decision or action taken f) Anticipates how individuals and groups will react to situations and information and plans accordingly Page 6

8. Strategic Thinking Definition: Supporting, promoting, inspiring commitment to and ensuring alignment with the center s vision. a) Identifies opportunities in the industry or marketplace and develops new products, services or procedures which will generate additional revenue for the center b) Stays focused on longer-term issues by pushing responsibility for day-today activities down to the supervisors c) Develops department plans which anticipate short and long-term business needs d) Anticipates the resources needed too successfully implement department plans, and conducts cost/benefit analyses e) Anticipates possible problems and develops contingency plans in advance f) Assesses the gap between the current position and the desired future direction and establishes effective ways to close the gaps within the department IV. Achieving Results 9. Results Orientation Definition: Focusing on the desired end result of the team s work; setting challenging goals, focusing effort on the goals, and meeting or exceeding them. a) Develops challenging yet achievable goals for the department b) Ensures that team members understand what they must do to reach their goals c) Exerts unusual effort over time, to achieve the goal; goes beyond regular routine to get things done d) Maintains commitment to goals, in the face of obstacles and frustrations; needs little direction or supervision e) Has a strong sense of urgency about solving problems and getting work done Page 7

10. Business Acumen Definition: Ability to perform with insight and intelligence in the credit reporting environment based upon understanding the business and the marketplace. 1. Understands the basis and need for company profitability and financial strength; considers the P&L impact of decisions made and actions recommended 2. Keeps current with the industry, the marketplace and s competitive position; notes trends, opportunities or challenges for possible actions required 3. Develops a business case to support recommended actions or programs 4. Finds ways to increase revenue or decrease costs within the department; operates their department as if they owned the business 5. Understands the need to become the preferred supplier through customer satisfaction; partners with clients to identify revenue generating ideas which create value for customers Page 8

C. OVERVIEW OF MOST IMPORTANT ACCOUNTABILITIES OF CALL CENTER MANAGERS 1. Develop and Manage Strategic Plan 2. Achieve Financial Performance Goals (Manage the Budget) 3. Manage & Improve Operational Performance 4. Ensure Compliance (with Federal & State Regulations) 5. Select and Develop Supervisors & Staff 6. Increase Revenue Page 9

D. DESCRIPTION OF MOST IMPORTANT ACCOUNTABILITIES Accountability 1. Develop and Manage Strategic Plan Major Tasks: Think and act strategically Forward thinking Delegate Communicate Monitor progress Develop goals Align to company objectives Report out progress to plan Manage roadblocks remove barriers Required Competencies: Effective listening Forward thinking Innovation Broad thinking Persuasion Influencing Communications Conceptual implementation Initiative Conceptual thinking; seeing the implications Business acumen Change management Accountability 2. Achieve Financial Performance Goals (Manage the Budget) Major Tasks: Know and understand all the numbers for the center Review weekly balanced scoreboard of operational, financial, and performance (40-50 areas) Control spending Complete cost/benefit analyses of potential future endeavors Recommend headcount/staffing level and overtime; obtain approval Required Competencies: Analytical skills; rationale for thinking Visionary; plan beyond what is normally done Page 10

Forward thinking Innovativeness Problem solving Decision making Leadership Effective communication Influence/Persuade Creating/Developing a business case for recommendations and actions Accountability 3. Manage & Improve Operational Performance Major Tasks: Manage to the metrics; meet goals/targets Monitor and improve business performance (abandonment rate, average speed of answer - ASA) Monitor and improve team performance (production average handling time - AHA, errors, trends) Identify and correct operational problems Manage and improve processes Identify trends and improvement opportunities Champion/support new approaches Manage/reduce outside influences (road blocks, distractions) Implement contingency plans Manage/resolve employee relations issues Walk the floor (MBWA Manage By Walking Around) Required Competencies: Priority setting Planning skills Knowledge of processes Know the business Results oriented/sense of urgency Interpersonal skills Communication Problem solving Decision making Analytical Manage personal and team stress Leadership Ability to own and deliver difficult messages Organizational skills Page 11

Accountability 4. Ensure Compliance (Federal & State Regulations) Major Tasks Know and understand the metrics Know State and Federal laws Coordinate training for employees Manage all work functions to ensure compliance Ensure systems and processes are in place to ensure compliance Resolve compliance issues Systematically vs. manually (not asking agent for new or changed process) Manage risks Oversee audit structure: ensure that agents understand/adhere to law and policies) Partner with legal department and extend compliance to ensure adherence with State/Federal laws Required Competencies: Attention to detail Sense of urgency Assessment/Analysis of risk, situations Communications verbal and written Problem solving Collaborative: work across internal and external functions, clients, customers, and other credit reporting agencies Knowledge of State/Federal laws Risk taking/courage/initiative Accountability/Conscientious Accountability 5. Select and Develop Supervisors & Staff Tasks: Coach Manage Performance o Goal setting o Measure performance o Lead by example role model Encourage personal career growth Motivate/Support Discipline Take corrective action Conduct one on ones Conduct skip level (round table) sessions Identify and manage talent (talent management) Page 12

Empower others Succession planning for manager job Foster positive environment Delegate responsibility Provide tools training opportunity, special projects Required Competencies: ARMED o Attract o Retain o Motivate o Empower o Develop Lead by example Listening Communications Empathetic Disciplinarian Counselor Leadership Interpersonal awareness Self regulation Coaching Knowledge transfer No silo mentality; teamwork Sense of ownership Accountability People assessment Influencing Trustworthiness Credibility Accountability 6. Increase Revenue Major Tasks: Develop the plan/implement plan Identify key components, opportunities, products Cost/Benefit analysis (what would we change for this?) Evaluate current staffing; assess talent Partner with clients/others to develop the revenue generating product (internal and external) Develop systems and processes to supports growth Marketing Page 13

Partnership of sales and peers to market, develop products Manage risks and balance between revenue and compliance Evaluate market needs Required Competencies: See/Seek opportunity (business case creation) Analyze scenarios/opportunities Problem solving Risk taking Communication (sales, clients, internal) Project management Knowledge of business/industry Know what the customer needs Know how to leverage expertise and create value for customers Evaluate talent Results oriented Financial acumen Page 14

E. LINKS BETWEEN MAIN ACCOUNTIBILITIES AND COMPETENCIES Competencies 1. Establishing Focus 2. Championing Change 3. Coaching and Developing Others 4. Managing Performance 5. Attention to Communication 6. Building Collaborative Relationships 7. Analytical Thinking 8. Strategic Thinking 9. Results Orientation 10. Business Acumen 1. Develop & Manage Strategic Plan High High Moderate Moderate Moderate High High 2. Achieve Financial Performance Goals (Manage the Budget) 3. Manage and Improve Operational Performance 4. Ensure Compliance (Federal & State Regulations) 5. Select & Develop Supervisors & Staff 6. Increase Revenue High High Moderate Moderate Moderate Moderate High Moderate Moderate High High High Moderate High High High Moderate Moderate Moderate Moderate Moderate Moderate High Moderate High Moderate Moderate Moderate High High Moderate High Moderate Page 15

F. KNOWLEDGE REQUIREMENTS* FOR CALL CENTER MANAGERS 1. The Industry 2. and the Business 3. Customer needs 4. Data (the product), what we sell 5. Value of product 6. People (capabilities, knowledge, etc.) 7. The numbers, budget and metrics 8. Processes, policies, and procedures 9. Laws & regulations 10. Experts, resources 11. Effects of changes on business *Can be acquired through training. Required, but not included in Section H (recommendations on ensuring that Call Center Managers have the required competencies). Page 16

G. FUTURE SCAN POTENTIAL CHANGES AFFECTING THE JOB IN THE FUTURE Global expansion requiring cost-effective solutions Company expanding into other business areas; more and different industry knowledge required Revenue growth Technology more automation, less paper New Santiago center; NCAC exclusively mail Allen: agents will be on phones. Restructured staffing Changes in processes: training, goals, workflow, scheduling, part-time staffing, and work assignments More and different kinds of work, requiring a different agent with different competencies and expanded product knowledge Retaining talent Increased client relationships requiring higher degree of customer service skills Leverage consumer contact and revenue opportunities Page 17

H. RECOMMENDATIONS ON ENSURING THAT CALL CENTER MANAGERS HAVE THE REQUIRED COMPETENCIES Selection involves assessing candidates or staff to ensure that they have demonstrated a certain level of the competency before placing them in a call center manager position. Development involves enabling people to learn on the job through observing supervisors, trying out competency-related behaviors, and receiving coaching and mentoring. Training involves providing candidates with structured courses and learning experiences. RECOMMENDATIONS COMPETENCY Select Develop Train 1. Establishing Focus ** ** 2. Championing Change + * * 3. Coaching and Developing Others * * 4. Managing Performance * * 5. Attention to Communication * * 6. Building Collaborative Relationships + * * 7. Analytical Thinking + * 8. Strategic Thinking ** 9. Results Orientation + * 10. Business Acumen ** * Select to ensure that the candidate possess this competency at least at a moderate level. + Select to ensure that the candidate possess a high level of this competency * Can train or develop to a moderate level. **Can train or develop to a high level. Page 18

Ed Cripe Workitect, Inc. 2020 N. E. 53 rd Street Ft. Lauderdale, FL 33308 ec@workitect.com Phone: 954 938-5370 Fax: 954 938-5025 www.workitect.com