Call Center Operation

138 4.1 Overview

4.1 Overview

The type of training that most successful centers provide to CSRs, supervi-

sors, and managers heavily emphasizes business training and handling a

wide range of call situations. Supervisor and management training pro-

grams should not be the extent of the learning process, however. Ongoing

learning should also include attending industry conferences and reading

trade publications. Networking with other call center supervisors and man-

agers is also a good source of learning and acquiring useful knowledge.

Testing the waters

It is easier for CSRs to make the transition to supervise if they have been

well prepared during their time on the front lines. CSRs who exceed perfor-

mance objectives, demonstrate leadership abilities, communicate well, are

technically competent, and have high-level customer service skills should be

offered the opportunity to learn other functions and to move into manage-

ment positions. Call center managers should continually seek out CSRs

who are interested in learning and should find learning opportunities for

those CSRs who express an interest in a particular area. For example, for

CSRs who express the desire to become trainers, managers should provide

opportunities for these individuals to help out with the training group,

either by assisting in training development or even conducting a training

session. Other occasions for these CSRs to try out their management or

training skills occur, for example, when a supervisor is out of the center for

an extended period of time (e.g., on maternity or medical leave or holi-

days). On such occasions, a senior-level agent could be asked to be an

interim team leader. CSRs aspiring to management roles can also be encour-

aged to represent their call centers in organizationwide, cross-functional project

meetings.

Developing formal and informal methods of nurturing and growing

aspiring CSRs into call center supervisors and managers may be time-inten-

sive, but it is also necessary to ensure a successful transition into manage-

ment. It is difficult for people to be placed in a leadership situation when

they are not prepared for the role, either formally or informally.

Motivating call center employees

The aspects of the work environment that motivate call center employees are

the same ones that motivate employees in any other work environment, plus

some that take into account the special responsibilities of call center staff.

4.1 Overview 139

Chapter 4

These motivational factors, not necessarily in order of significance, can be

summarized as follows:



Wages



Working conditions

 Work challenges



Management appreciation



Job security



Promotion and career path opportunities



Involvement in planning



Employer loyalty



Tactful human resource policies

 Coaching and training

Training provides CSRs, supervisors, and managers with the critical

knowledge and skills to make a measurable contribution to strategic goals.

Appropriate training for center staff can improve productivity and service

levels by more than 15%. A training and development plan for the next 12-

to 18-month period should be established and should include ongoing

training programs for all staff in areas of customer service, sales, and systems/

processes. Additional training requirements will be dictated by what business

system/applications are in place—customer service, sales, and help desk,

among others.

Some general training issues

In general, it is important to develop a knowledge and skills matrix

and curricula that identify the initial and ongoing training needs of

CSRs, supervisors, and managers. A reevaluation of skills should be

done on a regular schedule to ensure that adequate training is being

provided and that there are reference points for defining “subject

expertise.” It is also important to ensure that call-handling guidelines

and other procedures be well documented and available at the CSR’s

desktop for quick reference. Specific training requirements may differ

from one organization to another; however, there are a number of

common, key elements that should be incorporated into any initial

training program, including



Knowledge of the organization, including its mission, vision and core

values, key performance objectives, office values, and business strategies