Call center management

Author: (English) Natalee Calvert
Publisher:
Publish Date: 2006-07-01
Features: An authoritative read crafted by over 30 experienced professionals! In this book, these industry elites collectively share valuable industry knowledge, analyze their practical experiences, present real-life case studies on hot topics, and offer detailed, practical solutions. The content covers call center strategic planning, personnel management, technology, processes, operational standards, and customer relationship management, making it a comprehensive and deeply insightful book. It not only broadens the horizons of call center operators, consultants, trainers, and other related personnel in China but also provides them with numerous practical experiences. Call centers have become a vital and rapidly growing component of the modern business world, posing a series of management challenges—from strategic decisions and business plans on building customer relationships to meticulous considerations of employee performance and skills. This book not only offers unique insights into call center management but also presents diverse expert opinions on how companies can achieve maximum benefits.
Eliminating Pressure
To maintain high morale and efficiency, we took another step forward: When a decision is both untimely and irrelevant to employees, yet imposes unnecessary pressure on them, the company must alleviate this burden rather than force them to endure it. Another potential source of stress is workflow. In most call centers, there is a high volume of incoming and outgoing calls. If call distribution is not managed effectively, it can lead to a backlog of calls and exhausted agents. Once this occurs, customer service suffers severely. In such situations, agents feel immense pressure, and the people on the other end of the phone may become adversaries rather than friends. Representatives are forced to end customer inquiries as quickly as possible to answer the next call, creating a vicious cycle. They feel as though they are merely rushing through customer interactions rather than helping them, leading to a sharp decline in morale and service quality.
Giving Time
To prevent these issues, we implemented a very direct and effective policy: grant representatives ample time to handle calls properly. We never make them feel as though we are pushing them to take the next call. The primary focus is to provide the service customers need, regardless of how much time it takes. I have always believed this approach is crucial. Allowing representatives sufficient time to address and complete customer inquiries not only reduces employee stress but also gives them a sense of control over these interactions. They build relationships with customers, assist them throughout the transaction process until they achieve satisfaction, and gain a sense of accomplishment from their work. We also employ many other methods to boost morale. For example, I know many call centers use digital displays to show the real-time number of waiting calls. We do not do this. In fact, we deliberately excluded this idea because we believe it adds no value. What is the benefit of letting agents know there are 7 or 73 calls waiting right now? There is none. Even if there were, it would only increase their pressure. I know many people in this industry refer to call centers as "stress departments." But at Smart Financial, you won’t hear that term.
We also strive to make our employees feel valued—for the record, they are. We encourage social interaction, emphasize proper breaks and rest, and ensure they feel like the center of the company’s operations rather than just a peripheral part. As the CEO of the company, I also make it a point to visit the call center regularly. Meeting employees is important—it lets them know who I am and gives them a chance to speak directly with me. The vertical management structure is excellent, but we are a people-centric company, and I need to know what my employees are doing and thinking. In the same way, they have the right to know what I’m doing and to ask me questions. Our interactions are very casual and friendly, and they should be. If representatives know the CEO will return to see them, stand with them on the same front, and listen to their ideas, it will not only greatly boost morale but also significantly improve productivity. P44-45