This article divide People Management in various areas ranging from training to the Compensation of English Contact Center.
Still in terms of training , we have FHOM study says the average initial training for staff is 18 days on average, having a substantial difference between the CC "in house" or own (24 days), compared to outsourced (13 days). Subsequently, receives on average about 14 days of training could be called continuous. Such training is limited to products and processes. Rarely are trained on other important matters to a telemarketer as customer service, sales and call center, sales techniques, risk management and so on.
note is the fact the shorter the CC outsourced training, the result of constant pressure on the CC client company, which shows in general a bad forecast and the existence of bottlenecks in the transmission planning and needs by the same, as general rule.
This section is worth noting that the operator needs a long time (between 6 and 9 months) to be highly competent in their work. Unfortunately based training skills development is in its infancy in most of the CC, because of the structure "paltry" Training Services. Everything else is tracking as operators based methods and procedures on how to do things without getting out of a script, rather than generate the right skills at the worker. This vision is the result of many companies consider training as a cost and not as an investment. But then they presume the number of hours devoted to training in the various forums and reports from the sector.
regard to staff recruitment and selection , 42% of companies report that they have and planning to medium and long term staffing needs and that 62% of agents are recruited and selected through processes and procedures systematic, while 38% are hired through unsolicited applications. I understand that this 42% figure refers to the in-house, because if something goes wrong in the outsourced CC is the impossibility of planning anything in the medium and long term and even less with regard to personnel. We must realize that business customers continually change their approach to business, so it's not uncommon to overstate the template or cover to meet service needs. In fact, is one of the great problems of control of a platform manager. The personal cost of around 70% of a platform. If we add the inadequacy of internal capabilities to redirect staff to other activities through training processes, we have a conflict of interests served.
The Performance Evaluation follows the model established in Spain at the global level, in the sense of making continuous monitoring staff through quality audits and subsequent evaluation personal interview. Along with this, many data are obtained for agent activity (time of writing, attention, FCR, management, etc.). This activity is largely controlled in terms of quality and quantity of work. However, by this to be negative in itself, is no less true that applies generally to an improved performance, but that assessment is connected, often without more, to a level of variable pay very own sector . Deepen this assessment would be an element of improvement far superior to any course of training had to be done. It is therefore essential to sensitize and train the evaluators from the center, whether trainers service coordinators or supervisors.
Finally, in terms of remuneration , it is mainly linked to collective bargaining or through the State Convention or Conventions Contact Centers own business. We recall here the importance of variable compensation (commissions, prizes and incentives) in the sector. Such compensation is often a source of continuous conflict, since in many cases, not well defined, if it is not well measured and quantified and if it were, is implemented sometimes and sometimes disappears. In short, what could be an important incentive for agent activity, becomes an obstacle to stability in their performance.
English Study on Contact Centers (II)
English Study on Contact Centers (I)
Still in terms of training , we have FHOM study says the average initial training for staff is 18 days on average, having a substantial difference between the CC "in house" or own (24 days), compared to outsourced (13 days). Subsequently, receives on average about 14 days of training could be called continuous. Such training is limited to products and processes. Rarely are trained on other important matters to a telemarketer as customer service, sales and call center, sales techniques, risk management and so on.
note is the fact the shorter the CC outsourced training, the result of constant pressure on the CC client company, which shows in general a bad forecast and the existence of bottlenecks in the transmission planning and needs by the same, as general rule.
This section is worth noting that the operator needs a long time (between 6 and 9 months) to be highly competent in their work. Unfortunately based training skills development is in its infancy in most of the CC, because of the structure "paltry" Training Services. Everything else is tracking as operators based methods and procedures on how to do things without getting out of a script, rather than generate the right skills at the worker. This vision is the result of many companies consider training as a cost and not as an investment. But then they presume the number of hours devoted to training in the various forums and reports from the sector.
regard to staff recruitment and selection , 42% of companies report that they have and planning to medium and long term staffing needs and that 62% of agents are recruited and selected through processes and procedures systematic, while 38% are hired through unsolicited applications. I understand that this 42% figure refers to the in-house, because if something goes wrong in the outsourced CC is the impossibility of planning anything in the medium and long term and even less with regard to personnel. We must realize that business customers continually change their approach to business, so it's not uncommon to overstate the template or cover to meet service needs. In fact, is one of the great problems of control of a platform manager. The personal cost of around 70% of a platform. If we add the inadequacy of internal capabilities to redirect staff to other activities through training processes, we have a conflict of interests served.
The Performance Evaluation follows the model established in Spain at the global level, in the sense of making continuous monitoring staff through quality audits and subsequent evaluation personal interview. Along with this, many data are obtained for agent activity (time of writing, attention, FCR, management, etc.). This activity is largely controlled in terms of quality and quantity of work. However, by this to be negative in itself, is no less true that applies generally to an improved performance, but that assessment is connected, often without more, to a level of variable pay very own sector . Deepen this assessment would be an element of improvement far superior to any course of training had to be done. It is therefore essential to sensitize and train the evaluators from the center, whether trainers service coordinators or supervisors.
Finally, in terms of remuneration , it is mainly linked to collective bargaining or through the State Convention or Conventions Contact Centers own business. We recall here the importance of variable compensation (commissions, prizes and incentives) in the sector. Such compensation is often a source of continuous conflict, since in many cases, not well defined, if it is not well measured and quantified and if it were, is implemented sometimes and sometimes disappears. In short, what could be an important incentive for agent activity, becomes an obstacle to stability in their performance.
English Study on Contact Centers (II)
English Study on Contact Centers (I)