1. Balanced Operational Excellence
Customer Surveys
First Call Resolution
Service Level Percentage
Average Speed of Answer
Abandon Percentage
Data Accuracy
Whatever it Takes!
Doing what we say
Service Event Observation
Customers
Employees
Employee Surveys
Communication and Focus Groups
Professionalism
Participation
Adaptability
Co-operation
Teamwork
Initiative
Attendance & Punctuality
Team Achievements
Recognition Programs
Training Investment
Career Pathing
Fun
Partners
Balanced Operational
Excellence
Support
Feedback
Joint Resolutions
Shared values
Company
Quality Control
Fiscal Responsibility
Policy and Procedure Compliance
Employee Availability & Utilization
Customer Issue Average Handle Time
Employee Turnover
Community Involvement

3. Virtual Center
The entire operation of our centers revolves around our service delivery -- our customer contact centers. From here, a structure of support teams (as separate departments, single points of contact, or teams composed of call center personnel) is built to address the operational needs of these centers. In this presentation, we identify these support teams and define their objectives.

4. Workforce Management Shift Changes Forecasting call volume
Adherence reporting
Training schedule & roster
Skills database
Forecasting call volume
Staffing requirements
Roster
Workforce Management begins with the concept of centralization. A single point of contact for the allocation of labor resources allows for improved efficiencies and productivity along with cross-site resource management for call volume. The Workforce Management “team” will build the structure around which we will staff our centers, and design the methodologies and tools required to manage this process. It begins with effective call volume forecasts, analysis of current performance levels to determine staffing needs, building the call center schedules, managing changes in the schedules, and reporting on schedule adherence and conformance. This team will also support our training needs by building rosters and adding sufficient resources to the center schedules to allow for offline time. Finally, workforce management will build a central database to list the skills of our team members (languages, certifications, trained personnel, training requirements).

5. Training Courseware and instructional design
Instructor and facilitator management
Evaluation and testing
eLearning
Training calendar
As the organization grows, the requirement for a sophisticated instructional program to address the needs of layered teams supporting multiple projects in three centers increases exponentially.
Our first requirement is for a standard design and methodology in the development and presentation of courseware -- one which is modular, with defined objectives, which allows for member participation and exercises for application of the information, and can be applied to all projects and training materials.
The training team will ensure the preparation of trainers and facilitators meets our needs, covers a calendar of training staff members from a variety of standard work schedules (evenings, days, weekdays, weekends), and build a training calendar.
Evaluation materials will be developed, with benchmarks, to identify those requiring further coaching or mentoring. Finally, the training team will build a plan for the presentation of manuals and materials on our central intranet, as well as other online eLearning opportunities.

6. Quality Develop and roll out quality methodology Call observation
Performance tracking and trending
Process/procedure adherence
Tracking department audits
Trending and reporting on client mystery shopper and customer survey results
Feedback
A centralized Quality program will allow for:
Comparative analysis of performance (individual, team, center)
Client satisfaction (a quality methodology to ensure customer satisfaction and operational efficiency)
Feedback loop to Training, Human Resources / Recruiting, CC Supervisors for continuous improvement
Calibrated standards, shared best practices, and standard process/procedures for quality customer service

7. Escalation Policies and Procedures
Contact Information and Commitment Management
Technical Escalation -- 2nd/3rd calls, contacts for additional support, technical knowledgebase content
Customer Relations Escalation -- Policies and Procedures, updates on policies, levels of approvals, authority, Hotline
Knowledge Management – how to resolve issues

8. Reporting Central repository with display and distribution
Design/Maintenance of reports
Customer SLA Reports -- daily, weekly, quarterly, rolling 13-week window -- VDN based
Team reports -- agent groups
Balanced Scorecard
Resource Utilization -- people and workstations
Claims Ratio, Parts Replacement, Diagnose Before Dispatch
Call Tracking and Call Logging Percentage

9. Tools Knowledgebase build and design
Checklists, Forms and Requisitions
Call tracking system and queries
Commitment Management system
Requirements and Needs Analysis

10. Implementation/Readiness
New Hire and Attrition Checklist
Work Breakdown Structures
Risks
Process Maps
Identify Partners
An Implementation team will allow for focus on introducing new personnel or new projects to our operation.