Call Center Management

I have held almost every job available in a call center environment. By far the most challenging and rewarding came when I became the supervisor at my current company for a call center of 8 people including myself.

The first challenge I faced after I become manager was to "fix" the mistakes of the previous manager. To do this I had to spend hours reconfiguring the system we use to monitor maintain push out our calls. the first step is to learn the ins and outs of he system you use. I suggest carefully reviewing all source training and manuals no mater how outdated they may seem. Anything you can learn about how the system used to how it is makes it easier to understand it and why it is setup in such a way.

Most companies have tech support that can provide you with these manuals but I find the most effective way to learn something is to due it. Trial and Error is the single most effective way to learn if used properly. In learning something new here is no failure only learning experiences so make sure you have the system backed up and play around with everything that's not explicitly marked or labelled as "DO NOT TOUCH".

Once you have learned what everything does use benchmarks of where the company was before you became manager and where the weakness's were as this is how you can judge how effective you are. Find out from your superior where they expect you to be. If it seems impossible break it down to little steps that seem possible one at a time. No matter what anyone says your no expected to change things overnight but remember as well you are expected to produce results.

Now that you have a base line of where you were and where you want to be write it down.

A set of defined goals clearly written down will help you achieve them. review them on a regular basis against where you are. Do you want to average production based on a right party contact but there's no report for it find out which reports have the information you need print them off and combine the required stats in a spreadsheet and make the report yourself.

Not only will this give you the stats you want but you may not be the only one that wants those numbers and it show's initiative. Always keep in mind your superiors have other things then you to worry about and anything you can do to prove they don't need to baby-sit you will make your life much easier.

Ok so now you have the reports you want your superiors think you know what your doing but your just not getting the production you want. 9 times out of 10 this is because you either have brand new staff that are still learning the ropes OR older staff that either very secure in there job and don't think they need to change or are still loyal to the previous manager and want to see you fall flat on your face. In any case this is your true test your people. They are going to make or break you almost literally.

One of he most stressful situations I have ever encounter was 2 staff members that I inherited from the previous manager. Keep in mind these were also 2 people that I was in the trench's with. They failed to realize that I was now there boss and refused to listen to what I said.

They were constantly late, substantially decreased in performance and attendance and were all in all less then model employee's. On many occasions I was accused of being on a power trip for expecting that they be on time, increase there production to profitable levels and follow policy and procedures. In the end I had to let them go for these reason's. Do not wait too long to terminate an employee but give them a chance to turn around generally you can gauge from 1 to 2 weeks whether an employee is salvageable.

I made the mistake of keeping them 2 and 3 month's respectively because I had never let any one go before. In those 2 – 3 month's they brought up failed approach's taken by the previous manager that the new employees wanted to try that I did not agree with. this leads to decreased moral and decreased production or you caving and using a failed technique to the same result.

Which leads me to my next topic. Do not reuse failed techniques because they generally lead to the same result. Try something once do not be afraid it will fail but monitor it closely. If production starts to decrease STOP USING IT. But if production increases document it and monitor it for a minimum of 2 weeks them show the results to your employees this will help them build trust in you that you know what your doing.

Also a great way to determine an employee who will follow you and one that will not is to create your own policy and procedure's. I created basic rules for the call center, an attendance policy as well as dress code and gossip policies. As predicted the problematic employees quickly showed their colours and questioned every detail (right down to turning there cell phones off). needless to say after failing to follow documented policy and procedure they did not make it long.

Which leads into probably one of the most crucial things you'll do, hiring new employees. Unlike firing this is probably my favourite part of the job. It's like being able to choose your friends and should be treated as such. Be picky about who you hire, make sure they mesh well with the employees you have now. They are going to be spending a lot of time together and in close quarters.

I recommend creating a new hire package containing all forms they need to fill out a copy of policy and procedures with a sign off sheet stating they have read them and some advice for call handling. My new hire package has around 30 – 50 pages of tips and tricks for working on a telephone, all are free articles taken from the internet that is readily available to anyone willing to put the time in to research it. promote a trainer to help with the new hires as they can take up a lot of time that you don't have.

On that, have in second in command that you can trust. teach them the in's and out's of your job as well as you know them. Not only does this come in handy in if you need a day off but they may find a way to do things better. Remember your good but you don't know everything and you shouldn't pretend to, bounce ideas off your 2nd in command first and judge there reaction and apprehension as chances are good they are a good test of what the others are going to do.