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Call Center Management Certification Boot Camp

In-person Seminar. 5-day, instructor-led training course. Includes certification exam.

Overview

This 5-day learning experience is perfect for management professionals making a lateral move to a call center, as well as those charged with building a new call center or improving an existing one.

The course presents the "big picture", and introduces attendees to the component parts, job roles, and performance factors that make up today's world-class call center. You'll learn how calls flow into and through the center, and how your call center's service product affects customers. Having built a solid foundation and understanding of contact center structure and purpose, the curriculum then focuses on comprehensive skills and knowledge necessary to manage the day-to-day operations of a contact center. Course content covers tactical in-the-trenches management responsibilities, from the most fundamental tasks of hiring, training, coaching, maintaining morale, forecasting, scheduling, and using performance metrics; all the way through quality assurance, cost management, strategy, leadership and more. Each participant is put through the paces in this hands-on course, with self-assurance and confidence-building as instructional objectives. Hands-on tools, software, a forms library, benchmarks, and action plans used in class are packaged up for the participant to take back to the office so that newly learned skills and methods can be immediately applied.

Course Chapters

  • Missions, Models, and Contributions
  • The Life of a Call
  • Contact Center Structure and Business Functions
  • Call Arrival and Delivery
  • Agent Resource Utilization
  • Call Handling
  • Managing Quality
  • Contact Center Performance Evaluation
  • Strategy and Assessment
  • Metrics and Key Performance Indicators
  • Call Center Technology
  • Forecasting and Scheduling
  • Call Center Staffing
  • Training and Retention
  • Coaching and Communication
  • Quality Monitoring
  • Call Center Project Planning
"The course covered everything needed to run an effective call center. Also, I liked the fact that there was no wasted time. This was well worth the cost. I wish I could have attended sooner." — Carresqual Dixon, Department of the Navy
Who Should Attend

The Call Center Management 5-day Certification Boot Camp training course is ideal for managers transferred into the call center from other departments, those who wish to earn an internationally recognized call center manager certification, and is ideal for:

  • New call center or help desk managers
  • Business professionals being transferred to the call center
  • Professionals responsible for improving or re-organizing an existing center
  • Managers and executives with call center oversight
  • Leaders charged with forming a new call center department or business
  • Contact center recruiters, coaches, trainers, mentors and quality assurance professionals
"This course was well worth the investment. It was an excellent overview for both experienced, non experienced and newcomers to the call center environment. The instructor was great. She kept you alert and interested." — Nancy Robitaille, Operations Manager, Olympus NDT, Quebec
What You Will Learn
  • What makes a contact center a contact center
  • How to determine your contact center's mission
  • Current channels of customer communication and what to expect in the future
  • How call centers and help desks differ
  • Alternative services that a contact centers can provide
  • Contact center configurations and business models to consider, from centralized and decentralized centers to remote agents, home workers, outsourcing, and hosted solutions
  • How to identify contact center products, returns, and contributions to the organization
  • What physically happens to a call, from arrival at the center to resolution and disposition
  • The stages of contact processing to measure, track, report, and act on, and how to do it
  • How customers evaluate contact center performance, and the top four expectations centers must meet
  • Service level targets - what they are, what they mean
  • How to manage customer expectations
  • Organizing contact center management activities, responsibilities and impact -- from investment and capitalization, to resource utilization, efficiency improvements, effectiveness measures, productivity, and returns
  • Call center business functions and job roles
  • Relationships and inter-dependencies between the contact center and other company departments
  • How technologies work in a call center
  • How to manage the center's human resource capacity, from building the workforce, forecasting workload and scheduling workers, to managing absenteeism and maximizing agent utilization in real time
  • Preserving the workforce: Understanding why people leave, what it costs, and how to improve agent retention
  • The causes of burnout, stress, turnover, and agent churn
  • How to structure your center's call handling process and methods, from greeting to closure
  • How to create a quality monitoring process
  • Processes you can implement to achieve continuous quality improvement
  • How to use a balanced scorecard approach to reporting agent or overall call center performance
  • Where to look when things go right and when things go wrong
  • Assessing the current state of your call center
  • Key call center metrics and the relationship between key metrics
  • The scorecard approach for monitoring key metrics and reporting results to upper management
  • How to create effective Service Level Agreements with customers
  • How to create effective Operating Level Agreements with internal staff and groups
  • Best practices for use of contact center technologies
  • How to create a business case to justify staffing needs to upper management
  • Best practices for forecasting call volume, call work load, and scheduling staff
  • How to use Erlang formulas and workforce management tools to calculate the staffing needed to meet service levels commitments
  • How to create a call center Standard Operating Procedures manual that includes best practices for call handling, documentation and customer service
  • To establish a training budget and training plans for new hire, mentoring, and on-going training
  • Guidelines for facilitating effective training meetings
  • Keys to building a successful motivation and retention plan
  • How to establish quality monitoring requirements for the call center
  • How to build monitoring forms
  • How to conduct a successful coaching conversation
  • How to facilitate an effective meeting with staff and agents
  • How to build a road map for implementing projects identified in class
"All my questions were answered and I learned a lot of new material." — Juliana Maldonado, Call Center Outsourcing Services
Take Home Tools
  • Current call center assessment
  • SWOT analysis template for assessing strengths, weaknesses, opportunities, and threats for your call center
  • Templates for creating service level and operating level agreements
  • Template for creating a standard operating procedures manual
  • Revelation by RCCSP™ - a leading workforce planning, scheduling, and performance analysis software tool.
  • Quality monitoring form templates
  • Sample metrics reports and tools
  • Skill needs analysis template
  • Phone screening interview template
  • Interviewing questions based on skill needs
  • Sample hiring letter
  • Sample rejection letter
  • Sample customer satisfaction survey tools
  • Coaching discussion planner template to plan and script coaching discussions based on readiness levels
  • 3 days of instructor led training, with activities, discussion, and practical application of new skills
  • Student course manual and call center management reference
  • CD containing tools, templates, and software used in class
  • Post-course instructor coaching and email support
"Excellent. Great instructor, great manual and information provided. Lots of resource material. This was my first experience in terms of call center training -- but it's the best training experience I've had in my entire professional career." — Melissa Vondrasek, Contact Center Manager, Conney Safety
Agenda

Day 1

Fundamentals Chapter 1 — Contact Center Missions, Models, and Contributions

  • Defining your contact center service mission
    • Attributes of a contact center
    • Information flows and business purpose: inbound, outbound and blended centers
    • Current and future channels of contact center communication
    • Differentiating contact centers from help desks
    • Types of contact center services
  • Contact center configurations and business models
    • Single/Centralized
    • Multi/Decentralized
    • Domestic and offshore
    • Virtual
    • Distributed
    • On-demand
    • Remote agents and home workers
    • and beyond
  • The contact center's contribution to the organization
    • Cost centers vs. profit centers
    • Contact center products and returns

Fundamentals Chapter 2 — The Life of a Call

  • Call arrival
    • Blocked contacts
    • Extended wait times
    • Self-service
    • Abandoned calls
  • Call processing
    • Average speed of answer
    • Average talk time
    • After contact work
    • Hold time
    • Average handle time
  • Call disposition
    • Transfer rate
    • Conversion rates
    • Error rates
  • Productivity
    • Contacts per agent
    • Closed tickets per agent
  • Quality
    • How customer evaluate contact center performance
    • The top four performance expectations
    • Service level targets
    • Methods of managing customer expectations

Fundamentals Chapter 3 — Contact Center Structure and Staffing

  • Business functions within a contact center
  • The contact center organization
  • Roles and responsibilities of contact center employees
    • The agent workforce
    • Front-line service delivery
    • Financial management
    • Human resource development
    • Training
    • Technology and telephony
    • Workforce management
    • Quality assurance
    • Strategic leadership
  • Cooperative relationships and dependencies between the contact center and other departments

Fundamentals Chapter 4 — Call Arrival and Delivery Technologies

  • Public Switched Telephone Network
  • Private Branch Exchange
  • Voice over Internet Protocol
  • Automatic Call Distribution
    • Skills Based Routing
    • Priority Based Routing
  • Interactive Voice Response: prompts, scripting and dialogue design
  • Computer Telephony Integration (CTI)

Fundamentals Chapter 5 — Agent Resource Utilization

  • Tracking agent resource capacity and uses
  • Building the agent workforce
    • Hiring
    • Training
    • Motivation and retention
  • Maintaining the agent workforce
    • Attrition
    • Burnout and stress
    • Turnover and agent churn
    • Staff shrinkage
    • Absenteeism
  • Forecasting future workload and agent resource needs
  • Scheduling efficiency
  • Disappearing resources
    • Schedule adherence
    • Auxiliary time
  • What available agents do
    • Available time
    • Idle time
    • Occupancy rate
    • Agent utilization

Fundamentals Chapter 6 - How Calls are Handled, in Detail

  • Four stages of the customer contact process
  • Best practices:
    • Scripts
    • Customer greeting
    • Issue discovery
    • Issue resolution
    • Call closure
    • After call work
    • Customer follow-up
    • Customer hold process
    • Customer transfer process
    • Customer escalation process
  • Fundamentals Chapter 7 - How Quality is Managed

    • Quality monitoring
      • Characteristics and behaviors associated with quality
      • Documenting agent characteristic and behaviors
      • Quality monitors
      • Scoring
    • The continuous quality improvement cycle
    • Coaching and feedback
      • Communicating feedback
        • Frequency
        • Methods
    • Customer satisfaction
      • Determining customer satisfaction
      • Setting satisfaction targets
      • Sample size
      • Steps to conducting a survey

    Fundamentals Chapter 8 - How Performance is Evaluated

    • Factors effecting management's evaluation of contact center performance
      • Customer loyalty and retention considerations
      • Corporate marketability
    • Components of contact center value
    • Management initiatives and effects
    • Key Performance Indicators of contact center success
    • The Actionable Balanced Scorecard
    • Actionable Process Metrics
    • Resource Capacity and Utilization
    • Efficiency
    • Productivity
    • Effectiveness and Quality
    • Managing stakeholder expectations
    • Strategies for reporting and marketing call center successes
      • Customer satisfaction
      • Quality scores
      • Agent performance
      • Key Performance Indicators
      • Stakeholder objectives
    Day 3

    Tactical Management Chapter 1 - Introduction and Call Center Assessment

    • Introductions and overview of the CCMC course
      • Goals and learning objectives for the CCMC course
    • Perform a current assessment of your call center
    • Perform a call center SWOT analysis
    • Define a call center vision statement
    • Identify and document near-term strategies for your call center

    Tactical Management Chapter 2 - Metrics and Key Performance Indicators

    • Assess your current use of Key Performance Indicators
    • Understand the importance difference between metrics and Key Performance Indicators
    • How to classify metrics for a performance management scorecard
    • Understand each of the top call center metrics and performance indicators
      • A definition of the measure
      • Useful scorecard classifications
      • How to calculate the measure
      • How to use the metric or KPI in managing the call center
      • The relationships between key metrics
      • Establishing call center metric target values
      • Evaluating results
        • ABA - Abandonment Rate
        • ACW - After Contact Work
        • AUX - Auxiliary Time
        • Available Time
        • AHT - Average Handle Time
        • ASA - Average Speed of Answer
        • Attrition Rates
        • ATT - Average Talk Time
        • Blockage
        • Calls in Queue
        • Contacts per Agent
        • Conversion Rates
        • CPC - Cost Per Contact
        • Customer Satisfaction
        • Employee Satisfaction
        • Error Rates
        • FCR- First Contact Resolution
        • Forecasting Accuracy
        • Hold Time
        • Idle Time
        • OCC - Occupancy
        • Quality
        • Schedule Adherence
        • Schedule Efficiency
        • Self-Service Utilization
        • SL - Service Level
        • Staff Shrinkage
        • Transfer Rate
    • How to use metrics and KPIs to achieve call center success
      • Verify that selected KPI's are valid performance measures for your call center
      • Conduct a Stakeholder KPI Analysis
      • Conduct a Stakeholder KPI Analysis
      • Conduct a Stakeholder KPI Analysis
      • Linking KPI target values to call center strategies and objectives
      • Align key metrics with customer expectations and satisfaction
      • Create your KPI Scorecard
    • Understand the importance and use of Service Level Agreements (SLAs) and Operational Level Agreements (OLAs)
      • How to create and manage SLAs and OLAs
    Day 4

    Tactical Management Chapter 3 — Call Center Technology

    • The role of technology in the call center
    • Tracking the flow of calls through various technologies in the call center
    • Call center technology tools and how tools are being used within the call center structure
    • Current trends in call center technology
    • Best practices for creating IVR scripts
    • The pros and cons of virtual call centers
      • Benefits and risks of virtual call center reps
      • Business considerations before adding virtual reps
      • What to include in your Telecommuting Standard Operating Procedures manual
    • Workforce management software

    Tactical Management Chapter 4 - Forecasting and Scheduling

    • Forecasting future call center volume and demands
      • Key forecasting principles
      • Metrics that effect forecasting
      • Forecasting limitations
      • Volume variation patterns that can facilitate forecasting
      • Planning for the forecasting process
        • Time intervals that correspond to variations in call volume
        • Selecting a forecasting time horizon
        • Planning for unanticipated changes or events
        • Assessing forecasting risks and hazards
        • Performing analyses
        • How and when judgment and intuition play a role in forecasting
    • Forecasting call center agent workload
      • How to collect workload metrics
      • Analyzing historic call volumes and predicting variations and trends
      • How to calculate and forecast future workload
    • Forecasting required staffing levels
      • Calculating staffing requirements using the Erlang C formula
      • Shrinkage and how it impacts call center productivity
        • Causes
        • How to correctly calculate shrinkage
        • Opportunities for controlling shrinkage
        • Developing a plan for controlling shrinkage
      • Adherence to schedule and how it impacts the call center
        • Schedule adherence variances
        • Calculating schedule adherence
        • Tactics for improving agents' adherence to scheduled
    • Creating optimal staffing schedules
      • Schedule optimization techniques
      • Using workforce management software
    • • Developing an action plan for improving forecasting and scheduling in your call center

    Tactical Management Chapter 5 — Staffing the Call Center

    • Building your call center staff using the RCCSP 10-Step Staffing Model
    • Assessing current call center staffing conditions
      • The current staff hiring process review
      • Skill gaps
      • Current attrition and its impact
        • Calculate the cost of attrition
        • Examine causes of attrition
        • Develop a plan to reduce attrition
      • The exit interview process
      • Working forecasted staffing requirements and workforce management practices into the process
    • Prepare a business case
    • Perform an Agent Skills Analysis
    • Perform an Agent Skills Gap Analysis
    • Call center job descriptions
    • Conducting an agent search
      • Methods of searching for qualified candidates
      • HR Operating Level Agreements and the value of establishing parameters of support
      • Techniques for developing an employee referral program
    • Pre-screening processes
    • Correct use of candidate testing and assessments
      • Developing a testing process
      • Types of pre-employments skills tests and other assessments
    • Simulation and observation techniques in hiring
      • Developing the process
      • How to select appropriate simulations
      • Methods of observation
      • Observation planning steps
    • Face to face interviewing
      • Behavioral-based interviewing techniques
      • How to align the interviewing process with the job skills analysis
    • The job offer
      • Verifying criteria for employment
      • How to draft effective offer and rejection letters

    Tactical Management Chapter 6 — Training and Retention

    • The impact of an effective training program
    • Preparing the business case
      • Appropriate budget allocation for call center training
      • How to evaluate the current call center training plan and its effectiveness
    • The continuous improvement call center agent training cycle
      • New hire training
      • Nested transitional training
      • Up training
    • How to develop and communicate standard operation procedures
    • A training program development design methodology
    • Analysis of call center training needs
      • How to conduct a training needs analysis
      • Identifying training program stakeholders
      • Prepare a Stakeholder Impact Analysis
    • Training program design
    • How to establish training goals and objectives

    Day 5

    Tactical Management Chapter 7 — Coaching for Improved Performance

    • Fundamentals of coaching
      • The special role of a coach
      • Your coaching role within the call center
      • Differences between coaching, critiquing, feedback and performance reviews
      • How to create a coaching culture
      • Qualities of an effective coach
      • Perform a coaching self-assessment
      • Assess your coaching fears and learn how to overcome them
      • Common coaching mistakes and strategies for avoiding mistakes
    • How to define and prepare for a coaching session
      • Pre-coaching phase preparation
      • The coaching situation statement
      • Determining a person's disposition based on motivation and performance levels
        • The four dispositions
      • Selecting a coaching method and preparing for responses
        • Different types of coaching conversations and how to correctly conduct each for maximum effect
        • The five types of employee responses and how to address them
      • Establishing a coaching plan for team leads and supervisors
        • The 11-step coaching self-assessment
        • The coaching session Action Checklist
        • The 10-step coaching discussion planner
      • Practice coaching sessions
    • Conducting the coaching session
      • Coaching techniques; how and when to utilize them
        • Active listening
        • Proactive questioning
        • Positive tone, words and body language
      • Notes, review, and good summarization technique
    • Post-coaching follow-up action planning
    • Fine-tuning your communication skills
      • Learn how to communicate effectively with different communication styles
      • Assess your communication style in class using the "Classic" (i.e. non-abbreviated) DISC Communication Style assessment
      • Strategies you can use to better communicate and adapt to others' communication styles

    Tactical Management Chapter 8 - The Quality Monitoring Process

    • Establish the quality requirements for your call center
      • Quality management defined
      • Defining the organization's concept of quality
      • Developing a quality monitoring program mission statement
      • How to define quality monitoring standards
      • Aligning quality objectives with customer satisfaction
      • How to communicate quality monitoring goals and value to agents, customers, and management
    • Designing a quality monitoring form
      • Build a new monitoring form based on seven best practices
      • How to determine and categorize characteristics of a call that lead to quality
      • Guidelines to be used in evaluating call quality
      • Monitoring forms that incorporate the key service categories and call components
      • Creating a quality monitoring scoring system
      • How to define agent scoring objectives
    • Establishing quality team responsibilities and parameters
      • Who monitors
      • How often should calls be monitored
      • Who provides post-monitoring coaching
      • The volume of calls to monitor
      • Methods by which call can be monitored
      • Determining the frequency and timing of call monitoring activities
    • Performance evaluation standards
      • Performance measures for the quality monitoring process
      • Performance measures for the quality monitoring team
    • Implementing a coaching and feedback loop for continuous improvement
      • The who, how, and when of providing effective monitoring feedback
    • The calibration process
      • Standard deviation and uniformity of scoring -- how they relate
      • How to compute and use standard deviation to improve quality in monitoring
    • Quality monitoring software and capabilities
    • How to document the quality program and manage changes in the process
    • How to use quality scores as a marketing tool with key stakeholders

    Tactical Management Chapter 9 — Performance Improvement Project Planning

    • Selecting and prioritizing performance improvement projects
    • How to identify high-impact, affordable, worthwhile improvement projects
      • Financing criteria
      • Staffing requirements
      • Impact criteria
    • Creating a business plan
    • Proposing plans to management for approval
    • Selecting, planning, and implementing your CCMC certification project
    "Excellent, excellent job! This far outweighs any course I've attended. I HIGHLY recommend it." — Cynthia Stevko, Coordinated Transportation Solutions
    Registration Fees

    The per student registration fee for this training and certification program is $3,895 and includes:

    • 5-day instructor-led training
    • All training materials
    • Course certificate of completion
    • Certification exam fees
    • Breakfast, lunch and refreshments each day.

    Class begins at 9:00 AM and ends at 5:00 PM each day. Continental breakfast is served at 8:30 AM. Business casual attire is appropriate. No jeans or sneakers please.


    Date Location Venue Price (US Dollars) Order
    Apr 25-29, 2016 Atlanta, GA Embassy Suites Atlanta Buckhead
    Price: $3,995.00 
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    Jun 20-24, 2016 Durham, NC DoubleTree Suites Raleigh-Durham
    Price: $3,995.00 
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    Sep 19-23, 2016 Ottawa, ON Canada Hilton Garden Inn Ottawa Airport
    Price: $3,995.00 
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    Oct 3-7, 2016 Orlando, FL Embassy Suites Orlando Airport
    Price: $3,995.00 
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    Seminar Payment Policy
    Payment is due prior to the seminar

    If payment is not received, a credit card hold will be required for participation. This card will only be processed if payment has not been received within the week following seminar delivery date.

    Public seminar cancellation policy

    Registrants may cancel up to fourteen days in advance of the seminar start date for a full refund, less administrative fees of $500. Or, you may transfer your registration to another member of your company at no additional charge. Registrants canceling within fourteen days of the seminar will receive credit, less administrative fees of $500, toward any other Resource Center seminar. As seminars can be cancelled for under-enrollment from time to time, we strongly recommend that registrants traveling by air purchase only refundable tickets.

    Refunds

    If for any reason you are unsatisfied with the training, please notify the instructor by the end of the first day. If you decide to cancel the remainder of the training program, the instructor will collect all training materials. Fees paid, less a prorata one-day on-site training base fee plus any travel surcharges, will be refunded.

    In the unlikely event that a seminar must be cancelled by seminar provider due to unavoidable circumstances, you will be notified at least two weeks prior to the seminar date, and your payment will be refunded. Seminar provider is not responsible for losses due to cancellation including losses on advanced purchase airfares. We strongly recommend that attendees traveling by air to attend the seminar purchase only refundable tickets.

    Seminar provider is not responsible for losses due to cancellation. In all circumstances, seminar provider's liability shall be limited to fees received.

    Seminar agenda and assigned instructors are subject to change.