The course is targeted at aspiring and existing Call Centre managers and supervisors who wish to improve their overall Call Centre management knowledge and gain a recognised professional qualification.
The course is conducted on a multi-layered sandwich basis with classroom sessions alternating with distance learning assignments over a 12 to 16 week period. As the exam date approaches an increasing proportion of time is spent on exam practice.
The programme is delivered by a number of experienced instructors and practicing Call Centre professionals. They use a variety of proven teaching methods, tools and media that make for a genuine multimedia learning experience. These include informative textbooks, instructional software and interesting Call Centre site visits. Distance learning assignments and the associated instructor feedback/guidance are a key component of the programme.
Syllabus
AIM: To impart a broad understanding of the concepts of best practice in developing call centres in particular applicable management principles, processes and practices. To act as a base for the creation of active involvement in, and contribution to, informed decision-making in managing a call centre. To develop the understanding of alternative structures, design, technologies, business rationale and human resource management directly related to an efficient and effective call centre operation. |
To understand how to design all aspects of a modern call centre, including location, technology alternatives, and building design. To understand and make informed decisions about the advantages and disadvantages of out-sourcing call handling versus in-house.
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Relationship between call centre and other functions including the strategy and business planning issues
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| Technical design aspects relational to a call centre
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| Establishing key factors behind decisions to out source call handling activity or to manage it in-house
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| Reasons for locating in specific places including demographics, economics, business drivers, EU and Government incentives |
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Impact and requirements within general building design to facilitate effective call centre management, working environment and ergonomics |
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Call distribution strategy and the rationale for stand-alone versus virtual versus networked call centres |
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Identifying any specialised supporting functions needed for a call centre eg systems support, HR, training |
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Identifying business risks from various levels of disaster
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Resource Planning and Budgeting
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Effective call centre management through the use of appropriate forecasting, budgeting and agent allocation tools. Means of establishing key success factors. An understanding of the elements required to evaluate varying alternatives that impact on key success factors.
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Understanding statistical forecasting techniques
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Methodology in creating hourly, daily, weekly, monthly or seasonal trends |
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Determination of agent network requirements in relation to system capacity
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| Costs of providing various levels of service |
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Configuration and agent group sizing in relation to call handling capacity
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Alternative methods in establishing effective agent rota and shift planning |
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Budgeting tools to establish operational requirements allowing for all absences |
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Establishing realistic value, revenue generated and cost per call information |
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Establishing contingency plans for unexpected traffic peaks |
Understanding the management information required to effectively manage the operation of a call centre. Available techniques to identify specific data required to create useful information for business process optimisation. Identification of essential information required to evaluate the performance of systems, equipment and human resources. Establishment of the tools to provide effective measurement of the business activity.
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Management techniques required to identify information needed to assist the business process |
| Creation of valid data sources to provide effective information flows |
| Identification and establishment of quality standards, criteria and tools to evaluate the performance of systems, equipment and human resources |
| Information flows required to maintain monitoring of established quality standards |
| Establishment of agreed performance evaluation criteria |
| Identification and establishment of essential information necessary to effectively evaluate the performance of the call centre within the organisation=s corporate strategy
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| Methods for identification of business activity trends and for business activity forecasting
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| Management reporting techniques for monitoring actual v planned performance |
| Establishment of diagnostic systems to identify business risks |
The history, extent and development of basic telecommunications. How call centre topologies have developed and how call centre processing techniques have affected business, commerce and individuals. Technologies available to establish effective predictive dialling, call blending, call recording and resource planning tools.
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History of telecommunications and the current impact of legacy telecommunications in the operation of a call centre including developments in PBX facilities to include ACD, CTI and IVR facilities |
| Role and function of equipment components within a call centre |
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Building a technological planning document to cover the evolution of an efficient call centre |
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Developments of specialist systems and equipment using computer telephony integration including scripting |
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Design criteria for matching technical architectures for various call centre topology options |
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The effect on business, commerce and individuals of call centre developments
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| Technological implications and operational issues of a centralised, virtual, concentrated or dispersed staff including Teleworking (home working) |
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Use of predictive dialling, call blending and call recording
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Potential developments of multi media application and integration with Internet, Intranet or similar services |
To understand and be able to practically apply marketing principles as they relate to call centre management, with especial reference to customer contact strategy. Assessing customer needs, designing products and services in line with those needs.
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Competitive advantage - the differentiation between overall and call centre specific strategy |
| Establishing effective course of action to adapt proactively to the changing environment |
| Product and brand development and positioning including market entry |
| Evolving distribution channels and the use of telephony to improve customer contact methods |
| Communicating and advertising strategy for call centres including market signalling |
| The relationship with the organisations overall advertising and marketing strategy |
| Customer care and service quality, relationship marketing (customer retention) and market research and the customer feedback loop |
| Methods of establishing benchmarking criteria for call centre operations |
| Application of benchmarking criteria within the competitive environment |
| Social and economic trends affecting the marketing mix; customer culture and technological awareness
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Internal Communications (within the Call Centre) & Cultural
Issues
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Understanding of the issues surrounding effective, consistent and timely communication in a call centre environment. Various methods of communication that are available. Establishing an effective, motivational environment that will meet internal and external customer needs by adopting appropriate management techniques.
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Identifying the communications issues that exist |
| What essential information needs to be communicated by whom, when and how within the call centre |
| Motivational aspects of communication |
| Developing an effective multi-channel communication strategy |
| Seeking and responding to staff feedback and taking appropriate action |
| Motivational aspects of recognition & reward |
| Recognition of differing call centre cultures |
| Impact of empowerment and involvement in decision-making |
| Impact of self-managed teams |
| Creating and managing effective team-working
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Human resources issues that could affect the management of call centre staff. Establishing an appropriate recruitment strategy. Job specifications and evaluation of a call centre role, and training considerations for both new and existing staff.
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Identification and maintenance of Health and Safety requirements
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| Organisational structures within a call centre environment - roles and responsibilities |
| Competencies and behaviours linked to performance management methodologies & continuing professional development |
| Recruitment strategies within the overall organisation and identification of any specific call centre requirements |
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Identification and development of the 'perfect' agent profile |
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Implications of alternative staffing policies eg full, part-time, agency, contract or self-employed |
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Identification and delivery of induction and continuing training and development needs
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| Job specification and the evaluation process both overall within the organisation and specific to call centre operation
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| Pay and rewards for call centre staff
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Measurement tools within a call centre - systems and management
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