In the daily operation and management of the call center, I deeply understand the unique operation style of the call center compared with other traditional business forms. First of all, it is special that its work content is random. When the job comes, the customer gives orders, not the manager of the call center: what needs to be done, how much needs to be done, and so on. The random workload will be different every year, every month, every day or even every hour, which makes it difficult for the call center customer service representative to complete the task in a suitable time. There is a phenomenon in the call center I manage: csr has to work continuously for more than ten days without rest until the end of the month because of its heavy workload.
From the customer's point of view, customers need to spend some time waiting to talk to the customer service representative in the call center. A good service system has a considerable number of customer service representatives, so as not to affect the service to customers because of the insufficient number of customer service representatives. Once the number of employees can't meet the requirements of customers, it will produce inferior service, and constant calls will greatly reduce the service level. Because csr needs a minute or two to buffer and adjust their emotions after receiving a call that affects their emotions, if they are not given this time, the accumulation of emotions will lead to a sharp decline in their service quality.
Another important factor affecting the efficient operation of call centers is cost. Different from almost all other operating modes, once a call center is opened, whether it provides effective services or not, it must have financial support. The investment in a large number of hardware facilities and software facilities is quite large. Professional research shows that after the call center phone is opened, the service cost of poor quality is much higher than that of excellent quality.
In addition, with the promotion and development of call center system, it is becoming more and more important to establish a comprehensive professional management system. At present, in China, the construction of call center is still in its infancy. You can choose a mature foreign call center technology model and concentrate a group of outstanding employees to work in the call center. But how to manage this system and these employees is a difficult problem for call center managers.
Therefore, as the manager of the call center, it is necessary to establish a system and stipulate a reliable and solid service quality management system, so that the manager can evaluate the changes of the call center system in real time, with emphasis and pertinence, and make the call center run efficiently and economically. I read many books about call centers at home and abroad, trying to learn more professional knowledge from them to improve my management level and the operation level of the whole call center. In addition, in practice, I also found that the successful experience of foreign countries still needs us to constantly revise and rectify in practice to adapt to our own management and operation of call centers.
Today, the management requirements of call center can't stay at the stage of feeling management. With the rapid development of science and technology, today's call centers can easily find a wealth of data, which can form very useful standards and specifications, and organize them into various charts and tables with professional software packages, which become the basis for call center managers to make decisions. Only in this way can the call center meet the requirements of customers more effectively and make the work of the call center more effective.
For this reason, many experts also put forward the concept of digital management of call center. The so-called digital management of call center means that we can use existing call center systems such as pbx, automatic call distribution system (acd),
Interactive voice response system (ivr), computer telephone integration system (cti), customer relationship management system (crm), etc. To obtain a large number of convenient and accessible management data, select the information that meets the standards, establish the information feedback and management control mechanism of the call center, and simplify the complex operation of an ordinary call center into standard indicators and specifications, which must be evaluated, recorded and tracked for a long time. At the same time, they are organically combined to form a report with guiding significance for action, which is sent to relevant responsible persons in time to take measures to improve the authenticity of telephone service and impress customers.
For example, the telephone abandonment rate has increased this month. What is the reason? What measures should be taken? The call time of customer service representatives decreased by 2%. Should we take corresponding actions? If so, who should bear it and what kind of action should be taken? In the process of management, I often go to the site to extract relevant data for analysis, and at the same time have a meeting with the site manager to discuss how to solve the problem as soon as possible, and at the same time put forward improvement plans as soon as possible. We can define this kind of management as "digital management of call center" or "full-time and efficient management of accurate data, that is, efficient management to ensure customers get quality service anytime and anywhere".
At that time, I set up a digital management team in the call center department I managed, and set up a digital management specialist to manage and monitor. At the same time, they are also responsible for analyzing the daily report and measuring the service quality of the call center through quantitative indicators.
In practical work, I also used some advanced digital indicators at home and abroad. I have analyzed and summarized all the digital indicators in recent years, and there are roughly 23 digital standard indicators related to call center operation. The specific values of its indicators are different in different industries, but the calculation method and design idea of its indicator system are the general standards for call center operation and management.
First, the actual work rate: it is a way to test whether the customer service representative works on the post as planned. The calculation result of the actual working rate is a percentage, which is equal to the actual time when the customer service representative logs into the system and prepares to answer the phone, divided by the total time when the customer service representative answers the phone as planned, and then multiplied by 100. The actual work rate percentage data generally comes from acd, which should be reported once a day and tracked by week and month. I once did a test when I was running an outbound project: the actual work rate of each customer service representative should reach more than 92%. If the actual work rate of employees is lower than the specified target, the following items should be investigated:
1. The site manager of the call center, such as the site supervisor or team leader, may not have done enough to educate and urge employees to maintain a high actual work rate;
2. Maybe there are not enough supervisors or quality inspectors, and new employees have not received timely guidance and help;
3. The customer service representative may have misunderstood the regulations;
4. The absenteeism rate may be too high;
5. Compared with the call volume, the customer service representative may spend too much time doing other things;
Second, post-processing time: refers to the time required for the customer service representative to complete the sorting work related to a phone call after the phone call is answered. This data can also be obtained from acd. This norm should be formulated by groups or individuals.
Tables, weekly tables and monthly tables should also be made into charts and compared with past records. I did a long-term test. The average post-processing time of a general call center is 60 seconds, and the recommended target is 30 seconds to 60 seconds.
3. Average abandonment time: refers to the average waiting time before the caller abandons the call, calculated in seconds. My personal opinion is that it is more valuable to track the discard rate than to track this data unless there is a special need. This data is also collected by acd and should be reported daily and weekly. According to professional statistics, the average time of the whole industry is 60 seconds, and the recommended standard range is 20-60 seconds. There are two situations:
1. Give up after waiting for a short time, indicating that the customer's patience is limited. The reason may be that there are other call centers to choose from, or the call is always unsuccessful. Both of them deserve attention and take measures.
2. Check the number of people who quit without dialing and the queuing time to see if there is a situation where callers cannot dial in. If this problem is very important to customers, then the satisfaction rate of incoming calls will drop significantly.
Average single call cost: equal to the total cost spent by the center in a certain period of time divided by the number of all calls received by the center during that period of time, including any calls made for whatever reason, whether answered by customer service representatives or technical systems. The number of incoming calls will be recorded by acd, and the total cost of the call center can be obtained from finance. Call center management should check and calculate once a week. The figures in this specification vary from industry to industry. On the average of all industries, every call to 4 yuan. The suggested standard range price is between 2 yuan and 5 yuan.
5. Average talk time: refers to the sum of talk time and post-processing time. Acd will provide data of this specification. It should be calculated every day, every week and every month. Design an average talk time report in the format developed by the customer service representative, the group and the center themselves, and make a chart to show the changes of the situation.
6. Average waiting time: the average time that the customer service representative keeps the customer waiting online. Acd will provide the duration data of each customer service representative and give the average value. Daily, weekly and monthly reports and charts of this specification, as well as weekly and monthly management inspections.
Seven, the average number of rings: refers to the number of times the phone rings before the customer hears it, regardless of whether the phone is answered by the customer service representative or ivr. These data are also collected by acd and reported daily for the reference of center managers or for the needs of caller satisfaction test plan. Generally, I ask the site administrator to keep the average number of rings on the site to a minimum, although the peak period may increase, so the number should be determined through discussion. In addition, the number of rings can also be used as a standard to master the queuing time. As long as it is not busy, this number has no special meaning to the caller.
Eight, the average queue time: refers to the caller waiting for the customer service representative to answer after being listed by acd. Acd can record all calls that arrive at the center according to the application or call type. I used to post this number to employees every day, every week and every month.
Average answering speed: refers to the total queuing time divided by the total number of calls answered. This specification can also be obtained directly from acd, which should be reported in half an hour, and the trend should be displayed in a chart. Too fast average response speed means:
1, post-processing time exceeded the target;
2. The holding time is longer than expected;
3. The call volume forecast is inaccurate;
4. The planned actual working rate is not enough.
X average talk time: refers to the talk time between the caller and the customer service representative. These data are also collected and reported by acd, customer service representatives, business groups or call centers, and I ask the site manager to evaluate them once a week and once a month. This specification is more useful for management if the business activities of customer service representatives are grouped according to the call type. The business performance of individuals and groups may be a powerful feedback data, but it is important to balance it with the feedback data generated by the caller satisfaction test plan. If a relatively long call can improve customer satisfaction, it is worthwhile to increase the phone bill. Therefore, some customer service representatives need to retrain their communication skills, so that they can speak a little longer to get higher customer satisfaction.
1 1. Calls per hour: refers to the average number of calls received by each customer service representative per hour. It is equal to the total number of calls answered by the customer service representative divided by the total number of hours after he/she accessed the telephone system during the shift change. This data can also be obtained from acd, and I asked the customer service representative to report it once a day in the operation management. And asked the team leader to record his team members in detail.
Twelve, monitoring score: refers to the quality of the quality inspection specialist's reply to the customer service representative. Various forms can be designed to evaluate the traffic quality of customer service representatives and report to the relevant person in charge every month.
13. Busy rate: Busy rate is equal to (talk time+hold time) divided by (talk time+hold time+idle time) multiplied by 100. This data is also from acd, and the report calculation is generally the average of the team and customer service representatives.
Call abandonment rate: Abandoning a call refers to a call that has been connected to the call center, but the called party automatically hangs up before the customer service representative, outgoing call and information notification department answer it. Abandonment rate refers to the ratio of abandoned calls to all connected calls. Acd can also provide these data for the call center, and it should be reported daily, weekly and monthly. It is necessary to determine the length of "short-term waiver" and ensure that this data is cleared in the report. Give up in a short time is usually 20 seconds or less.
Attendance: refers to the number of people actually working in a team divided by the number of people planned to work multiplied by 100. The proposal of this data can be made by punching machine or access control equipment (recommended by this site: www.haoWoRD.cOm). If the attendance rate is low, it is generally to check the reasons for absenteeism, talk with absenteeism employees and understand personal problems.
Busy tone rate: refers to the percentage of calls that are blocked by busy tone signals or even acd does not arrive. This data can be obtained from acd or telephone operator, and should be checked every hour to see where the peak of congestion occurs.
17. Call rate for one-time problem solving: it means that the caller and the customer service representative do not need to call back.
The percentage of calls that resolved the problem. Acd can generate this information in the form of code in the process of post-call processing, and customer service representatives and call centers should report it once a day.
18. Queuing rate: that is, the number of calls on the queuing list divided by all the calls received by the center, and then multiplied by 100. This data is also collected by acd. I used to check it once a week. It is generally used to check whether the added customer service representative is full-time, part-time or exceeds the call volume. The increase of this standard value may lead to the increase of telephone charges, so this data is also very useful for call centers to reduce costs.
Call transfer rate: the percentage of calls transferred by customer service representatives to others for answering. This data can be reported by acd and customer service representatives, and should be reported daily, weekly and monthly, with feedback from customer service representatives, and should be reported at least once a month and once a week to determine the reasons for the transfer. I once asked the whole incoming department to transfer only one or two calls per 100 at most, and this call was transferred to the relevant person in charge who is very proficient in this business.
1. If there are technical differences between customer service representatives, technology-based software should be used to enable customer service representatives to answer callers' questions.
2. If the caller must transfer the call, the caller's recording can be transferred through the automatic transfer device, which can save time and cost.
3. The transfer without informing the customer (that is, blindtransfer) often means that the caller needs to explain to the customer service representative again, and this repetition will have a negative impact on the caller's satisfaction.
4. Decide from the beginning whether to transfer blindly or inform before transferring, and don't try to break away from this principle.
Some centers just blindly transfer when the line is busy, but some customer service representatives sometimes forget that they are using this method that should not be used at ordinary times.
6. Too many transferring calls means that the problem is either that the customer is confused or that the customer service representative lacks correct information.
7. It costs money to make too many calls. Set up a lecture group composed of customer service representatives and callers to discuss, determine and solve this problem carefully.
8. Ask the supervisor to write a statistical report on the number of transfer calls and provide a solution to reduce future transfer calls.
20. Percentage of answered calls: equal to the number of answered calls divided by all connected calls, and then multiplied by 100. This data is also provided by acd, and I also ask the site manager to report it once a day.
2 1. service level: the calculation formula of service level is: the number of calls whose answering time is less than x seconds divided by the total number of connected calls multiplied by 100. This data can be obtained from acd. The service level should be based on continuous monitoring, because the specification points out the main problems. At present, most call centers
The standard is: 80% of calls are answered 20 seconds ago.
22. Total number of calls: refers to all incoming calls, including blocked, abandoned and answered calls. Acd can provide data sources of this specification, which should be checked every hour, every day, every week and every month. In order to better organize and arrange the staff, it is necessary to track the incoming calls and carefully divide them according to the types. The earlier you foresee the change of call type, the easier it is for managers to make timely and effective adjustments and arrangements.
23. Turnover rate of customer service representatives: refers to the proportion of the number of customer service representatives who leave the center in 1 month, 1 quarter or 1 year to the total number of full-time employees. These data are provided by the HR Commissioner, and are checked and counted every month and quarter. According to experts' statistics, the average turnover rate in the call center industry is 25%. Our field managers should control this data between 15%-30% by improving their management level. I think it will be very effective for people outside the call center to talk with the resigned customer service representatives, so that they can get more valuable information and help the call center to take corrective measures, so as to have a better working environment before the arrival of new and better customer service representatives.
At the same time, in the communication with the employees who left, I found that salary was one of the least mentioned reasons for customer service representatives to leave, and they paid more attention to the supervisor, working environment, work pressure and other issues, so that the workplace was described as "hell on earth" by customer service representatives. However, an appropriate turnover rate of customer service representatives is very beneficial. Too low resignation rate means that the customer service representative of this call center has no sense of responsibility or has not constantly improved his challenge spirit.
Chapter 3: Customer Service Call Center
Customer service call center
I. Introduction
The customer service call center system integrates the functions of call queuing, intelligent traffic distribution (acd), cti service, voice interactive response (ivr), soft phone, recording quality inspection, call report, real-time monitoring, call-off service, customer relationship management (crm), etc., which can be flexibly configured according to customers' needs and quickly realize call center application.
Second, the product features
1, based on professional hardware equipment, supports digital and analog lines;
2. Digital lines support signaling such as 1, 7 and isdnpri;
3. Support the integration of multiple services and communication channels: telephone, fax, voip, VoIP, SMS/email and 3g integration;
4. The system is completely product-oriented, and it is easy to deploy, maintain, manage, use and expand without the need for professionals to make system flow at will;
5, product serialization, 1 ~ 20 14 seats. Meet small, medium and large-scale applications; Smooth upgrade and expansion to fully guarantee user input;
6, stable and reliable performance, surge-type large-capacity call processing, to ensure that every call is effectively recorded, tracked and processed;
7. Intelligent and efficient outgoing call processing: automatic callback, pre-dialed outgoing call, predicted outgoing call, etc. , improve call efficiency and save labor costs;
8. Meet various application deployments: support centralized and distributed modes, and simulate any configuration of seats, voip seats and pc soft seats;
9. Perfect employee/department management, monitoring and assessment system to realize efficient and convenient operation and maintenance management;
10, professional report analysis, decision-making system, platform, personnel assessment, satisfaction, service quality, operation and maintenance planning and other dozens of reports;
1 1, which provides a powerful and perfect secondary development interface and can be seamlessly integrated with other business systems conveniently and quickly;
12, professional integrated solution, 10 years of technical accumulation and rich technical development experience; Hundreds of successful application cases in various industries have been verified;
Third, product classification.
Self-built type
Self-built call center means that enterprises purchase hardware equipment, compile business process software and provide services for their customers. Managed type
The server hosting the call center is maintained and managed by the call center system manufacturer. Enterprises do not need to invest in hardware construction costs, but only need to pay a certain monthly fee for each seat, and they can use the system software by remote login. Outsourcing call center
The enterprise entrusts a third party to manage its call center business in whole or in part, and the service-providing enterprise invests in the construction of the call center to provide its customers with the call center function business. Enterprises do not invest in any construction, and outsource the call center business to a third party.
extreme
Training is an important job for customer service call centers, because the service level of customer service representatives directly reflects the service quality of the company. Only by constantly training customer service representatives in business and skills can we continuously improve the working level of employees, thus comprehensively enhancing the overall image of the company and enhancing the comprehensive competitiveness of enterprises.
20 14 in the first quarter, our training work always takes the concept of "customer's business is business", and aims at comprehensively improving the service level of customer service representatives and providing quality services to customers, actively building learning centers and cultivating learning employees. The specific summary is as follows:
I. On-the-job Staff Training
In the first quarter of 20 14, our center held 18 internal trainings. Among them, business training accounts for 78%, system operation training accounts for 5%, rules and regulations and professional ethics training accounts for 1 1%, and service skills and mentality training accounts for 6%. * * * There will be three exams.
Among them, the business training focuses on the key business of training and quality inspection issued by the provinces every month and the hot issues of headquarters dialing. For example, 3g contract plan, Wo Jia, international roaming service, campus 1+, smart to G and other key services, these business trainings not only effectively ensure the dialing test results, but also meet the consulting needs of customers.
In terms of system operation, since the customer service call system was upgraded from the original 3.0 to 6.0 in mid-March, the interface and functions of the system have changed greatly. Our center organizes customer service representative training in time to ensure that customer service representatives are proficient in the operation of the new system and realize the smooth transition of system operation.
In order to improve the communication ability between customer service representatives and customers, our center trains communication skills and language skills in a simple way through the analysis of daily recordings and combining with actual cases. Through the training of customer service representatives, we realized the defects in our work and made improvements.
In order to better standardize employee behavior and build a harmonious team. Our center trained the rules and regulations and performance appraisal of the company and departments on 20 14. Through training, everyone has a deeper understanding of their job requirements and made preparations for the smooth progress of class management in the future.
Second, the pre-job training process for newcomers has been completed.
20 14 in the first quarter, our center recruited 9 new employees. Because the previous training process for newcomers was not perfect, with the help of the center leaders and colleagues, the pre-job training process for newcomers was completed and the training materials were improved. The details are as follows: The first stage of newcomer training is theoretical training. Courses mainly include: company profile and departmental rules and regulations, employee performance and incentive management system, and customer service center business process model. The second stage is business training. The contents of the course are: basic services of mobile network, basic services of fixed network, converged services and 3g services. The third stage is system and skill training, including customer service system operation, accounting, Langxin and communication skills training. The fourth stage is on-site training, the content is: the first week is mainly to connect electricity with the listening teacher,
Students are required to record incoming calls every day. The next week, the new employee tried to answer the phone, and the teacher was responsible for listening and checking the work order.
Through the establishment and improvement of the new employee training system, the new employee training is carried out step by step, planned and targeted, which greatly improves the training effect, shortens the learning process of new employees, enables them to work independently earlier, and solves the difficulties of fewer center personnel and large telephone traffic.
Third, on-the-job employee assessment analysis
In the first quarter, our center held three large-scale exams, including two practice classes and one thesis class. Through the assessment, it is found that there is a big gap between employees in business and skills, and the level is uneven. The average level is above 90 points, but the scores of some employees are always around 70 points. In view of this situation, timely analysis shows that such employees are not enthusiastic about learning and have a weak sense of collective honor. In order to change this situation, on the one hand, we carry out personality training and teach students in accordance with their aptitude. On the other hand, strengthen the assessment, so that there will be spot checks when there is training, assessment when there is spot checks, and promotion when there is assessment. Actively seek solutions. Through the above measures, some employees attach importance to the training work ideologically, and their learning enthusiasm has also been improved.
The above are some basic information about the training work of our department since the first quarter of 20 14. In order to better do the training work in the next quarter and comprehensively improve the service level of the center, as a training post, we will continue to work hard in the following aspects: 1. Enhance the pertinence of training and link the training content with the actual business needs.
2. Improve the training awareness of all staff and improve the learning enthusiasm of employees.
3. Enrich training forms and carry out self-training and supplementary training for employees.
4. The teaching forms are flexible and diverse, which improves the interaction with students.
5. The training purpose is clear, so that there is training, assessment and improvement.
A seemingly simple training job is not easy to do. Every link is very important from the investigation of training demand, the formulation of training plan, the collection and arrangement of training materials, the development of training courses and the evaluation of training effect. The negligence of a small detail will affect the whole training effect. A good training system and correct training methods will promote customer service to a higher level in future work.