Mgt 531 Week 5 Reflection - Call Center Control Measures

Call Center Control Measures

Team A

MGT/521

17 August 2015

Mr. James Reding

Call Center Control Measures

        This team reflection involved a simulation wherein members discussed performance controls pertaining to employee performance within a timeshare customer call-in center. Absent definitive direction of prevailing controls at the center, and first assuming the task intends focus on internal controls, heed of further suppositions was fundamentally necessary. To that members considered performance measurements from both a quantitative and qualitative standard. While each has valid precedence for controls in the industry, team members ultimately focused on the qualitative function of the exercise. Not to disregard significance of quantitative analysis, essential aspects of such performance measures garnered considerations. Some of the notable quantitative measures discussed by the team, but ultimately disregarded for inclusion in this reflection, are as follows:

• Blockage/availability
• Self-service availability (voice response system (VRS))
• Queue delays
• Service levels
• Abandon rates
• Scheduling
• Handle times
• Information systems functionality/efficiency

Charisse

        I have worked in a call center environment with NV Energy and, Providian Financial assisting the Platinum Credit Card Customers. Working with these two companies; there are a few things we used when monitoring calls of an employee exercising several effective measures. I found a great online article called Seven Metrics to Watch for Call Center Success. This was similar to the measures we used in the call center.  Below is some of what we utilized at NV Energy at the time I was employed there:

• First Call Resolution-If a customer had a dilemma, responsibility to fix the issue promptly/before the end of the call

• If it could not be resolved within that timeframe, it was to be settled within 1-2 business days

• Response Time and Awarded for Service Level-Calls had to be answered on the 1st or 2nd ring or we would be docked points re: service level
• Accuracy of Information given to customer-All of the call center representatives were taught the same rules and regulations regarding call procedures

• 100% call accuracy was awarded by local Chamber of Commerce Awards

• "Never Unplug"-Policy with belligerent customers: "Stay plugged-in"- maintain power over the call by not engaging in derogatory dialogue
• Customer Satisfaction-The customer is always right

Tanisha

The most effective way to evaluate our entire time-share call center and in conjunction manage the efficiency of each employee is by using external and internal benchmarking. Our industry is filled with competitors such as www.BuyATimeshare.com/Worldmark, www.sellmytimesharenow.com, and www.timesharesbyowner.com. Most of these companies have already developed control measures that has keep them competitive for many years. The most cost effective way to manage our call center is to use what has been proven by our competitors to be the most effective. In doing so, we can ensure that our employees will be content to work at our facility and our customers, most of all, will be adequately serviced for many years to come. “Managers in such diverse industries as health care, education, and financial services are discovering what manufacturers have long recognized—the benefits of benchmarking, which is the search for the best practices among competitors or non-competitors that lead to their superior performance” (Robbins & Coulter, 2010, Chapter 18).

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