Nine steps of the hottest call center operation pl

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Call center operation planning "nine steps"

I have always felt that ICMI's operation planning "nine steps" is a classic, and I have seen many teachers incorporate it into their courses. But it's really not as simple as it looks, and it's even harder to do. Because if these nine steps are carried out in detail, it will be a week's class. It's really not difficult to do every step well, maintain the smooth and orderly operation of the call center, and reduce fire fighting and emergency response

the first step of the "nine steps" is to "select the appropriate service level target". The appropriate SL target depends on many factors, such as customer expectations, competitor values, their own resource allocation, and the intensity of their desire to lead the service. Just choose what you can continue to achieve and what customers can accept. There are differences between what customers express and what customers perceive, so we need to analyze their behavior data. There is no so-called "industry standard" for service level indicators. The 80/20 standard that everyone often hears of or adopts is actually a standard that can be widely accepted, and it is also a standard that better balances the needs of customers and enterprises, but it is by no means a standard suitable for all customers in all call centers. According to different customer expectations, customer service strategies and resource allocation, the service level standard can be much higher than the 80/20 standard, or significantly lower than this standard

the next step after setting the service level indicators is to collect and measure the business volume data. The calculation of business volume can be expressed as: "incoming electricity during the period + average processing time = workload". It will be clearer to purchase after detailed consultation. Therefore, there are two core variables in the measurement of business volume: calls and average processing time (AHT). The number of calls should reflect the real needs of customers; The average processing time should reflect the real call time and post-processing time

it is difficult to accurately grasp the real customer demand, which requires a lot of data analysis and experience accumulation. Because the total incoming power recorded by the call center every day will include: first call, repeated call, replay after giving up, replay after dropping the line, wrong call and so on

another variable in workload measurement is average processing time (AHT). This indicator is composed of call duration + post-processing duration, which also includes the "hold line waiting" time during the call. The common problem in measuring AHT is that the call duration (ATT), post-processing (ACW) or the whole processing duration (AHT) are often artificially limited or set, which can not reflect the real work demand state, and will lead to a vicious circle

the third step of the "nine steps" is business volume prediction. It is mainly divided into two parts: quantitative prediction and judgment adjustment. Quantitative prediction can be divided into "time series" and "driver" methods, and extends to a variety of specific means, such as proportional decomposition, year-on-year superposition, moving average, linear regression, event driven, customer matching and so on. Judgment adjustment focuses on the adjustment of business volume based on the judgment of future events. In terms of time, business volume forecast can be divided into short-term forecast (1 week to 1 month), Medium-term Forecast (1 month to 3 months) and long-term forecast (half a year to 1 year or more). Short term forecasting is mainly used for scheduling; The medium-term forecast is mainly used to adjust the recruitment rhythm, shift combination and resource allocation; Long term forecasting is mainly used for budgeting and resource planning

the fourth step of the "nine steps" is the calculation of basic employee needs. The difference between the business volume of call center and that of traditional production unit is mainly reflected in its randomness and unevenness. Therefore, the calculation method based on the total amount of general production units/processing capacity per unit time cannot fully match the actual call distribution of the call center. The basic employee demand measurement method recommended by individuals is still based on Erlang C, and the prediction results are optimized and adjusted according to the limitations of Erlang C itself and the actual abandonment rate and redial rate of the call center, plus their own experience and judgment. If the routing strategy of the call center itself is complex, has multiple skills and allows cross overflow, a mature forecasting scheduling system will be a better choice

the fifth step of the "nine steps" is to measure the trunk line demand. Some people may think that the trunk line demand is not the problem at all, but the human demand is the problem. But the call center with fine operation should be managed in every detail. In fact, the configuration of trunk lines is also directly affected by incoming power, processing time and SL targets, and there is no so-called "fixed" ratio. Erlang B is generally used as the basic means of measurement

the sixth step of the "nine steps" is to calculate the utilization rate of effective working hours. The definition and algorithm of this index are various. However, the effective man hour utilization rate mentioned here actually means that the material also has anti graffiti and flame retardant properties, which means that the shrinkage rate is small to 0 due to late forming within the period of time The concept of 25% to, leave, training, leave, offline work and other basic staff hour shrinkage. It will directly affect the determination of the next shift number and the specific arrangement of the shift

the seventh step of the "nine steps" is personnel scheduling. In fact, I always think that scheduling is like putting blocks within the scope of the business volume curve. The result is to make the blocks match the business volume curve as much as possible. The number, length, height and combination form of building blocks have become the key. But at the same time, the flexibility of objective conditions and the full consideration of employees' acceptance are also necessary prerequisites to ensure the smooth implementation of the shift

"nine steps" the eighth step is the calculation of operating costs, including the costs of labor, site, equipment, relay, network, professional services, public platforms and other aspects to meet the business volume and SL target needs. All these cost items are directly or indirectly driven by the volume of incoming calls, which is closely linked with the previous seven links

the last step of the "nine steps" is to prepare the high and low limit plan. In the examination and approval of budget plans, bargaining between call center managers and enterprise management is very common. Preparing three sets of plans, high, medium and low, will enable you to calmly deal with various situations that the budget plan may face. The key point is to let the leaders know, whether it is increase or decrease, the service level you can promise in the approved budget plan and, for example, what impact the wedge fixture can bring

well, so far, the "nine steps" of call center operation planning has been briefly introduced. Many "new" call center managers may feel that it is still too simple and not enjoyable. No problem! Starting from the next issue, I will offer you more systematic and practical operation details for each step. At the same time, I also recommend you to read the book "call center management on fast forward" edited by Mr. Brad Cleveland and published by ICMI International School of customer management

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