shamsher & uday - som

8/7/2019 shamsher & uday - som

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S.O.M. Project

Designing a Call Centre

Submitted by :

Shamsher JangUday Airun


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1. INTRODUCTION

Todays call centers have evolved to becomesophisticated, high-tech showcases of

service, support, and sales. Meanwhile, the look andlayout of call centers is changing tokeep up with the new demands being placed on them.Call centers are getting morerespect as their image morphs from backroom to corporate centerpiece.

No longer do executives dismiss their call centersas a necessary evil best operated on ashoestring.Instead, many progressive companies are coming around to the opposite view,


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one that recognizes the potential of call centers to have an unrivaled impact on the bottomlinefor better or worse.The boiler room mentality is disappearing, saysLauraSikorski, managing partner of Sikorski, Tuerpe and Associates, a call center consultingfirm inCenterport, New York. Today, executives are realizing that the call center justmight be their mostimportant assetand are treating it accordingly.

Whats responsible for the elevated status of callcenters? Mainly this: Nowadays, manycompanies interact with their customers primarilyif not solelythrough their callcenter. In effect, the call center isnt just another department, its the front dooroftenthe only opportunity companies have to build a relationship with customers theyll neversee. Call centers are increasingly the main point of contact between a company and itscustomers, says Roger Kingsland, managing partner of Kingsland ScottBauerAssociates, a Pittsburgh architectural firm thatspecializes in call centers. And that trendwill continue as the technology becomes more sophisticated and our economy becomesmore reliant on information and services.

2. Strategy and Objectives

When an agency is considering the establishment of a Call Centre as part of its overallservice strategy, some fundamental decisions must be made before the process begins. Itis important that the agency's current service strategy is assessed and the range ofpossible alternatives considered. This section concludes with a brief overview of some

typical implementation and management issues that may occur when establishing a CallCentre.2.1 Why do you need a Call Centre?

There are many reasons to consider establishing a Call Centre. Often a number of criticalevents provide the catalyst for re-evaluating existing service strategies.Some examples include:


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An increasing number of customer complaints, perhaps escalating toministerial complaints, are received;

Adverse publicity regarding the level of customer service; A departmental focus on reducing costs while increasing service levels; Increasing customer contact and call volumes throughout the agency, with a

growing number of agency staff required to take telephone calls; The development of agency initiatives, such as specific hotlines andcommunity campaigns, leading to expected and unexpected increases incall volumes;

Unpredictable crisis or emergency situations, such as contamination ofdrinking water, oil spills and hailstorms;

Agency business with a large number of customer interactions; Higher level agency staff providing basic customer information; Recognition that the role of the agencys switchboard is more than simply

connecting customers to various sections in the department and thatexisting facilities are not up to standard.

Agency-wide reviews may also conclude that the delivery of customer serviceneeds to be improved. The process of identifying areas in need of improvementinvariably focuses on how an agency can provide more efficient and cost-effectiveservice. Adopting a Call Centre as part of the agencys future service strategy isone alternative that should be considered.

2.2 How can a Call Centre enhance an agency's service?A Call Centre can provide a number of important benefits. First, an increasedfocus on customer service is likely to lead to more efficient methods in handlingsignificant levels of customer interactions. This, in turn, leads to a reduction intransaction costs where the majority of simple customer interactions are handledby dedicated, well-trained, frontline staff. The more senior and experienced staffcan then be assigned to more complex tasks.Achieving further internal efficiencies may also allow the agency to initiatecontacts Call Centre Establishment Guideline Page 5 of 44


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with clients and can streamline the handling of incoming calls to a central area,rather than being spread across various sections throughout the agency.By replacing over-the-counter transactions with telephone contacts, agency andcustomer costs can be reduced. As long as telephone contacts are handledefficiently, customers who do not have time for, or access to, face-to-face

transactions will view the change favourably.A variety of customer contact channels may also be utilised, ranging fromfacsimile to technology-based services, such as Interactive Voice Response (IVR)units and Web-based services via the Internet.

2.2.1 ACHIEVING SPECIFIC OUTCOMESWhen considering the need for a Call Centre, an agency should begin bylooking at the specific outcomes that are required. Existing New South Wales(NSW) Government agencies with Call Centres cite many reasons for usingthis strategy. The main ones are the need for uniformity, cost efficiencies,reducing complaints and improving customer service and access.Key reasons for establishing a Call Centre include the following:

An increased or new business role; A need to provide information and advice; Public education; Greater access to agency services including equity of access; A desire to raise the agency's profile; Consolidation / centralisation issues - concentration of expertise; Achieving greater understanding of what the customer wants, through

feedback and comments; Tracking of customer needs and determining the marketing direction of

an agency.

There are a number of improved customer service delivery outcomes that maybe expected from an effective Call Centre. Call Centres improve customeraccess and choice while lowering the cost of service. They can provideconsistent responses and improved quality of information, which leads tohigher customer satisfaction. There is also less customer frustration asinquiries are directed to the proper area, reducing the common problem ofcaller run-around. Analysing calls to the Call Centre can also preventproblems by allowing early identification of customer service trouble spotsand problem issues.

2.3 Assessing the current situation

Once a decision to establish a Call Centre to improve customer service levels ismade, current telephone call handling strategies should be assessed to determinethe extent of the improvements required.


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2.3.1 EXISTING CALL VOLUMESDetails of the current level of call volumes need to be collected. Mostagencies can conduct a basic analysis of telephone traffic through theirtelecommunications provider at the telephone exchange level. The analysiswill help to identify basic calling patterns and provide information on call

frequency.As an example, call volumes of about 500 calls per day equate to 2,500 callsper week, 10,000 calls per month, and more than 100,000 calls per year.

An evaluation of the nature and complexity of the calls should also be made.By categorising the calls into the levels of expertise required, it may bepossible to identify, for example, that the majority of calls (80 per cent) maybe simple transactions that can be handled in less than three minutes andusually relate to 20 or 30 common questions.

2.3.3 CURRENT RESOURCE ALLOCATION

At first glance, assessing the extent of resources currently allocated totelephone call handling may appear to be relatively straightforward. If,however, staff handling calls also have other administrative duties and / orface-to-face customer contact, it can be difficult to get an accurate count ofthe time staff spend on calls. This can result in difficulties in managing calls,particularly when staff absences occur.

2.3.4 THE IMPORTANCE OF UNDERTAKING CUSTOMER RESEARCHThe requirements and preferences of customers who contact an agency mustbe understood before deciding on which technology will be most useful andhave the greatest acceptance by callers. While Government agencies can getsome type of feedback from their customers on an informal basis, by studyingcomplaints received, exit surveys and customer feedback, it may also benecessary to conduct targeted market research.Customer feedback collected within the previous 12 months would be themost useful, and should be focused on measuring customer satisfaction levels.If customer feedback is not readily available, then primary research should beundertaken. If the agency does not have the relevant expertise to conduct theresearch, the agency should engage an external market research firm, withknowledge of call centre.

2.4 Range of alternatives to considerAgencies should consider all of the options before developing a service strategyusing Call Centres. The major options include the use of hotlines, sharedinfrastructure arrangements, outsourcing, or establishing an internal Call Centre.

2.4.1 HOTLINESAgencies with short-term needs can use hotlines for the management of newor changing community or business issues, crises management and event-


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predictive demand peaks. Election announcements or changes tolegislationthat will cause an increase in calls from the public are typical examples.

2.4.2 SHARED ARRANGEMENTSThere are considerable costs involved in establishing a Call Centre, when allassociated expenses are recognised. Before making that decision an agency

should carefully consider an alternative option, such as shared arrangements.A shared Call Centre facility can become an efficient contact strategy forsmaller agencies. Such a strategy provides significant savings oninfrastructure, advanced technology and ongoing running costs. In a sharedarrangement only the personnel and the information provided is specific toeach agency, along with 1300 and 1800 numbers.

2.4.3 OUTSOURCINGOutsourcing is another option for agencies considering a Call Centre. Thereare two main types of outsourcing: full customer contact outsourcing orpartial outsourcing, involving a specific task, function or campaign. The latter

option is generally considered when organisations wish to focus on their corebusiness or may already have a Call Centre that is operating at full capacity.2.4.5 CONTRACT MANAGEMENT

Effective contract management of external service suppliers is vital, whetherthe suppliers are an outsourced bureau or telephony and information systemsvendors. There is more likely to be a problem if there is no department orindividual within the agency responsible for the contract management.Prior to entering into any contractual arrangements, an agency shouldundertake a full risk analysis of all the factors associated with servicecontinuity. The analysis should include a requirement for the servicecontractor to develop redundant systems and contingency plans in the eventof loss of service.An unconditional financial undertaking in the form of a bank guarantee maybe appropriate should the contractor be unable to provide the required service,for whatever reason. Non-performance issues must also be addressed from alegal perspective. Service contractors may also be required to paycompensation to the agency when unsatisfactory service performance occurs.

2.5 Overall implementation and management issues.These include:

Adequate resources; Senior management commitment and support; Recruiting the right staff; Accurately forecasting call volumes; An appropriate technology infrastructure in place with vendor support; Buying-in expertise; Effectively managing latent demand.


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3. Planning and Development

Once the decision has been made to implement a Call Centre, a business plan needs to bedeveloped. The plan must clearly set out the customer contact strategy and relate it to theagencys overall strategic direction. The plan must also establish a sound financial andorganisational justification for the adoption of such as strategy. This includes describingthe role of the Call Centre and its service level objectives and outlining size and siteconsiderations, financial requirements, the extent of organisational process re-engineeringand the time-frame for implementation.

If internal expertise is not available, the decision to obtain outside assistanceshould be made at this stage. The selection of an appropriate person should bebased upon the consultants experience in start-up operations, reputation inthe market and value for money for service provided.

3.1 Role of the Call CentreThe primary role adopted by the Call Centre will be a major influence on anumber of critical decisions regarding its function, call-handling strategies,internal or external contact strategy and its configuration, namely, centralisedor Decentralised.

A Call Centre typically serves as a first point of contact for the majority ofcustomer inquiries or service issues of a basic nature. This means that 80 percent or more of Call Centre calls can be answered without the need for referral

to other parts of the agency. More complex inquiries can also be managed,provided that adequate training and knowledge-based systems are developed.The primary goal of any Call Centre is the delivery of quality service tosatisfied customers. The basis for delivering this quality service is to developenhanced relationships with customers.Decisions must also be made on just where the Call Centre fits in to theoverall organisational structure. It may be beneficial for the Call Centre tohave direct reporting lines to an executive manager within the agency's linemanagement structure. This ensures that the Call Centre remains integral tothe achievement of the agencys service outcomes.

3.1.1 VISION STATEMENT FOR THE CALL CENTRECreating a vision statement for the Call Centre can have an impact on servicelevel objectives, call-handling strategies and the way the Centre fits in to theorganisation. The vision statement can articulate the basic purpose of the CallCentre and identify its objectives as part of the agencys overall strategies andservice delivery aims. This will help shape the long-term development of theCentre.


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3.2 Outsourcing vs InsourcingOnce the need for a Call Centre is established, a detailed analysis of internalexpertise and available resources should be made to decide whether the Centreshould be based internally or externally.

3.3 Call-handling strategiesThe specification of the way calls will be handled determines the overallresource requirements of the Call Centre in terms of required staff numbers,training and extent of organisational support. Key decision criteria associatedwith call-handling strategies include the overall call objectives, the functionaloperation of the Call Centre, and the extent of inbound / outbound callorientation needed.

3.3.1 CALL OBJECTIVESThe overall call-handling objective needs to be carefully determined. Thisdirectly influences the length of calls (call talk times), the staff numbersrequired to handle the calls, the experience levels of staff, and the overall

information systems and telephony requirements.For instance, if the call handling objective is simply to provide a call referralservice to more experienced staff within the agency, then the call talk timeswill be considerably reduced (under 90 seconds). This will mean shortertraining and fewer staff are required. However, staff must also have theappropriate knowledge to switch calls through to the proper sections withinthe agency and to track the ultimate resolution or outcome of the calls.

3.3.2 INBOUND AND OUTBOUNDThe Call Centres role needs to be clearly defined from the outset. There willbe different resource requirements for Centres handling inbound calls only,outbound calls only or a combination. This has an effect on the staff skill mixrequired as well as the use of particular technology, such as predictive diallers(to filter engaged or no-answer callers) for outbound calling.

3.3.3 ACCESS CONSIDERATIONSAs well as clearly defining the role of the Call Centre, the agency's marketingchannels or customer contact strategies need to be considered. This can rangefrom straight telephone and facsimile services to electronic mail and Internet-based strategies. Service level objectives should be established for each typeof access, in terms of response times and workflow procedures. This willallow performance to be measured for each access area.

In addition, the hours of operation of the Call Centre and after-hours servicerequirements need to be specified. Extended hours of operation will increaseresource requirements in terms of shift length, supervision levels and staffnumbers. If the Centre will be operating on a 24-hour basis, one alternative isto use an external service bureau for after-hours services.

3.4 Service Level Objectives


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An important part of the business plan is to identify the likely impact of theintroduction of the Call Centre, both internally within the agency, and externallyon customer satisfaction levels.If the service level objective is set at industry standards, where 80 per cent of allcalls are answered within 20 seconds, then much higher staffing numbers will be

required than if the objective is set at 70 per cent of calls answered within 30seconds.Too often, service level objectives are set without considering the appropriatelevel for the customer segments that are being served. For instance, manyorganisations use Interactive Voice Response (IVR) technology to answer allcalls and then require customer to select particular numbers in order to directtheir inquiry to the most appropriate person. Measurement of the callanswering time should only begin once the call is held in queue and not whenthe IVR initially answers the call. Furthermore, many customers do not likeusing IVR technology when dealing with an organisation. It is essential thatresearch be conducted on customers preferred contact methods.

3.5 Centralisation vs Decentralisation

Another key decision in establishing a Call Centre is the determination of theoverall configuration of the Call Centre in terms of centralisation, decentralisationor a distributed Call Centre network.Some important issues that relate to choosing a configuration are:

Capital costs: costs generally will be higher with a decentralised anddistributed configuration and lower in a centralised arrangement, sincecentralised operations allow significant economies of scale and capitalutilisation.

Culture change visibility: the introduction of a Call Centre will be muchmore visible in a centralised operation.

Communication flows: internal communication will be much easier in acentralised Call Centre than in a decentralised option.

Performance management: experience shows that it is much easier tomaintain consistent service levels and performance standards in acentralised operation than in a decentralised one.

Motivation and support dynamics: maintaining staff motivation andproductivity is much easier in a centralised operation.

Defined accountability: accountability is much more easily defined andmaintained in a centralised operation. Lower levels of accountability aremore common in decentralised operations.

Staffing: a decentralised Call Centre may require the appointment ofadditional levels of team leaders.

Expansion costs: expansion costs tend to be higher in a decentralisedoperation, because of the duplication of expansion costs. Often, thecapacity to expand has not been factored into the overall planning process.


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Local response: a decentralised operation or distributed network canarguably respond more quickly to local regional issues than a centralised,universal operation.

Backup site: the need for uninterrupted operation is an importantconsideration. If this is essential, multiple sites, such as those in

decentralised or distributed Call Centre arrangements, may be the bestconfiguration.

3.6 Size considerationsPlanning the size of the Call Centre fundamentally begins with the determinationof the volume of calls, average talk time and after-call work processing timeinvolved.If an average talk time is based on three minutes per call, then 15 calls will takeone hour with time added for after-call processing. That breaks down to 45minutes call time and 15 minutes after-call work time. On an eight-hour shift therewould be six hours of actual work time (assuming two hours for breaks and other

downtime), for a total of 90 calls per day for a Customer Service Officer (CSO). If900 calls per day are received, then 10 staff will be required.As the number of staff increases at the Call Centre, a corresponding increasein office space and facilities, telecommunications and information systemsequipment and supervision will be required.

3.7 Location (site) considerationsDeciding on the actual location of the Call Centre is a major part of the overallplanning and development process. Governments actively encourage the siting ofCall Centres in regional areas, instead of prime city locations. In addition, localcouncils often offer attractive incentives to encourage organisations to locate intheir areas.The decision on locating the Call Centre is not a simple one. Often, the initial siteadvantages and location incentives are not sufficient to overcome anotherimportant factor, the availability of an adequate staffing pool. As an example,Queensland Transport located a Call Centre in Emerald but now has to deal with astaff turnover in excess of 30 per cent, because of a transient workforce in thismining area.

There are a number of other important factors to be considered whenchoosing a location. These are identified as:

Occupancy costs of the Central Business District (CBD) vs other site locations; Labour pool availability - profiles of area demographics, unemployment rates; Access to public transport, parking; Telecommunications infrastructure; Building requirements - universal power supply (UPS), cabling, security, ease of access,building suitability, extent of required modifications; Proximity to suppliers.


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Occupancy costs are a major part of the ongoing operational costs associated witha Call Centre and tend to be higher in CBD locations. This situation is likely toworsen as the demand for inner city locations continues to escalate. Outlying areas

and regional locations, such as Newcastle and Wollongong, may be attractivealternatives. Ultimately, given recent advances in technology, it does not matterwhere the Call Centre is located, provided an adequate labour supply is available.Assessing labour availability in the various locations under consideration is animportant part of the overall site evaluation process. A demographic profile of thearea should be obtained, including unemployment rates and the location of varioustertiary institutions. Universities and TAFE colleges represent an excellent sourceof part-time and casual staff.Transport is an important issue to staff and information on the availability oftransport services will be required. Security issues, such as the sites proximity toreliable public transport and busy streets, on-site car parking, exterior lighting and

well-lit and secure exits need to be considered. The question of car parking shouldalso be addressed at the time of site selection as staff will want access to adequatestaff parking facilities, particularly if they work extended hours. Convenience andsafety issues take on added significance if the Call Centre intends to operateoutside of the traditional five days per week, 9 am to 5 pm work patterns. Insteadof selecting a remote industrial site, a site near shops will make attracting staffeasier.If the Call Centre will be serving interstate customers, Australia's different timezones and changes to and from daylight savings need to be factored into the hoursof operation.

An adequate telecommunications infrastructure that can cater for growth is alsorequired. Not all telephone exchanges in outlying regional areas are fullyequipped to handle the large volume of calls that might occur.

Building considerations include the need for basic infrastructure requirements,such as access to a universal power supply, telecommunications, and IT(information technology) and electricity cabling. Other considerations include theextent of building modifications required and whether the Call Centre will belocated on one level or multiple levels. Ideally, a one-level structure is moresuitable as it encourages better communication and team development.The building selected should also allow room for expansion as responsibilitiesincrease. Adequate space requirements are an essential component of growthstrategies.

The proposed site will also have to meet all of the normal legislativerequirements, such as the availability of fire equipment, first aid areas and accessand support facilities for physically challenged staff. The locations proximity tosuppliers is important in both the start up phase and


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during ongoing operational maintenance. Many suppliers charge significantadditional travel expenses when the Call Centre is located in a remote area. Theavailability of suppliers to quickly restore telecommunications and informationsystems to prevent business interruptions is of paramount importance to efficientservice delivery.

3.8 Financial considerationsIt is clear that the decision to establish a purpose-built internal Call Centre can bean expensive exercise, and one that should not be undertaken without adequateplanning and development. It is vital that adequate resources are allocated to theCall Centre to enable agreed service level objectives and call volumes to beeffectively met.A critical consideration is the extent of support and understanding from seniormanagement. Without their full support and commitment from the originalplanning phase, there is a danger that ongoing resource allocation may not beavailable.

3.8.1 ESTABLISHMENT COSTSAmong the fixed costs incurred in the establishment of a Call Centre arepurchases of hardware and software. Labour and telecommunications are themajor operational costs, but there are also ongoing costs for items such as officesupplies and stationery.One option to consider that will cut capital costs is to lease equipment, rather thanpurchase it. Leasing provides advantages in areas other than costs. It can makeaffordable a higher level of required technology and can provide the latest modelsin telephony and communications equipment, important tools in a mission-criticalCall Centre.

3.8.2 OPERATING EXPENSESOne of the most significant operating expenses in a Call Centre is the cost oflabour, which is estimated to be 65 per cent of a Call Centre's overall budget. Onemethod of calculating operational costs for a Call Centre is based on an industryper seat allocation of $75,000.

Check Check list for Call Centre Operating Costs

1. Facility costs: electricity; maintenance.2. Telecommunications: maintenance and development.3. Information systems: maintenance and development.

4. Recruitment and training ongoing;5. Salaries, plus on-costs;6. Advertising and communication;7. Miscellaneous, such as consultancy fees.


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3.10 Key implementation stages

Once the initial decision is made to establish an internal Call Centre and the role andfunction of the Centre is identified, specific decisions on the size, configuration, location,and financial requirements will be needed to justify the business case.

Key PKey process Elements in Establishing a Call Centre

Justifying the business case;

Agency-wide involvement; Managing expectations; Launching the project; Implementing the Call Centre going live.

Part of justifying the business case involves obtaining both executive and budgetapproval. This includes an overall strategic analysis that specifies time-frames and acomprehensive description of operations requirements and both capital and operatingbudgets.

Obtaining agency-wide involvement is critical to the long-term success of the CallCentre. Communicating the expected benefits and outcomes is an important part ofgaining support. Key stakeholders should be identified and involved early in the project,and asked to participate in all aspects of the planning process. Regular stakeholdersmeetings should be held throughout the planning and establishment process.

Managing expectations is another a key aspect. It is important to decide who will beaffected by the establishment of the Call Centre, who should be involved in the planningand what are the cultural expectations of the agency. Part of the process of managingexpectations is to establish a communications strategy that reaches all of these parties andincludes executive briefings.

Once executive and budget approval has been obtained, the next step in launching theproject involves identifying members of the project team. The project team needs to becross-functional to ensure that key stakeholder involvement occurs. A Call Centremanager should be recruited at an early stage to ensure his / her input into theestablishment and operational issues.


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4. Major Establishment Factors

Timing issues

The timetable for the effective implementation of a new Call Centre depends on a numberof key factors, both internal and external. With careful project management andallowance for supply problems, realistic deadlines are achievable. However, if there is alarge degree of customisation in the plans or building information systems, then theimplementation process will take longerDeveloping a Facility Plan

Facility planning for a 200-seat Call Centre can take up to 14-16 months to complete,

from deciding on the size to moving-in. Obtaining the appropriate technology for a CallCentre can result in significant cost savings and efficiencies from both an organisationaland customer perspective. An overall technology platform for a Call Centre wouldtypically include a PABX or exchange-based switch, an ACD-MIS, rostering software, acustomer database and an Internet site.

4.1 TelecommunicationsIt is important to put the right telecommunication systems in place from the beginning, asmistakes are expensive and difficult to rectify. The right technology for a Call Centre isvery difficult to determine as understanding technology requires a comprehension of the

terminology that is being used. Compounding the problem is the rapid advances intechnology and its deployment .

Telecommunications Options

There is a wide range of telecommunications equipment available, from the basic to verysophisticated exchange-based technology. A basic option is to adopt a single contactnumber. A common service is FREECALL 1800, a free telephone service to callers.Other special number services allow customers to call in for the price of a local call, suchas the 10-digit 1300 number. There is also the six-digit 13 number, a service that canidentify the source of a call and direct it to a single answering location. The 13 number is

also available at the cost of a local call, but the annual rental to the agency will besignificantly higher than for a 1300 number.

A basic telephone system for a Call Centre begins with a key telephone system, where thetelephones have multiple buttons and allow the user to select lines for outgoing orincoming calls directly.

A PABX (Private Automatic Branch eXchange) is specialised equipment that actsas an extension of the public network. It allows different telephones within an


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organisation to have their own number (or extension) where calls can be made ortransferred internally. Outside callers can dial a specific extension to reach aperson or section. PABXs are normally purchased or leased from associatedvendors.Automatic Call Distribution (ACD) systems provide flexibility in distributing and

managing inbound calls by automatically keeping callers on hold until the nextCSO is available. An ACD can also prioritise calls in a queue.Automatic Call Distribution-Management Information Systems (ACD-MIS) givecomprehensive management information in real-time, as well as historical information,for effective call management analysis and reporting. It provides reports on 15-minuteand 30-minute call traffic patterns and individual groups or CSOs. Overall Call Centreperformance can be reported and aggregated on a daily, weekly, monthly and year-to-datebasis.

4.2 Information systems requirementsOne of the key building blocks of a Call Centre is the information systems that will be

installed. The suitability of the existing information system will need to be assessed. Aconsultant and / or systems integrator should be consulted to help choose the mostappropriate technology for the agency's needs.

4.2.1 HARDWARE

Hardware, the physical equipment used to operate the software, includes the screens,processing unit or drive, CD-reader, keyboard and printer. There are a number ofdifferent hardware figurations, including stand-alone personal computers (PCs),networked PCs that are part of a local area network (LAN) linked to a central databaseand management control system, and an existing mainframe computer.

If an existing mainframe computer is used, check that its processing capacity will givefast response times (instant access to information). It may be possible to have a separateprocessor dedicated to the Call Centre, but on-line to the mainframes client andtransactional database.

4.2.2 SOFTWAREOne of the most important considerations in choosing software is the question ofcompatibility with the hardware that will be used. Customer contact software shouldprovide CSOs with relevant customer information so that they can handle inquiriesproperly. The system should have the ability to manage new callers as well as regularcustomers, and allow for easy and flexible scripting. It should also incorporate automatictracking of call outcomes and have a calendar and diary that records date and timeautomatically when entries are made and can schedule follow-up calls as appropriate.

Designing in-house systems can be difficult and time-consuming, but there are alreadysophisticated Customer Relationship Management (CRM) programs available that can becustomised for an individual organisation's needs.


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In general, the criteria for selecting the right type of software should be based on thefollowing:

Relationship management capabilities;

Compatibility with existing hardware; Ability to meet required response times (processing speed); User friendly; Call management and scheduling facilities; Input / output options to link with other systems; Local support when things go wrong, training and ongoing

maintenance; Compatibility with other systems, eg, windows-based, Microsoft.

A corporate database interface is used when a database already exists. By integrating thekey fields from the database with the customer contact software, CSOs can viewappropriate screen information. The interface allows data to be transferred between the

corporate mainframe and the customer contact system.

There are also software enhancements for existing information systems that can helporganisations achieve significant efficiencies. Using fewer keystrokes and developing asimpler process for inquiries and / or amendments are two such examples.

A well-maintained customer database is critical for managing ongoing customerrelationships efficiently. A relational database links data from all parts of the organisationand allows the development of a useable database. A customer contact managementsystem collects, stores, organises and updates information so that it can be easilyretrieved and used within the Call Centre. Customer information, transactionalinformation and call contact information can all contribute to identifying trends andcustomer segments for the development of marketing and communication strategies.

Workforce Management Systems

One of the most difficult challenges within a Call Centre is to achieve efficient staffinglevels. Specialised software tools are available to predict the staffing levels required,based on historical call traffic volumes together with key service parameters. Aworkforce management system can be installed to work in conjunction with the ACD, oras a stand-alone system, to forecast call volume and associated staffing requirements. Theultimate goal of workforce management is to determine the optimum ratio of staff to callvolumes and service level standards. The use of rostering software can providesignificant staffing efficiencies.

4.3 Facility planning

A primary goal in the design of a Call Centre facility is to maximise staff performance.Effective Call Centre design can be the difference between a comfortable, teamwork-oriented, low stress environment and one that is confused, cramped and likely to cause


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high staff turnover. The work environment has a direct impact on staff satisfaction andjob performance.

The Call Centre environment should take into consideration ergonomic design, acoustics,lighting levels, air quality, and personal space and privacy. Well-designed furniture will

minimise repetitive strain injury and allow staff to work in comfortable surroundings.Consideration of occupational health and safety issues is a key component in the designof an effective workplace.Proper facility planning will have a major impact on the operational performance of theCall Centre.

4.3.1 CALL CENTRE LAYOUT

Planning the layout of the Call Centre is an important step in providing the rightenvironment for maximum staff performance. The plans should be made with a view tofuture expansion as the volume of calls may be underestimated and the Call Centre maytake on additional responsibilities at a later date.

4.3.2 WORKSTATIONSAn appropriate ergonomic workstation design is a critical factor in staff productivity. Agood design for the placement of workstations will prevent the staff from feeling likebattery hens.


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Chairs should be adjustable to provide both comfort and good back support. Casters onthe chairs will give free movement around the workstation. CSOs spend a lot of timesitting, so the importance of quality chairs cannot be overestimated.

The size of the workstation should be large enough to accommodate computers,

telephones, manuals and shelf space. Adjustable desk heights are preferable, but they arealso expensive. The workstation partition should be just high enough to allow for privacyand to retain the workstation's acoustic advantages, but low enough to ensure staffmembers dont feel isolated from the rest of the team.

4.3.3 ENVIRONMENTAL ISSUES

Lighting: natural and diffused lighting should be used where possible within the CallCentre to minimise glare, reflections and shadows. One option is installing vertical blindsfor daylight control and using glare guards to prevent problems with glare from artificiallighting. The standard lighting in most offices is not suitable for a screen-based Call

Centre environment. Anti-glare options include fluorescent lights with triphosphor tubesand up-lights on the top of workstations.

Ventilation: the Call Centre should have its own air conditioning temperature controlsand provide comfortable and consistent temperature and humidity. If there are extendedshifts, the air conditioning in the building must be programmed to accommodate theserequirements.

Noise: background noise can be stimulating within a Call Centre environment, butexcessive noise levels can cause problems with communication. A relatively noise-freeenvironment is desired. Soft furnishings, such as carpets, partitions, and window blindswill help to absorb sound and minimise noise levels. Headsets with built-in noisereduction facilities will also help.

Recreational Space: given the repetitive nature of telephone call handling and the desk-bound nature of the job, it is important that CSOs have a recreation area separate fromthe workplace. Here they can get away from the phones for short and longer breaks.Special breakout or quiet rooms with comfortable chairs are ideal for this activity.

Kitchen and Lunchrooms: a dedicated kitchen / lunchroom area for staff will helpminimise food consumption at workstations and encourages staff to have a proper breakaway from the phones.

Other rooms: where possible, fit out of the Call Centre should include training rooms,interview rooms and a utility area. A dedicated area for specialist coaching and trainingsessions and a confidential meeting room for discipline or other issues are alsoworthwhile inclusions.

4.3.4 OFFICE EQUIPMENT


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Among the resources required for the efficient day-to-day running of the Call Centre areoffice equipment such as fax machines, photocopiers and printers, whiteboards, trainingroom furniture and equipment, TV / VCR, overhead projector and shelves for stationeryand other office items. Place noisy and distracting support equipment away from the Call

Centre.

4.3.5 SECURITY

Adequate provision should be made for security in the Call Centre. This includesrestricted access to customer records and the database, confidential material, andpersonnel files. Secure areas for files, together with a system of passwords to restrictaccess to information, are two methods that can be used.The telecommunications and information systems room is also likely to be a restrictedarea with access codes required. In addition, access codes are likely to be required foroverall access to the Call Centre facility.

4.5 StaffingAppropriate staffing is one of the most critical aspects in establishing a Call Centre.Ensuring that correct numbers of staff are recruited and deciding on what levels they willbe hired are two key decisions in effective human resource management.

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