ICMI Call Center Ops 101 - ICMI @ Dreamforce 2010 Handout - Brad Cleveland

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Call Center
Operations 101

Brad Cleveland,
ICMI

blog:
www.bradcleveland.com/blog

Twitter:
www.twitter.com/bradcleveland

Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved.

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Today’s Agenda

• The emerging environment
– Customer expectations
– CC as hub of communication

• 7 key operational dynamics


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The 10 Key Customer Expectations
• Be accessible
• Do it right the first time
• Meet commitments, keep your promises
• Provide well-trained employees
• Tell me what to expect
• Be socially responsible and ethical
• Treat me courteously
• Be responsive to what I need and want
• Do what I ask promptly
• Follow up


4

Contact Centers as Emerging
Hubs of Communication


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Call Center Operations: 7 Essential Issues

1. The inbound workload arrives randomly
2. There’s a direct link between resources and results
3. There are underlying patterns to customer workload
4. Service level and quality work hand-in-hand
5. Important immutable laws are continually at work
6. You need more staff on schedule than on the phones
7. The demands on agents are increasing


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The Effect of Random Call Arrival
The Workload Bunches Up!
Calling Pattern A Calling Pattern B
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5

4
Calls

3

2

1

0
0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30

Minutes After the Hour


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The Two Major Types of Contacts

1. Those that must be handled when they arrive.
Performance objective: Service Level
Definition: X% answered in Y seconds

2. Those that can be handled at a later time.
Performance objective: Response Time
Definition: 100% response within N hours


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Input: Average talk time in seconds = 180 Internal View: Base
Average after call work (wrap up) in seconds = 30
Contacts per half hour = 250
Staff Calculations
Service level objective in seconds = 20 Source: ICMI QueueView

Calls /
Output: Agents ASA SL Occ TKLD Agent
30 208.7 23.5% 97% 54.0 8.3
31 74.7 45.2% 94% 35.4 8.1
32 37.6 61.3% 91% 30.2 7.8
33 21.3 73.0% 88% 28.0 7.6
34 12.7 81.5% 86% 26.8 7.4
35 7.8 87.5% 83% 26.1 7.1
36 4.9 91.7% 81% 25.7 6.9
37 3.1 94.6% 79% 25.4 6.8
38 1.9 96.5% 77% 25.3 6.6
39 1.2 97.8% 75% 25.2 6.4
40 0.7 98.6% 73% 25.1 6.3


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QueueView Staffing Calculator by ICMI, Inc. Customer View: Calls
Average Talk Time (Sec.) = 180
After-Call Work Time (Sec.) = 30 Delayed
Calls per Half-Hour = 250
Service Level Objective (Sec.) = 20 Source: ICMI QueueView

|<========= Number of callers waiting longer than x seconds
=========>|
Agents SL% 5 10 15 20 30 40 50 60 90 120 180 240
===== === ==== ==== ==== ==== ==== ==== ==== ==== ==== ==== ==== ====
30 24 203 199 195 191 184 177 170 163 145 129 101 80
31 45 156 149 143 137 126 115 105 97 74 57 34 20
32 61 118 111 104 97 85 74 65 56 38 25 11 5
33 73 89 81 74 67 56 47 39 32 19 11 4 1
34 82 65 58 52 46 37 29 23 18 9 5 1 0
35 88 47 41 36 31 24 18 14 10 4 2 0 0
36 92 34 29 24 21 15 11 8 6 2 1 0 0
37 95 24 20 16 14 9 6 4 3 1 0 0 0
38 97 16 13 11 9 6 4 2 2 0 0 0 0
39 98 11 9 7 5 3 2 1 1 0 0 0 0
40 99 7 6 4 3 2 1 1 0 0 0 0 0
41 99 5 4 3 2 1 1 0 0 0 0 0 0
42 100 3 2 2 1 1 0 0 0 0 0 0 0


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Monthly Calls Offered Calls by Day of the Week
180 4500
170 4000
160
Calls in Thousands

3500
150
3000
140
Calls

2500
130
120 2000
110 1500 6-May
Yr. 1
Yr. 1
Yr. 2 13-May
100 Yr. 2 1000 20-May
Yr. 3
90 Yr. 3 500 27-May
80 0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC MON TUE WED THU FRI SAT
Month Day of the Week

200
Half-Hourly Calls Offered
180 MON
160
140 TUE
120 WED
Calls

100 THU
80 FRI
60
SAT
40
20 SUN
0
8:00

9:00

1:00

2:00

3:00

4:00

5:00

6:00

7:00

8:00
10:00

11:00

12:00

Time of Day

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1. Choose service
level/response
time objectives.
9. Repeat for a
higher and lower 2. Collect data.
level of service.

8. Calculate
costs.
The Resource 3. Forecast call
load.

Planning Process

7. Organize 4. Calculate base
schedules. staff.

6. Calculate 5. Calculate
rostered staff trunks (and
factor related system
(shrinkage). resources).


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Components of a Quality Interaction

• Customer can access the contact channels desired
• Contact is necessary in the first place
• Customer is not placed in queue for too long
• Customer is not transferred around
• Customer doesn’t get rushed
• Agent provides correct response
• All data entry is correct
• Customer receives correct information
• Customer captures all needed/useful information
 Continued…


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Components of a Quality Interaction (cont.)

• Customer has confidence contact was effective
• Customer doesn’t feel it necessary to check-up, verify or
repeat
• Customer is satisfied
• Agent has “pride in workmanship”
• Unsolicited marketplace feedback is detected and
documented
• Others across the organization can correctly interpret and
effectively use the information captured
• The organization’s mission and brand is furthered


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Internal View: Base
Input: Average talk time in seconds = 180
Average after call work (wrap up) in seconds = 30 Staff Calculations
Calls per half hour = 250
Source: ICMI QueueView
Service level objective in seconds = 20

Output: Agents ASA SL Occ TKLD
30 208.7 23.5% 97% 54.0
31 74.7 45.2% 94% 35.4
32 37.6 61.3% 91% 30.2
33 21.3 73.0% 88% 28.0
34 12.7 81.5% 86% 26.8
35 7.8 87.5% 83% 26.1
36 4.9 91.7% 81% 25.7
37 3.1 94.6% 79% 25.4
38 1.9 96.5% 77% 25.3
39 1.2 97.8% 75% 25.2
40 0.7 98.6% 73% 25.1


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Key Immutable Laws

• When service level goes up,
occupancy goes down
• The law of diminishing returns

• The powerful pooling principle


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The Dynamics of Size and Pooling
Scenario
Talk: 180 seconds
After-call work: 30 seconds
Service level: 80% in 20 seconds

Calls MSRs Occupancy Calls per Agent
50 9 65% 5.6
100 15 78% 6.7
250 34 86% 7.4
1000 124 94% 8.1


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Thank you for holding. Our agents are currently…
On a break
At lunch
Making internal calls
In a meeting
In the bathroom
Rebooting their computers
Researching something
Sick
On vacation
Getting supplies
Completing after-call work
In training
With other callers
Your call is important to us. Please continue to hold…


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Rostered Staff Factor (Shrinkage)

Rostered
Base Staff Required On Staff
SL RT Absent Break Training Schedule Factor
08:00-08:30 18 4 2 0 0 24 1.09
08:30-09:00 20 4 2 0 4 30 1.25
09:00-09:30 20 4 2 0 4 30 1.25
09:30-10:00 25 5 2 3 4 39 1.3
10:00-10:30 25 5 2 3 4 39 1.3
10:30-11:00 31 5 2 3 4 45 1.25


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Scheduling Realistically

45
40
Rostered Staff Assigned
Number of Analysts

35 Rostered Staff Required
30 Base Staff Required
25
20
15
10
5
0
11:00
11:30

5:30
9:00
9:30

1:00
1:30
2:00
2:30
3:00
3:30
4:00
4:30
5:00
12:00
10:00
10:30

12:30

Time of Day


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The Evolving Role of Agents

• Customers are increasingly
informed, connected
• Channels are proliferating;
writing, speaking, gen-?
• Interactions that require agents
demand ever-higher levels of
skill and analysis
• Leading organizations are
cultivating experiences


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The Contact Center’s Contribution to Value

• Is a major driver of customer satisfaction
• Enables improved quality and innovation
• Enables more focused products and
services
• Enables highly-leveraged marketing
• Provides efficient delivery of services
• Is essential for cultivating self-service
systems
• Creates additional revenue/sales


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To Contact and Connect:
ICMI Office:
International Customer Management Institute:
www.icmi.com or 719-268-0305

Brad, direct:
Brad Cleveland
Senior Advisor, ICMI
bcleveland@icmi.com  208-928-7311 (direct)

Blog: www.bradcleveland.com/blog
Twitter: www.twitter.com/bradcleveland


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ICMI Call Center Ops 101 - ICMI @ Dreamforce 2010 Handout - Brad Cleveland