Training CSR staff

A wide variety of training programs and methods for call center training programs exist, including,

§  Classroom activities—workshops, seminars

§  Call observation

§  Product knowledge tests

§  One-on-one monitoring and coaching

§  On-line tutorials

§  Tool kits

Call-handling guidelines should be fully documented and communicated to CSRs on a continuous basis. Documentation should be included in initial CSR training and available at the CSR workstation for quick reference. These standards become part of individual and center performance measurements and are the basis of CSR assessment using call monitoring or other performance measurements. In addition to initial training, CSRs should have ongoing training, which may focus on new technologies, sales or help desk skills, collections, or other topics that can improve the knowledge and skill level of CSRs.

Examples of recommended CSR workshop topics for half-day, one-day, and two-day training sessions are provided next. The CSR workshops described are examples of training syllabuses that provide participants with the foundation knowledge and skills required for individual and team success. Along with an emphasis on handling a variety of customer communications, are included the "why" of customer relations, customer requirements, the changing demands and expectations of customers, good and bad customer service, and how to exceed expectations.

Staff selection criteria

The high cost associated with the staffing, training, and relatively high turnover rates in call centers makes it extremely important that recruiting processes ensure the best possible hires. The first major decision is whether to conduct the search internally or externally, using a recruiting agency, or to use a combination of both. If an organization has no experience in the recruitment and selection of call center personnel, then one option is to use a specialized recruitment agency. There are many general recruitment agencies, but it is important to select an agency with extensive experience in selecting call center personnel.

Call centers have unique selection and hiring challenges. Distinct skills and abilities are required when a brief telephone conversation or typed response to an e-mail is the only contact. Call center CSRs must listen, speak, read, type, and analyze all at the same time. Supervisors, team leaders, and managers must possess many of the same skills, along with business/staff management competencies and experience. They will also need to understand voice systems, data collection and interpretation, contact flow, and cost per call.

Telephone interviewing of candidates for all three levels of call center jobs is an essential part of the selection process. The aim of the telephone interview is to establish candidates' work experience, communication skills, telephone voice skills, and selling ability (if applicable). It will also reveal their attitude, enthusiasm, and the creativity of their telephone performance. Another important part of the selection process is role playing, which provides an opportunity to assess how good the applicants are at communicating and selling themselves. Three different role-play scenarios should be used to test the extent of a candidate's customer service orientation, communication skills, ability to handle complaints, and phone selling skills.

The following sections list some of the special skills and competencies that are important skillsets for the call center operating environment and provide some criteria for recruiting and selecting of CSRs, supervisors, and managers.

CSRs

§  Above-average oral and written communications skills

§  Refined sales and customer service abilities

§  Ability to multitask in a fast-paced environment

§  Keyboarding and computer skills

§  Comfortable with intranet and Internet, e-mail, and use of headset

§  Pleasant telephone voice and manner

The recruitment and selection process for CSRs should include

§  Telephone and e-mail screening

§  Behavioral interviews

§  Simulation/role-playing exercises

§  Testing for keyboarding and written communications skills

§  Evaluation of sales and customer service aptitude

§  Screening of references provided

Supervisors/team leaders

Recruiting supervisors/team leaders is similar to CSR recruitment but will emphasize different skills. For this level, experience in leading and managing teams within a call center environment is an important criterion. Interview questions should address these skills and the interview should include role-playing based on specific scenarios involving motivating, coaching, and counseling team members.

The following skillsets are important attributes for supervisors and team leaders:

§  CSR skills and competencies

§  Call center monitoring skills

§  Ability to set up and interpret call center performance measurements

§  Experience with workforce management tools

§  Exceptional mentoring and coaching abilities

§  Working knowledge of voice systems and other call center applications

§  Proficiency in the preparation of reports and charts

The recruitment process is similar to that for CSRs.

Managers

The strategic importance of the call center manager to the establishment and effective operation of the center requires special consideration in recruitment and selection, which may therefore involve an executive search or external recruitment agency that specializes in this type of recruitment. Call center managers should possess the following skillsets:

§  Ability to effectively lead and manage the call center

§  High-level communications skills

§  Ability to achieve agreed-upon targets and key performance indicators

§  Ability to effectively manage resources within defined budgets

§  High-level focus on continuous improvement

Selecting and Training Call Center Staff

This post describes recommended selection criteria for call center CSRs, supervisors, and managers as well as training course content and syllabus topics for all three categories of staff. The number of personnel in each of these categories and the training requirements in a given call center will obviously depend on the size of the call center, that is, how many "seats" there are in the center.

Staff selection and training are important aspects of every call/contact center operation and can be significant determining factors in their effectiveness and productivity. CSRs are the prime human resource focus of the call center, as they should be, because they are the first point of contact with the customer. Supervisors are usually responsible for managing a certain number of CSRs, and managers may have the overall responsibility for the call center operation. Managers and supervisors responsible for operating the sophisticated environment of the modern call center need to be knowledgeable in many areas, including business, team leadership, motivation, counseling, mentoring, scheduling, complaint handling, and incentive programs, as well as being able to communicate an organization's business and objectives. Most centers do not train their supervisors in these skills, nor do they evaluate candidates for these skills during the candidate selection process. This situation has to change if the call center operation is to be successful in meeting an organization's business objectives and its customer relationship strategy. 

Overview

The type of training that most successful centers provide to CSRs, supervisors, and managers heavily emphasizes business training and handling a wide range of call situations. Supervisor and management training programs should not be the extent of the learning process, however. Ongoing learning should also include attending industry conferences and reading trade publications. Networking with other call center supervisors and managers is also a good source of learning and acquiring useful knowledge.

Testing the waters

It is easier for CSRs to make the transition to supervise if they have been well prepared during their time on the front lines. CSRs who exceed performance objectives, demonstrate leadership abilities, communicate well, are technically competent, and have high-level customer service skills should be offered the opportunity to learn other functions and to move into management positions. Call center managers should continually seek out CSRs who are interested in learning and should find learning opportunities for those CSRs who express an interest in a particular area. For example, for CSRs who express the desire to become trainers, managers should provide opportunities for these individuals to help out with the training group, either by assisting in training development or even conducting a training session. Other occasions for these CSRs to try out their management or training skills occur, for example, when a supervisor is out of the center for an extended period of time (e.g., on maternity or medical leave or holidays). On such occasions, a senior-level agent could be asked to be an interim team leader. CSRs aspiring to management roles can also be encouraged to represent their call centers in organizationwide, cross-functional project meetings.

Developing formal and informal methods of nurturing and growing aspiring CSRs into call center supervisors and managers may be time-intensive, but it is also necessary to ensure a successful transition into management. It is difficult for people to be placed in a leadership situation when they are not prepared for the role, either formally or informally.

Motivating call center employees

The aspects of the work environment that motivate call center employees are the same ones that motivate employees in any other work environment, plus some that take into account the special responsibilities of call center staff. These motivational factors, not necessarily in order of significance, can be summarized as follows:

§  Wages

§  Working conditions

§  Work challenges

§  Management appreciation

§  Job security

§  Promotion and career path opportunities

§  Involvement in planning

§  Employer loyalty

§  Tactful human resource policies

§  Coaching and training

Training provides CSRs, supervisors, and managers with the critical knowledge and skills to make a measurable contribution to strategic goals. Appropriate training for center staff can improve productivity and service levels by more than 15%. A training and development plan for the next 12- to 18-month period should be established and should include ongoing training programs for all staff in areas of customer service, sales, and systems/ processes. Additional training requirements will be dictated by what business system/applications are in place—customer service, sales, and help desk, among others.

Some general training issues

In general, it is important to develop a knowledge and skills matrix and curricula that identify the initial and ongoing training needs of CSRs, supervisors, and managers. A reevaluation of skills should be done on a regular schedule to ensure that adequate training is being provided and that there are reference points for defining "subject expertise." It is also important to ensure that call-handling guidelines and other procedures be well documented and available at the CSR's desktop for quick reference. Specific training requirements may differ from one organization to another; however, there are a number of common, key elements that should be incorporated into any initial training program, including

§  Knowledge of the organization, including its mission, vision and core values, key performance objectives, office values, and business strategies

§  Product knowledge—products and services of the organization, including key use, benefits, and pricing (if appropriate)

§  Customer knowledge, including customer profiles

§  Communication skills, including voice skills and call-handling strategies, use of voice mail and e-mail

§  Guidelines for procedures, escalations, quality calls, and monitoring

§  Customer escalation procedures

§  Computer systems

§  Office procedures and hours of operation

An induction and training manual should be developed and should document the entire training program, including lesson plan, facilitator's guide, overhead transparencies, and workshop manuals.

Managers and supervisors/team leaders should undergo management training to provide them with an in-depth understanding of call center management principles. This knowledge is essential for effective day-to-day management of a well-run center and should cover the following topics:

§  Performance management

§  Service-level management

§  Cost of call management

§  Monitoring, analyzing, and coaching

In addition, all call center staff, including supervisors, managers, and support staff, should undergo customer service and sales skills training as part of their initial training programs.

Training strategies

A wide variety of training methods can be employed to facilitate training: classroom activities, call observation, product knowledge tests, one-on-one coaching, and on-line tutorials. Self-paced training aids should be provided for individual reference and self-learning; some training aids, often referred to as tool kits, are specifically designed for the call center environment and written in the form of modules with workbooks and audiotapes. Most centers employ several or all of these methods, depending on the training curriculum.

Supervisors and managers are promoted from within in many call centers, being selected from among the best agents and those who demonstrate leadership qualities. These leaders will provide CSR staff with the "voice" of the organization. They need to be well trained and brought up-to-date frequently. It is therefore important, as an investment in the future of the organization, to provide ongoing training to both new and upcoming supervisors. This training should include a thorough grounding in how to run an effective and efficient call center—from communication skills and workforce measurement techniques to using tools such as Erlang C for measuring service levels, as well as the range of technologies available.

The following sections describe recommended selection criteria for call center staff as well as training guidelines for each level.