Course Duration: 3 Days

Course Category: Soft Skills Training


21 Contact Hours

Operations Management for Contact Center


Course Overview As an operations leader you are required to understand Forecasting, Traffic engineering and Disaster recovery. This seminar is a must have for all the operations leaders who wish to master the nuances of effective operations management. 
Who should attend? The course is designed to benefit operations managers, functional heads, and mid-level management and all support functions managers. 
Why should I attend?
  • It gives the know-how to achieve and sustain performance that balances and increases efficiency and profitability (and productivity and performance)
  • You shall gain insights for role model leadership that inspires and empowers people to do their best


Delivery and Testing
  • The course is conducted in a classroom training environment.
  • The pre delivery assessment would be done using two methodologies:
    • Multiple choice questions to test the knowledge objectively
    • Interview technique to test the depth of the knowledge and practical understanding
  • Post training tests would be administered


Operational Skills and Competencies Addressed
  • Establish service level and quality goals
  • Create and manage a plan to meet service level and quality goals
  • Negotiate, establish and maintain internal and external SLAs with business units and service providers
  • Develop and implement a plan to meet SLAs
  • Establish Key Performance Indicators that enable the center to meet customer requirements
  • Develop working knowledge of Key Performance Indicators
  • Develop and utilize a mechanism to track and report Key Performance Indicator data
  • Forecast workload using statistical techniques Identify and apply principles that enable continuous quality assurance and process improvement
  • Schedule staff to forecasted workload
  • Formulate and execute a call distribution strategy


Course Content
  • Outsourcing Essentials
    • Situations where outsourcing is a viable alternative
    • Advantages and disadvantages of outsourcing customer contacts
    • Critical components of a service level agreement and how to negotiate one
  • Key Performance Indicators
    • Critical KPIs for call center and agent performance and how to calculate them
    • Calculate the service, cost, and productivity implications of staffing decisions
    • Critical KPIs which reflect quality of service as well as service efficiency
    • Most common math mistakes made in call centers today
  • Introduction to WFM
  • Workforce management and its implications on cost and service
    • Why call center staffing is unique & Power of One
    • Step-by-step process of forecasting calls, calculating staff, and creating workforce schedules
    • Ways to improve attendance and schedule adherence
  • Traffic Engineering
    • Traffic engineering and its uses in the call center
    • Five basic traffic engineering models and when to apply each
    • Step-by-step process of solving traffic engineering problems
    • Solving traffic engineering problems common in the call center
  • Building a quality monitoring form
    • Align monitoring form objectives with corporate and call center goals
    •  Critical behaviors those are objective and measurable
    • Data elements needed for effective skill gap and trend analysis reporting
    • Weighting and scoring schemes to emphasize agent skills and knowledge
    • Evaluation standard document that provides a detailed description of each evaluation criterion
  • Calibration corner
    • Benefits of quality calibration and standardizing evaluation scores
    • Components needed for effective calibration meetings
    • Who should be participating in your calibration program
    • Effective quality calibration process
    • Calculate your standard deviation and set realistic deviation goals
    • Five critical factors for facilitating a productive calibration meeting
  • Service Level management
    • Factors which impact service levels
    • Why callers get impatient
    • Actions to manage daily service levels
    • How to measure intraday performance
  • Establishing and managing SLAs
    • About Service Level Agreements
    • Components of SLAs
    • Common problems in management
  • Disaster recovery
    • Components of a Disaster Recovery plan
    • What risks should be identified
    • Elements of facilities, network and systems protection 


Leave a Reply

Your email address will not be published. Required fields are marked *

You may use these HTML tags and attributes: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <cite> <code> <del datetime=""> <em> <i> <q cite=""> <strike> <strong> <font color="" face="" size=""> <span style="">

PMI, PMP, PMBOK, CAPM, PMI-ACP and the Registered Education Provider logo are registered marks of the Project Management Institute, Inc.
CMMI®, Capability Maturity Model®, Capability Maturity Modeling®, CMM®, PCMM® and Carnegie Mellon® are registered in the US Patent and Trademark Office by Carnegie Mellon University.
ISTQB® is a Registered Trade Mark of the International Software Testing Qualifications Board.
IIBA®, BABOK® and Business Analysis Body of Knowledge® are registered trademarks owned by International Institute of Business Analysis. CBAP® and CCBA® are registered certification marks owned by International Institute of Business Analysis. Certified Business Analysis Professional, Certification of Competency in Business Analysis, Endorsed Education Provider, EEP and the EEP logo are trademarks owned by International Institute of Business Analysis.
The APMG-International Agile Project Management, AgilePM and Swirl Device logos are trademarks of The APM Group Limited.
PRINCE2®, ITIL®, IT Infrastructure Library®, and MSP® are registered trademarks of AXELOS Limited. The Swirl logo™ is a trade mark of AXELOS Limited.
The ITIL Licensed Affiliate logo is a trademark of AXELOS Limited.
SCRUM Alliance REP SM is a service mark of Scrum Alliance, Inc.