Call Center核心管理
呼叫中心管理制度
呼叫中心管理制度一、制度目的呼叫中心是企业与客户沟通的桥梁，管理呼叫中心的制度对于提高客户满意度、提升企业形象、增加利润至关重要。
因此，建立科学、合理的呼叫中心管理制度，是保障呼叫中心工作效率和质量的基础。
本制度的目的在于规范呼叫中心各项管理，确保呼叫中心的高效运作。
二、管理原则1. 客户至上呼叫中心的存在是为了服务客户，因此客户至上是呼叫中心的核心原则。
管理呼叫中心的一切行为都应以客户需求和满意度为出发点，提高客户的快速响应率和问题解决率。
2. 人性化管理呼叫中心员工大部分时间都在通话中，因此要求员工耐心、细心、亲切。
管理人员应该以人性化的管理方式，关注员工的心理健康和工作状况，提高员工的工作积极性和忠诚度。
3. 绩效导向以绩效为导向是呼叫中心管理的重要原则之一。
要建立合理的绩效评价体系，激励员工积极性，提高服务质量和效率。
三、管理机构呼叫中心的管理机构主要包括呼叫中心经理和各级主管，他们负责呼叫中心的日常工作和管理。
1. 呼叫中心经理呼叫中心经理是呼叫中心的最高管理者，他负责呼叫中心的整体工作。
包括制定呼叫中心的工作计划和目标、审核呼叫中心的工作效果、协调各项工作等。
2. 各级主管各级主管是呼叫中心的中层管理者，他们负责具体的工作任务。
包括制定呼叫中心的部门计划和目标、指导员工的工作、审核员工的工作效果、协调部门间的工作等。
四、员工管理呼叫中心员工是呼叫中心的重要资源，员工管理直接影响呼叫中心的服务质量和高效运作。
1. 员工招聘呼叫中心的员工招聘应根据呼叫中心的实际需求和岗位要求，制定合理的招聘计划和程序。
严格审核员工的资格和背景，确保招聘的员工素质符合要求。
2. 员工培训呼叫中心员工的培训是提高服务质量和效率的重要手段。
呼叫中心应根据员工的工作职责和需求，定期进行针对性的培训，提高员工的专业素养和服务技能。
3. 绩效考核呼叫中心应建立合理的绩效考核制度，对员工的工作绩效进行全面评估，根据绩效结果激励优秀员工，对表现不佳的员工进行激励或培训。
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建建议议事事项项 **
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服服务务项项目目 记记录录
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动动态态话话术术 **
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讯讯息息广广播播 接接收收
线线上上实实时时 传传真真
呼叫中心系统
Call Center方案
呼叫中心系统 营销销售系统 配件管理系统
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呼叫中心系统
系统流程结构图
Phone Phone WEB FAX SMS
WEB Email
UCC - Communication
呼入管理 呼出管理 网上服务 即时传真 短信息
呼叫中心
网站服务 电邮行销
网站
Phone FTF
主要功能:
– 资料转换精灵/ 资料表定义/ 资料表维护 – 服务内容设定/ FAQ / Q&A 设定管理 – 公告事项/信件发送 – 菜单定义/ 名称定义 – e-Mail内容设定/ 传真档案定义 – 回访流程/ 市场调查 – 行销项目规划 – 联络结果纪录/待办事项
呼叫中心系统
系统模块功能－服务坐席（Agent)
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补货量 = ICO – 有效库存
ICO Replenishment Concept
配件管理系统
IRS系统效益
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厂商
服务中心
服务商
消费者
持续、流畅的配件供应，满足消费者的需要
在保证配件及时供应的前提下，IRS非常有信心将配件总体库存降 低10～15个百分点。如果能够进行流程优化，则可再降低15～20个百
呼叫中心(Call Center)员工培训
• 【总结】 只有了解了应该具备的素质和技能，才有可能在工作 中不断地去提升自我，自觉地去学习技能素质方面的服务 技巧，从而做好客户服务工作。 心理素质、品格素质、技能素质和综合素质这四个方 面探讨了一个优秀的客户服务人员应具备的基本条件。应 该对客户服务工作有一个更清楚的认识。
•
• 6．强烈的集体荣誉感 客户服务强调的是一个团队精神，企业的客户服务人员，需要互相帮助， 必须要有团队精神。什么是一支足球队的团队凝聚力？人们常说这个球队特 别有团结精神，特别有凝聚力，是指什么？是指每一个球员在赛场上不是为 自己进球，所做的一切都是为了全队获胜。而客户服务人员也是一样，你所 做的一切，不是为表现自己，而是为了能把整个企业客户服务工作做好。这 里谈到的就是团队集体荣誉感，这也是品格方面的要求 。
3．各种问题的分析解决能力 优秀的客户服务人员不但需要能做好客户服务工作，还要 善于思考，提出工作的合理化建议，有分析解决问题的能力， 能够帮助客户去分析解决一些实际问题。
4．人际关系的协调能力 优秀的客户服务人员不但要能做好客户服务工作，还要善 于协调同事之间的关系，以达到提高工作效率的目的。人际 关系的协调能力是指在客户服务部门中，如何和自己的员工、 自己的同事协调好关系。有的时候，同事之间关系紧张、不 愉快，会直接影响到客户服务的工作效果。比方说，有些客 户服务主管经常抱怨说，每天的工作就是协调下属之间的矛 盾。很多客户服务人员都是女孩子，女孩子在一块儿，事儿 特别多，都是些鸡毛蒜皮的小事情，结果每天还得去调解这 些矛盾。
5．思维敏捷，具备对客户心理活动的洞察力 对客户心理活动的洞察力是做好客户服务工作的关键所在。所以，这 方面的技巧客户服务人员都需要具备。思维要敏捷，要具备对客户的洞察 力，洞察顾客的心理活动，这是对客户服务人员技能素质的起码要求。 6．具备良好的人际关系沟通能力 客户服务人员具备良好的人际关系沟通能力，跟客户之 会变得更顺畅。 间的交往
呼叫中心最重要的5个管理指标(KPI)
How Does YOUR Call Center Stack Up?Call Center KPI’sThe Five Most Important Performance Indicatorsfor Customer Service Call Centers(Part 2 of a 6-part Series on Call Center Benchmarking)By Jeff Rumburg and Eric ZbikowskiManaging Partners at:IntroductionToday’s call center technologies and reporting packages make it easy to capture copious amounts of performance data. Most call center managers can tell you everything from last month’s average speed of answer to yesterday’s average handle time. But what does it all mean? If my abandonment rate goes up, but my cost per call goes down, is that good or bad? Is my call center performing better this month than it was last month? Despite all the data that call center managers have at their fingertips, most cannot answer a very basic question: How is my call center performing? Perhaps worse, many call center managers are unaware of the critical role – beyond mere measurement – that Key Performance Indicators (KPI’s) can and should play in the call center. This includes the ability to track and trend performance, identify, diagnose, and correct performance problems, and to establish performance goals and assign accountability for achieving the goals.An increasing number of progressive call centers recognize that when it comes to performance metrics, less really is more! They have discovered the 80/20 rule as it applies to call center performance measurement. These world-class call centers have learned that the effective application of just five KPI’s is all that is required for measuring, managing, and continuously improving their call center performance.In this article, MetricNet (), a leading source of online benchmarks and a pioneer in call center benchmarking, identifies and defines the five most important performance metrics for customer support call centers. They provide benchmark ranges for these metrics, and offer a creative approach for combining these metrics into a single, all-inclusive measure of call center performance.The Mighty Power of MetricsMany of us have heard the sage advice “You can’t manage what you don’t measure.” This is particularly true in the call center, where effective performance measurement is not just a necessity, but a prerequisite for effective decision-making. Despite the widespread belief in this statement, few call centers use KPI’s to their full potential. In fact MetricNet’s research, gathered from literally thousands of call center benchmarks, suggests that the vast majority of call centers use metrics to track and trend their performance – but nothing more! Unfortunately, in this mode, a call center misses the real value of performance measurement by failing to exploit the diagnostic capabilities of KPI’s.The true potential of KPI’s can only be unlocked when they are used holistically, not just to measure performance, but also to:Track and trend performance over timeBenchmark performance vs. industry peersIdentify strengths and weaknesses in the call centerDiagnose and understand the underlying drivers of performance gapsPrescribe actions to improve performanceEstablish performance goals for both individuals and the call center overallIn short, performance measurement and management is a critical discipline that must be mastered for any call center that aspires to world-class performance.A simple example will serve to illustrate how this discipline is applied. MetricNet recently worked with a 500+ seat bank call center that was struggling with low levels of customer satisfaction. A quick benchmark of the KPI’s showed that the bank’s First Contact Resolution (FCR) – the number of contacts resolved on initial contact with the customer – was low, at only 71%. Given the strong correlation between FCR and Customer Satisfaction (Figure 1 below), the bank initiated a number of initiatives designed to increase the FCR. These included more agent training hours, and the implementation of performance goals for FCR. As a result, over a period of eight months the bank realized a substantial increase in FCR, and hence customer satisfaction (Figure 2 below).The Five Most Important Call Center MetricsThe average customer service call center tracks more than 25 metrics. A list of the most common metrics is shown below (Figure 3). This is a classic example of quantity over quality, where call centers falsely assume that they are doing something productive and good by tracking all of these metrics. The vast majority of these metrics, however, are only marginally relevant – at best! The five that really matter are as follows: Cost per callCustomer SatisfactionFirst Contact Resolution RateAgent UtilizationAggregate Call Center PerformanceThese five metrics represent the 80/20 rule when it comes to call center performance: 80% of the value you receive from performance measurement and management in your call center can be derived from these five simple metrics!How do we know these are the most important metrics? Is it a hunch? Suspicion? An academic exercise? No, it’s none of the above. We know that these are the five metrics that matter most because the empirical evidence from more than a thousand call center benchmarks supports this conclusion. But let us explain why these metrics are socritically important.One goal of every business is to achieve the highest possible quality at the lowest possible cost. It stands to reason, therefore, that cost and quality should be measured on an ongoing basis. In fact, many would argue that cost and quality are the only two things that really matter. In a call center, the most effective cost metric is cost per contact, and the best indicator of quality is customer satisfaction. With this premise in mind, it’s relatively easy to come up with the next two metrics on our list: First Contact Resolution (FCR), and Agent Utilization.Earlier in this article, we talked about the importance of using metrics as a diagnostic tool to improve performance. So we have to ask ourselves, if customer satisfaction is one of the “foundation metrics” in the call center, how can we affect it? How can we improve it? Put another way, if customer satisfaction is suffering, what is the diagnosis?Well, it turns out that customer satisfaction is affected by a whole range of other performance variables, including Average Speed of Answer (ASA), Call Quality, and Handle Time, to name just a few. But the single biggest driver of customer satisfaction – by far – is FCR! The strong correlation between these two metrics was illustrated earlier in Figure 1. Nine times out of ten when customer satisfaction needs to improve, this can be achieved by increasing the FCR. This is why world-class call centers pay so much attention to this metric. They engage in a variety of tactics to continuously improve FCR, including agent training, investments in knowledge bases, and agent incentives tied toimprovements in FCR.But what about Cost per Call, the other foundation metric in the call center? It is common knowledge that labor, i.e. personnel, is the single biggest expense in the call center. In fact, for the average call center, 67% of all costs are labor related: salaries, benefits, incentive pay, and contractors. By definition, then, labor costs are the greatest lever we have to reduce the cost per call.The best measure of labor efficiency is agent utilization. Because labor costs represent the overwhelming majority of call center expenses, if agent utilization is high, the cost per call will inevitably be low. Conversely, when agent utilization is low, labor costs, and hence cost per call, will be high. This is illustrated in Figure 4 below.Just as world-class call centers are obsessive about maintaining a high FCR, they are equally committed to keeping their agent utilization rates high. This, in turn, has the effect of minimizing cost per call as illustrated above. That said, high utilization rates taken to the extreme, can actually increase your costs by driving agent turnover rates higher. Whenever utilization numbers approach 80% - 90%, that call center will see relatively high agent turnover rates because they are pushing the agents too hard. Extremely high utilization leads to burnout, and that, in turn, leads to turnover. Turnover is one of the most costly things that a call center can experience. In order to proactively manage agent turnover, best-in-class contact centers focus on “career pathing,” training, and time off phones to work on projects. The more time spent off the phones, the more training agents receive, and the more career coaching they have, thelower the turnover will be. This has to be leavened, of course, with the need to keep agents productive on the phones.The formula for determining agent utilization is somewhat complicated. It factors in the length of the work day, break times, vacation and sick time, training time and a number of other factors. But there is an easy way to approximate agent utilization without going to all this trouble:Let’s say, for example that the agents in a particular call center handle an average of1,250 calls per month at an average handle time of 5 minutes. Additionally, these agents work an average of 21 days per month, and their work day is 7.5 hours after subtracting lunch and break times. The simplified utilization formula above would work out to the following:Once again, this is not a perfect measure of agent utilization, but it is quick and easy, and gets you within 5% of the true agent utilization figure.We have now discussed four of the five metrics that are most important for managing a call center. What about the fifth metric? What is aggregate call center performance, and how do we measure it? Can a single measure really tell us the overall performance of our call center? The answer is yes, but as the name suggests, it involves aggregating a number of measures to come up with a combined score for call center performance. MetricNet’s research shows that establishing a single, overall score for your call center is critical. We call this measure the Balanced Score because it truly does communicate a balanced picture of call center performance. This is a mechanism that utilizes the key measures tracked in a call center, including such things as cost per call, ASA and call abandonment rate, and rolls them into a single, aggregate measure of call center performance.The value of this metric, when tracked over time, is that it enables call centers to determine whether overall performance is improving or declining. Oftentimes, when a call center attempts to communicate its performance to other stakeholders in the business, particularly to lay people who do not understand call center operations, they quickly become overwhelmed by the minutia of such measures as speed-of-answer and abandonment rate, and they are confused as to how to interpret the results. They are likely to focus in on one, easily-understood measure like abandonment rate or first-call resolution rate, and draw conclusions about overall call center performance from these two (relatively unimportant) measures. This is a classic case of “missing the forest for the trees”. It is therefore absolutely critical to communicate the overall performance of the call center, and the Balanced Score does that for you. It allows the aggregation of a whole series of measures, the normalization of those measures, and the creation a singleall-encompassing indicator of call center performance on a monthly basis. In this way, the call center can track its overall performance, and, in any given month, may see costs go up or customer satisfaction go down or speed of answer increase, but these individual measures take on a secondary level of importance because the Balanced Score provides a more complete and accurate portrait of call center performance.Figure 5 below illustrates how the Balanced Score is determined.Figure 6 below illustrates the Balanced Score for one call center over a twelve month period. Notice how you can see at a glance which months had improving performance (the balanced score goes up), and which months had declining performance (the balanced score goes down). The good news for this call center is that the overall trend is in a positive direction.Metrics that Don’t Matter (as much)Some of the most commonly tracked metrics in the call center, including ASA and Call Abandonment Rate, did not make the cut of the top five. Why is this? Have we missed something? Why are ASA and Call Abandonment Rate, which are so widely followed in this industry, not included in the top five? The answer is simple…they just don’t matter! That’s right; these metrics which are the foundation of so many service level agreements have almost no impact on customer satisfaction. Worse yet, as these metrics are pushed lower (i.e., lower ASA and lower Call Abandonment Rates) the cost per call increases geometrically! These facts fly in the face of almost all call center wisdom, which holds that ASA and Call Abandonment Rate should be driven as low as possible.If nothing else, in this paper we hope to shatter the myth that ASA and Call Abandonment Rate are important metrics. The reality is that these measures can yield unintended results if pushed too low. They will increase your costs without any corresponding increase in customer satisfaction. In the next section of this article, we will provide some guidelines for appropriate ASA and Call Abandonment Rate targets. And, as you probably suspect, they are higher than you might think.As we stated earlier in this article, these conclusions are based on empirical evidence. Figures 7, 8, 9, and 10 below show how little these two metrics affect customersatisfaction, yet how much they can increase your costs if driven too low.Please keep in mind that ASA and Call Abandonment Rate are not the only “low value” metrics tracked by many call centers. Figure 3 above shows 25+ of the most common metrics tracked by call centers, and the vast majority of these metrics fall into the same category as ASA and Call Abandonment: they add little if any value. Again, if you keep in mind the 80/20 rule of call center performance measurement, and focus on the five metrics identified in the previous section, you can operate your call center very efficiently and effectively.Benchmark Performance RangesAs a company that provides online benchmarks to companies worldwide, and across all major industries, MetricNet relies extensively on benchmarking to establish performance goals and targets for its call center clients. For the five most important call center metrics, Figure 11 below provides a number of valuable benchmarks that may be useful in establishing performance targets for your call center.ConclusionMost call centers commit two major mistakes when it comes to performance measurement: 1) they track too many metrics, and 2) they do not exploit the full potential of their performance metrics as a diagnostic tool.In this article we have shown that you can effectively track and trend your call center performance using just five KPI’s. The two “foundation metrics” that every call center should track on an ongoing basis are Cost per Call and Customer Satisfaction. The nexttwo metrics in the top five are the ones that have the greatest influence on cost and customer satisfaction: Agent Utilization and First Contact Resolution. And the final metric, what we call an aggregate metric because it provides an overall measure of call center performance, is the Balanced Score.These five metrics not only allow you to effectively measure your call center performance, but they enable you to:Track and trend performance over timeBenchmark performance vs. industry peersIdentify strengths and weaknesses in the call centerDiagnose and understand the underlying drivers of performance gapsPrescribe actions to improve performanceEstablish performance goals for both individuals, and the call center overall When it comes to call center measurement and management, less really is more! By tracking just five KPI’s, and using these KPI’s diagnostically to affect positive change in the call center, the job of guiding your call center towards world-class performance can be greatly simplified.Due to space limitations, this article barely begins to scratch the surface on the topic of call center performance metrics. In subsequent articles, MetricNet will continue its series on Successful Benchmarking for the Call Center, with articles on:Benchmarking Peer Group Selection: How to Ensure a Fair, Apples-to-Apples Comparison in Your Call Center BenchmarkThe Benchmarking Performance Gap: Diagnosing the Causal Factors Behind Your Call Center’s Performance GapsThe Cost vs. Quality Tradeoff: How Benchmarking Can Help You Achieve the Right Balance Between Cost and Quality in Your Call CenterThe Benchmarking Payoff: How to Build a Hard-Hitting Action Plan From Your Call Center BenchmarkStay tuned for next month’s article!About the AuthorsThe authors of this article, Jeff Rumburg and Eric Zbikowski, are both Managing Partners at MetricNet, the premier provider of performance metrics, benchmarks, performance reports, and scorecards for corporations worldwide.Jeff Rumburg is a co-founder and Managing Partner at MetricNet, LLC. Jeff is responsible for global strategy, product development, and financial operations for the company. As a leading expert in benchmarking and re-engineering, Mr. Rumburg authored a best selling book on benchmarking, and has been retained as a benchmarking expert by such well-known companies as IBM, Bank of America, and General Motors. Prior to co-founding MetricNet, Mr. Rumburg was president and founder of The Verity Group, an international management consulting firm specializing in IT benchmarking. While at Verity, Mr. Rumburg launched a number of syndicated benchmarking services that provided low cost benchmarks to more than 1,000 corporations worldwide. Mr. Rumburg has also held a number of positions of increasing responsibility at META Group, and Gartner, Inc. As a vice president at Gartner, Mr. Rumburg led a project team that reengineered Gartner's global benchmarking product suite. And as vice president at META Group, Mr. Rumburg's career was focused on business and product development for IT benchmarking. Mr. Rumburg's education includes an M.B.A. from the Harvard Business School, an M.S. magna cum laude in Operations Research from Stanford University, and a B.S. magna cum laude in Mechanical Engineering. He is author of A Hands-On Guide to Competitive Benchmarking: The Path to Continuous Quality and Productivity Improvement, and has taught graduate-level engineering and business courses.Eric Zbikowski is a co-founder and Managing Partner at MetricNet, LLC. Eric oversees all of worldwide sales, marketing and operations, and assists in the direction of MetricNet's global enterprise. Mr. Zbikowski is a knowledgeable leader with nearly 15 years experience in operational management, customer service and performance benchmarking. Previously, he was The Director of Operations, Worldwide Sales and Services at MicroStrategy - a leading enterprise software company. There, he ran worldwide sales operations and assisted in the execution of an overall sales strategy. Prior to that, he was Director of Sales and Marketing at The Corporate Executive Board - a global research firm focusing on corporate strategy for senior executives. Previously, he was a Vice President of Consulting at META Group - a leading information technology research and advisory services firm, where he helped create and launch META Group's Call Center Benchmark for Energy Utilities and fulfilled numerous help desk, call center and customer satisfaction engagements for Fortune 2000 companies. Prior to joining META Group, Mr. Zbikowski worked at The Bentley Group, A TSC Company, where he managed and directed the Information Services Division, focusing primarily on customer satisfaction, competitive analysis and performance benchmarking. Mr. Zbikowski also spent 3 1/2 years at Gartner Group, where he was well-published in performance benchmarking. There, he served as a regular speaker at conference seminars and co-created/launched a quality-management, customer-satisfaction benchmarking service used by CIOs of Fortune 500 companies. Mr. Zbikowski is also extensively involved in the community and is Co-Founder and Vice Chairman of The Board and Chairman of The Development Committee at The Computer Corner, a nonprofit community technology center in Washington DC. The Computer Corner continues to be rated "one of the finest small charities Greater Washington has to offer" by The Catalogue for Philanthropy. Mr. Zbikowski graduated cum laude in Economics from The Wharton School at the University of Pennsylvania, with a dual concentration in entrepreneurialmanagement and marketing.For More InformationFor more information on MetricNet, go to , e-mail us at info@, or call us at 703-992-7559.。
呼叫中心管理
呼叫中心管理随着科技的不断发展，呼叫中心已经成为许多企业不可或缺的一部分。
呼叫中心是一个涉及多种人员和技术的复杂系统，它负责处理大量的电话、电子邮件和短信等客户服务咨询，以及销售和市场营销等业务。
呼叫中心的管理对于企业的运营和发展有着重要的影响，本文将介绍呼叫中心管理的相关内容。
一、呼叫中心管理的概念呼叫中心管理是指对呼叫中心的策略、流程、技术、人员等资源的有效管理，以实现高效的客户服务和业务运营。
呼叫中心管理包括以下几个方面：1.战略规划：呼叫中心管理需要制定一份长远的战略计划，以确保呼叫中心的业务能够与企业的战略目标相一致。
在制定战略计划时需要考虑客户需求、市场变化、技术趋势等多种因素。
2.流程设计：呼叫中心的流程设计是保证客户服务和业务运营正常顺畅的基础。
流程设计必须综合考虑呼叫中心的结构、技术和人员资源，并与企业的其他业务流程相一致。
3.技术支持：呼叫中心管理需要选择适合企业需求并具有高性能的联系中心自动化技术，以提高客户服务效率和降低企业成本。
技术支持包括硬件、软件和网络等技术支持。
4.人员管理：呼叫中心管理需要制定一套有效的人员管理方法，以确保员工能够高效地处理客户服务问题。
人员管理包括招聘、培训、激励以及绩效考核等。
5.数据分析：呼叫中心管理需要建立数据分析体系，以监控和评估呼叫中心的业绩表现。
数据分析可以帮助企业更好地了解客户需求和市场趋势等关键信息，进而改善客户服务和提高业务运营效果。
二、呼叫中心管理的重要性呼叫中心管理对于企业的客户服务和业务运营都有着至关重要的影响。
以下是呼叫中心管理的几个重要方面：1.提高客户满意度：呼叫中心是企业与客户之间的唯一接触点，良好的呼叫中心管理可以提高客户满意度，并进一步促进企业的品牌建设和销售业绩。
2.降低企业成本：呼叫中心管理可以通过改进呼叫中心流程和技术，降低企业的运营成本。
合理的人员管理和绩效考核，可以降低企业的人力成本。
3.提高工作效率：呼叫中心是高度复杂的客户服务系统，良好的呼叫中心管理可以提高企业的工作效率和服务质量，进而增强企业的市场竞争力。
“call-center”呼叫中心运行方案
“call-center”呼叫中心运行方案目录一、“call-center”呼叫中心运行背景二、“call-center”呼叫中心运行目的三、“call-center”呼叫中心运行具体方案四、“call-center”呼叫中心运行工序图五、经费预算六、可行性分析七、合作内容一、“call-center”呼叫中心运行背景1．受国际金融危机的影响，2009年为我国经济最困难的一年，然而2010年是最为复杂的一年。
630万人次的高校毕业生加上往年没有实现就业的人数，可想而知，需要就业的毕业生人数之大。
而每年也都存在着毕业生供大于求的问题。
2．企业进校招聘明显萎缩，签约率大幅下降。
中央到地方都出台了许多措施促进高校毕业生就业，学校也利用各种渠道，引进企业，积极推荐本校毕业生，促进毕业生就业。
3．预期薪酬明显下降。
在严峻的就业形势下，高校毕业生显然在心理上已经完成了向普通劳动者的转变。
4．就业结构性矛盾突出，各专业大学生的就业情况都出现了明显的“冷热不均现象，导致了供需比例失调严重，很多专业毕业生出现了就业困难的情况。
5．专科、高职层次毕业生就业情况明显好于本科生。
专科、高职毕业生对于薪酬的心理预期和职业层次的要求都相对要低，而且基本上都以培养实用型“蓝领”人才为目标，侧重于培养学生的专业技能、动手能力，使得学生的就业成功率大大提高。
二、“call-center”呼叫中心运行目的在严峻的就业环境下，各地高校都积极采取各种措施，促进毕业生的成功就业。
浙江大学宁波理工学院管理分院特此创办“call-center呼叫中心”，旨在全面提升分院对于毕业生的个性化就业指导，有效利用各个类型的企业的招聘信息，为企业匹配合适的人才，同时加强分院的专业建设，全面提高分院学生的竞争力，从而实现提高毕业生就业率、企业找到合适的人才的双重目标。
三、“call-center”呼叫中心运行具体方案1．建立企业与学生数据库（包括不同类型企业招聘数据库、学生数据库、岗位成功匹配数据库等）。
呼叫中心管理call-center
1°Sun 1 1 1 1 1 1 1 1 2 2 4 3 3 2 3 3 1 1 1 1 1 1 1 2 39
Total
Needed:所需的 1 people less / 2 people less / 3 people less / 4/+ people less
0:00-1:00 1:00-2:00 2:00-3:00 3:00-4:00 4:00-5:00 5:00-6:00 6:00-7:00 7:00-8:00 8:00-9:00 9:00-10:00 10:00-11:00 11:00-12:00 12:00-13:00 13:00-14:00 14:00-15:00 15:00-16:00 16:00-17:00 17:00-18:00 18:00-19:00 19:00-20:00 20:00-21:00 21:00-22:00 22:00-23:00 23:00-24:00
Incoming calls forecast
来电预测
1200 1097 1091 1043 1000 899
Number of calls/电话接入量
800 696 648 600 661 597
815 679 660 657 571 554 457 488 362 396 334 293 239 215 285 283 277 286 345 528
Call Center客服系统pps
客服中心服務系統由於資訊的澎勃發展，各大企業為提昇服務品質，延而需求完整的一套服務系統，在競爭自由化的前提下，唯有真正了解客戶的需求，進而提供確切的服務及產品，才能掌握客戶。
「神奇」Call Center客服中心服務系統是一套有效整合辦公室電話與電腦系統，幫助客服人員快速有效的處理大量的Inbound及Outbound電話，不僅增加客戶服務滿意度，提升企業形象並創造更大的商機。
‧Call Center 客服中心‧無需眾多客服人員即可處理大批客服服務，提升服務人次及客戶滿意度‧成本合理，可處理大量Inbound 與Outbound 話量‧客戶電話一打入即可迅速得知客戶資料，省去查詢時間，並能忠實紀錄客戶需求與反應‧交談內容即時錄音，可做為企業教育訓練之範本，改進服務‧傳統客服‧人員配置多，人事成本高‧客戶資料查詢費時‧無法主動掌握客戶需求‧話量讓服務人員疲於低階的服務工作，無法提供更好的專業服務系統比較系統平台•系統硬體需求•Pentium III 1GHz CPU 或以上•256MB 或以上•40GB 或以上•1.44MB軟碟機•52X光碟機•104鍵微軟中英文軟體•PS2滑鼠•15”螢幕或以上•Win2000(P) 或以上作業系統•8 Port 數位語音介面卡•系統軟體•Call Center客服中心系統系統架構系統特點•客戶問題及基本資料完全掌握不須重覆詢問•對談內容完全一致性提昇服務品質•掌握與客戶交談的記錄•問題及待辦的工作追蹤•交談內容錄音存證，或作為教育訓練之參考•客戶滿意度及數量的提升、客戶流失率降低•可依不同的客戶群組分派給不同的專業客服人員服務系統特點•忠實記錄每通來電通話時間、等待時間提供CALL CENTER 有效資訊管理分析•完整記錄AGENT 坐席時間及效率分析•透過對話收集客戶資料與消費行為，做下次促銷活動參考資料•節省大量外撥作業時間系統功能•回電服務顧客可在網際網路上要求客服人員經由公眾電信服務網路(voice over PSTN)立刻回電。
呼叫中心专业术语中英对照
呼叫中心数字化管理之专业术语中英对照呼叫中心数字化管理（Callcenter Management By the Numbers）呼叫中心（Call Center）从值机员（TSR）客户满意指数（CSI）投资回报率（ROI）客户终生价值（CLV）交换机（PBX）自动呼叫分配系统（ACD）交互语音应答系统（IVR）计算机电话集成系统（CTI）联系跟踪软件（CTS）关系管理数据库（RDBMS）自动呼叫分配系统（ACD语音网络服务（VNS）数据网络服务（DNS）线路监听装置（LMD）数据终端监听装置（DTMD）附带监控系统（AMD）计算机辅助电话调查（CATS）实际工作率（Adherence）事后处理时间（After Call Work Time or Wrap—up Time）平均放弃时间（Average Abandonment Time）平均单呼成本（Average Cost per Call）呼叫中心运营成本/全时值机员工作时间（Cost/FTE）平均通话时间（Average Handle Time）平均持线等待时间（Average Hold Time）平均振铃次数（Average Number of Ring）平均排队时间（Average Queue Time）平均应答速度（Average Speed of Answer）平均通话时间（Average Talk Time）average handle time平均单呼成本（Average cost per contact）每小时呼叫次数（Calls per Hour）监听分值（Monitoring Scores）占有率（Occupancy Rate）呼叫放弃率（Percent Abandon）值机员利用率（Percent Agent Utilization）出勤率（Percent Attendance）忙音率（Percent Blocked Call）一次性解决问题的呼叫率（Percent Calls Handled on the First Call）队列放置率（Percent of Calls Placed in Queue）转接呼叫率（Percent of Calls Transferred）电话响应百分比（Percent Offered Calls Answered）服务水平（Service Level）总呼叫数（Total Calls Offered）值机员流动率（TSR Turnover）客户终生价值（CLV）投资回报率（ROI）放弃率（abandon rate）接受型客户（acceptance）可控行为（behaviorally actionable）回归方程的斜率（Beta）统计分析中同时有两个变量起作用的多元分析（Bivariate analysis）置信度（Confidence interval）交差表（Cross—tabulation）以客户为中心（customer—centric）客户的终生价值（customer lifetime value）客户保持度（customer retention）客户占有率（customer share）因变量（dependent variable）外部度量标准（external metrics）内部度量标准（internal metrics）持线等待时间（hold time）自变量（independent variable）负关系（negative relationship）一次性解决问题的呼叫率（percent of calls handled on the first call）队列放置率（percent of calls placed in queue）正关系（positive relationship）优先选择的公司（preferred vendor）平均排队时间（queue time）随机抽样（random sample）回归分析（regression）拒绝（rejection）样本（sample）取样设计（sampling frame）软数据（soft data）显著性检验（statistical significance）分组取样（stratified sampling）调查周期时间（survey cycle time）总呼叫数（total calls offered）值机员流动率（TSR turnover）口碑（word of mouth）事后处理时间（wrap—up time）TSF平均应答时间：单位时间内平均每通电话多长时间才被接通Call Accounting 呼叫中心的统计和管理数据，包括呼入/呼出电话的数量，平均电话时长，呼叫损失等数据。
最新Call-Center23个KPI指标(1)
C a l l-C e n t e r23个K P I指标(1)呼叫中心运营管理中的23个KPI指标及相互关系在实际工作中我也运用了国内外的一些先进的数字化指标，我将这几年来的所有数字化指标进行了分析和汇总，大致有以下与呼叫中心运营相关的23个数字化规范指标。
在不同行业其指标具体数值有所不同，但其计算方法和指标体系的设计思想则是呼叫中心运营管理的通用标准。
一、实际工作率：是一种测试客服代表是否如所计划的那样在他们岗位上工作的方法。
实际工作率的计算结果是一个百分比，它等于客服代表签入系统准备回答电话的实际时间除以客服代表按照计划应当回答电话的总时间，再乘以100。
实际工作率百分比数据一般来自ACD，并且应当每日都作一次报告，并按周和月进行追踪。
我曾经在运作一个外呼项目时做出测试：每个客服代表的最佳实际工作率应该达到92%或者更高。
如果员工实际工作率低于规定目标，应就以下几项内容进行调查：1．呼叫中心现场管理者，如现场主管或TL（TEAM LEADER）在教育与督促员工保持较高实际工作率方面可能做得不够；2．监管人员或质检人员可能不够，新员工没有得到及时指导和帮助；3．客服代表可能对规定有误解；4．缺勤率可能太高；5．相较于呼叫电话量，客服代表从事其他事情的时间可能太多；二、事后处理时间：指一次呼叫电话接听完后，客服代表完成与此呼叫有关的整理工作所需要的时间。
此数据也可从ACD得到。
这一规范应由小组或个人制成日表、周表和月表，还应该做成图形来与过去的记录进行比较。
我曾经做过长时间的测试，一般呼叫中心平均事后处理时间为60秒，建议目标是30秒至60秒。
三、平均放弃时间：指呼叫者放弃呼叫前平均等待的时间，以秒来计算。
我个人观点认为除非特殊需要，与其追踪这一数据，不如追踪放弃率更有价值。
此一数据也是由ACD收集，应每日和每周都做出报告。
据专业人士统计全行业平均时间为60秒，建议标准范围为20-60秒。
以下有两种情况：1．等待时间很短即放弃，表明顾客等待的耐心有限，原因可能是有其它呼叫中心可以选择，也可能是拨打时总是不成功。
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Call Center运营方式
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Call Center类型
企业内部的呼叫中心
外包型的呼叫中心
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Call Center服务方式
呼入方式
呼出方式 呼入与呼出混合方式
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Call Center运营模式演进
客户 热线
客户服 务中心
客户互 动中心
客户关 系中心
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Call Center 四个主要应用
只有人才能全面、准确地理解客户的要求
个性化服务的需要
呼叫中心最先进技术的掌握和运用靠TSR／CSR 来实现
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招聘系统构成
电话语音听试系统 语音听试系统软件 听面试评判系统软件 职业性向测试系统软件 有实际运营经验的招聘专家
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招聘流程
第一步：招聘策划 第二步：公布招聘电话号码 第三步：接受应聘者电话语音听试 第四步：对应聘者作语音听试评判 第五步：对应聘者作面试评判 （录入测试） 第六步：UK职业心理测验（笔试） 第七步：进入培训 第八步：正式录用
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三、CCID顾问公司通过对使用呼叫中心企业的调查，得出 以下结论： 91%的企业认为，呼叫中心可以提高服务质量和用户的 满意程度； 69％的企业认为，它可以增加业务代表处理的呼叫数目； 66％的企业认为呼叫中心可降低电话费用； 56％的企业认为呼叫中心可减少业务代表培训费用； 47％的企业认为呼叫中心可降低销售开销； 38％的企业认为呼叫中心可增加企业收入
IT技术
业务框架 三个基本要素
人员岗位分工
业务流程
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Call Center岗位与职责
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1、三层次结构及其功能
战略发展、投资、计划、监 控、企业文化等
决策层
管理层 经营层
财务、人力资源、信息、 质检等
业务管理与业务处理融为一 体（流程）
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2、三层次结构性能
决策（方向性/资源配置）
管理（效率性/费用控制）
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市场调查
一、据Aberdeen Group调查表明，西方93％的公司首 席执行官认为客户管理是企业成功和更具有竞争力最 重要的因素。 二、据《美国银行家》杂志报道，30％的美国商业银 行能准确地说出谁是他们盈利来源最多的客户；20％ 的商业银行能在10分钟之内讲清楚其重要的银行客户 使用了多少种银行产品，而这种比较优势的获得全部 得益于客户服务中心和CRM的应用
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1、常规需求型
• 表现：说话实事求是，不遮掩，需求明确，能 理解你的服务，希望解决问题。 • 原因：心态正常。
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2、紊乱需求型
• 表现：吞吞吐吐、羞涩、话语不清、条理不明， 说不清自己的需求，只说某某东西坏了，不能 用了，启动不了等等，不讲问题出现的具体部 位、过程等等。 • 原因：技术盲、缺乏信息产品的知识，无法准 确描述故障或问题的所在。爱面子心理，又不 愿意承认自己不懂。
不愿按部就班地做工作
创造型
Байду номын сангаас
书面交流
电脑操作
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4、主要思维是分析型
按部就班的工作 重复性的工作 具体细节的工作
分析型
书面交流
数字工作
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练习
Call Center运营达到什么目标？
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二、Call Center管理架构
42
Call Center需要管理什么？
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管理
＄
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Call Center “管理流水线”概念
财务总监
知识总监
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5、Call Center经营组织架构
Call Center总监
市场部 销售部 技术部 数据部 培训部 运行部
项目1
客 户 项目2 经 理
项目4
项目3
项目5
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6、典型的Call Center职业分工
Call Center总监
Call Center经理 主管 高级话务代表 普通话务代表
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创建“管理流水线”的原则之四
• 通过《企业管理绩效监控系统》监控企业 运行，扩展管理能力，解决集中与分散间 的矛盾
高层管理团队
企业管理绩效监控系统
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绩效监控系统的作用
是企业运行状态的一个观测系统 是实际运行轨道与目标轨道差异的预警 管理者根据偏差反馈调整管理策略
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创建“管理流水线”的原则之五 • 贯彻“以人为本”的管理思想
6、攻击性需求型
• 表现：强烈指责、不满，语速快，不容打断， 甚至进行威胁等等。所提问题基本清晰，但关 联实际问题的内容较少。 • 原因：对故障、使用常识等问题，其责任归结 缺乏自信心，利用指责、抗议、威胁等手段给 自己壮胆，人为制造所谓的声势，然后慢慢地 请求对方予以解决。不仅希望得到实际的优惠 与照顾，同时还要在心理上得到平衡。
人指点、支持。鼓足勇气打进电话，认 为总是多说多问为好。
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5、浮燥需求型
• 表现：不耐烦、没耐心，急躁、不完整说
明问题和需求。
• 原因：性格急躁或自身工作、生活中的问
题导致心情不好，或者自己对技术产品 缺乏信心，但又不愿意认真阅读相关说 明书等资料，期望很高，但遇到具体问 题没有耐心去解决。
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7、虚假需求型
• 表现：需求多变，话题飘忽不定，闪烁其
辞，不满溢于言表等等。
• 原因：主要是因为价格变动或与其它厂家
的价格比较后，觉得自己吃亏了，无处 发泄，又无法解决问题。
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8、好奇需求型
• 表现：口气尊敬、请教态度，偏重软件使
用等等方面的内容。
• 原因：误将计算机产品的购买与自己的培
训、学习混为一谈，无法立即报名参加 培训，但愿意尝试免费电话的咨询。
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基本能力
1.
这里所指的能力是人们在心理活动时信息处理 的速率。
2.
这一能力受遗传、成长发育、衰老、适应、外 干扰（疲劳）等的影响，是各人固有的重要参 数。 能力高的人，即信息处理速度快的人，心理活 动的节奏和头脑中知识库存取速度都快，因此 完成任务快，从外部看此人的综合表现好，能 力高。
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过度6 适度 5 不足4 不特定9
启动性
＊
可变性
＊
兴奋性
＊
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启动性
概念1：心理活动中与着手及开始相关的性格和 行为特征。 概念2：对事物反应快慢、圆滑，感情和意志的 表露性，对相关事物的选择性。
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启动性过度1：感情和意志反应迅速、一有什么 很容易跑在前面、情绪和感情毫不隐讳地表露 出来、并很容易体现到行动中去。 启动性过度2：很容易熟悉事情、着手快。 启动性过度3：很容易感兴趣、一有什么很快就 赞成。
19
市场 1. 市场研究调查 2. 客户资料更新 3. 潜在客户记录的更新 4. 提供试用品(可退换的商品) 5. 主动提供礼品 6. 产品/服务/意见折扣的提供 7. 新产品或服务介绍 8. 当月特色（重点推出）产品或服务
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潜在客户 1. 顾客产生以及其资格审核 2. 顾客资格审定 3. 再次确认顾客的资格 4. 确认电话约会 5. 确认面谈约会 6. 被推荐的潜在客户 7. 对被推荐潜在客户跟踪
60
例：大型呼入功能Call Center职位配置
一位Call Center总监 两名Call Center经理 25个主管 3名培训讲师 技术开发小组，等等
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7、组织机构的特征
1、建立了面向“流程”管理的“扁平化”组织
2、流程应明晰：决策流程、管理流程、客户流程 3、岗位应明晰：经营、管理和决策这三个层次 4、核算应明晰：成本、费用、利润管理中心 5、控制应明晰：事先计划、事中控制和事后分析
6
一、Call Center管理概念
7
Call Center管理目标
8
提高客户的满意度 提高客户的忠诚度
9
增加利润 降低成本
10
Call Center市场概况
11
新的商业竞争焦点领域
有数据表明，全球每年由呼叫中心促成的销售 额已高达6500亿美元； 目前在美国，呼叫中心已形成44亿美元的行业 价值，并且每年以20%的速度增长； 专家预测，在即将来临的二十一世纪，呼叫中 心将会迅速发展成为全球商业竞争的焦点。
• • • • •
基于绩效评价的员工正常晋升体制 提供员工“自我实现”的发展空间 岗位激励体系、知识共享与创新激励机制 分届管理与高层管理的良性退出机制
建设健康、积极、向上、学习、信息共享、 高效的企业文化
52
管理流水线—— 三个基本要素
分析、建立 和优化三者 之间的对应 关系，是企 业管理的基 础。
45
创建“管理流水线”的原则之一
• 建立以人为本通畅高效的管理流程，业务 处理权下放到流程上
传统的 优化后的流程
46
创建“管理流水线”的原则之二
• 实施计算机信息系统支撑流程运行
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创建“管理流水线”的原则之三
• 建立《管理白皮书》作为业务指南
48
“管理流水线”运行指南
《管理白皮书》
人机合一的业务处理流程优化设计 客观设置流程中的岗位 清晰描述各岗位的职责 完善保证职责有效完成的制度体系 建立考评岗位工作情况的定量指标体系
Call Center核心管理
汉普管理咨询（中国）公司
2003年4月28日
1
理念之一
3分技术，7分管理
2
理念之二
管理以客户为中心
3
理念之三
管理以人为本
4
理念之四
管理以提高效率为目标
5
内容提要
Call Center管理概念 Call Center管理架构 Call Center运营层 Call Center决策层 Call Center管理层