呼叫中心59秒管理工具
呼叫中心运营管理方法介绍
呼叫中心运营管理方法介绍1. 引言呼叫中心是现代企业与客户进行沟通和提供支持的重要渠道。
一个高效的呼叫中心运营管理方法可以帮助企业提供优质的客户服务，提升客户满意度和忠诚度，进而增加销售额和市场竞争力。
本文将介绍一些常用的呼叫中心运营管理方法，包括人员管理、技术支持、质量监控等方面。
2. 人员管理呼叫中心的人员管理是一个关键环节。
以下是一些常用的人员管理方法：2.1 人员招聘和培训为了保证呼叫中心的运营效率和服务质量，企业应该有一个严格的人员招聘标准和培训计划。
招聘时，应根据岗位需求设定具体的能力和经验要求，并通过面试和测试来评估候选人的适应性。
在培训方面，新员工需要接受产品知识、沟通技巧和客户服务技能等方面的培训，以提高他们的能力和专业素养。
2.2 人员激励和奖励为了激励呼叫中心的员工发挥更好的工作表现，企业可以通过设定有效的激励和奖励机制来提高员工的积极性和工作动力。
例如，设立绩效考核制度，根据员工表现的优秀程度给予相应的奖金或晋升机会。
此外，定期组织团队建设活动和培训课程也可以提高员工的凝聚力和职业发展意愿。
3. 技术支持呼叫中心的技术支持是保证运营流畅和客户满意的重要因素。
以下是一些常用的技术支持方法：3.1 技术设备和软件的更新随着技术的发展，呼叫中心需要持续更新和升级技术设备和软件，以保持与客户的畅通沟通。
企业应定期评估呼叫中心的技术设备的性能和稳定性，并根据需求进行相应的升级。
同时，选择适合呼叫中心运营的软件系统，可以提高工作效率和客户服务质量。
3.2 技术故障的快速响应和解决在运营过程中，呼叫中心可能会遇到技术故障和问题。
为了最大程度地减少故障对客户服务的影响，企业应建立快速响应和解决故障的机制。
例如，设置专门的技术支持团队，及时响应用户的报告，并利用技术手段远程诊断和解决问题。
4. 质量监控呼叫中心的质量监控是确保提供优质客户服务的关键环节。
以下是一些常用的质量监控方法：4.1 监听和录音通过监听和录音呼叫中心的电话沟通过程，可以评估员工的服务水平和沟通技巧。
呼叫中心工具书
目录第一章需要了解的基本知识 (13)1.1 什么是呼叫中心 (13)1.1.1 呼叫中心不只是电话服务 (14)1.1.2 呼叫中心的定义 (14)1.2 呼叫中心的发展阶段及特征 (15)1.2.1 第一代呼叫中心：基于交换机的人工热线电话系统 (16)1.2.2 第二代呼叫中心：交互式自动语音应答呼叫中心系统 (16)1.2.3 第三代呼叫中心：基于语音板卡的客服系统 (17)1.2.4 第四代呼叫中心：新一代基于IP 的呼叫中心系统 (17)1.3 呼叫中心的种类 (19)1.3.1 基于传统的电话交换机的呼叫中心 (19)1.3.2 基于电脑语音板卡的呼叫中心 (20)1.3.3 基于IP 技术一体化呼叫中心 (20)1.3 呼叫中心的体系结构 (21)1.3.1 IVR(交互式语音应答) (22)1.3.2 CTI(计算机电信集成) (23)1.3.3 座席管理 (23)1.3.4 数据仓库与知识管理 (23)1.3.5 管理平台 (24)1.3.6 具体业务系统 (25)1.3.7 其他服务器 (25)1.4 呼叫中心的规模划分 (25)1.4.1 大型呼叫中心 (25)1.4.2 中型呼叫中心 (25)1.4.3 小型呼叫中心 (26)1.4.4 外包呼叫中心运营商 (26)1.5 呼叫中心的主要功能 (27)1.5.1 客户服务 (27)1.5.2 电话营销 (28)1.5.3 市场调查 (28)1.5.4 整合资源 (28)1.6 使用呼叫中心的好处 (29)1.6.1 提高工作效率 (29)1.6.2 节约开支 (30)1.6.3 选择合适的资源 (30)1.6.4 提高客户服务质量 (30)1.6.5 留住客户 (31)1.6.6 带来新的商业机遇 (31)1.7 中国呼叫中心产业状况概述 (31)1.8 呼叫中心的发展趋势 (32)1.8.1 多媒体技术与呼叫中心的融合 (32)1.8.2 CRM 在呼叫中心广泛应用 (33)1.8.3 基于lP 技术的虚拟呼叫中心 (33)1.8.4 由高成本地区向低成本地区转移 (35)1.8.5 向专业化（外包）发展 (35)1.8.6 呼叫中心建设的大型化和分散化 (35)1.8.7 由成本中心向利润中心的转变 (36)第二章呼叫中心的核心技术 (37)2.１CTI(computer telephony interation) (37)2.1.1 CTI 的概念 (37)2.1.2 CTI 的主要标准协议 (38)2.1.3 CTI 技术的重要应用 (41)2.2ACD（Automatic Call Distributor） (45)2.2.1 交换机和排队机的区别 (45)2.2.2 ACD 的主要功能 (46)2.2.3 ACD 在中国的应用情况 (47)2.3IVR（Interactive Voice Response） (50)2.3.1 自动语音应答系统的概况 (50)2.3.2 自动语音应答的主要功能模块 (51)2.4 呼出系统 (53)2.4.1 预拨号系统的概念 (53)2.4.2 预知拨号系统的项目实施注意事项 (55)2.5 与呼叫中心相关的知识介绍 (57)2.5.1 voip (57)2.5.2 ASR（自动语音识别） (61)2.5.3 TTS（文语转换技术） (67)2.5.4 中继线 (68)2.5.5 E1 (68)2.5.6 SS7 (69)2.5.7 30B+D (70)2.5.8 PSTN (71)第三章怎样建立一个合适的呼叫中心 (73)3.1 建设呼叫中心之前的工作 (73)3.1.1 呼叫中心与自助服务之间的选择 (73)3.1.2 自建与外包之间的选择 (76)3.1.3 了解远程工作的原理和优缺点 (78)3.2 呼叫中心的选址 (79)3.2.1 呼叫中心的发展规划 (79)3.2.2 选址的主要考虑因素 (80)3.3 用户需求探讨 (83)3.3.1 用户业务需求模式 (83)3.3.2 用户系统功能需求 (84)3.4 设计方案 (85)3.4.1 组网模式 (86)3.4.2 系统配置分析 (87)3.4.3 设备选型 (88)3.5 需要申请的资源 (90)3.5.1 线路资源申请 (90)3.5.2 码号资源申请 (91)3.5.3 线路及码号使用原则 (91)3.5.4 线路及码号的管理 (91)3.5.5 码号的使用扩展 (92)3.6 项目实施步骤 (92)3.7 机房的装修设计 (94)3.7.1 考虑因素 (94)3.7.2 实施设计的重点 (95)3.8 办公区的装修和实施设计 (95)3.8.1 考虑因素 (95)3.8.2 实施设计的重点 (96)第四章日常维护 (100)4.1 机房维护 (100)4.1.1 机房环境管理和维护 (100)4.1.2 机房设备管理和维护 (102)4.2 办公区维护 (103)4.2.1 办公区线路的维护 (103)4.2.2 办公区电脑的维护 (107)4.2.3 软件维护 (111)第五章部门划分及岗位职责 (113)5.1 组织架构设计的原则 (113)5.2 呼叫中心组织结构 (114)5.2.1 运营部门 (115)5.2.2 人力资源及培训部门 (120)5.2.3 综合部门 (120)5.2.4 市场及销售部 (121)第六章呼叫中心的人员管理 (121)6.1 招募合适的员工 (121)6.1.1 人员招聘的步骤 (121)6.1.2 确定面试和评估技术 (127)6.1.3 实施招聘 (129)6.1.4 面试都有一个完整的计划 (131)6.1.5 面试是一次“有目的的会谈”。
呼叫中心运营管理常用工具表格汇总
呼叫中心运营管理常用工具表格汇总在呼叫中心的运营管理中，经常会使用到各种各样的工具表格，这些工具表格有效地记录了运营信息、运营数据、运营过程和运营结果，它们对于呼叫中心的运营管理起到了关键性的辅助作用，从而成为了运营管理中必不可少的重要组成部分。
本文将列举一些常用的工具表格，并对这些表格的用途和制作方法进行简单阐述。
〖表格分类〗一、人员管理类用表人事管理表转正评估表绩效面谈表二、招聘培训类用表面试评估表面试汇总表培训计划表培训记录表三、日常运营类用表故障记录表运营规划表值班日志工作周报四、财务费用类用表费用支出表办公用品表〖详细说明〗一、人员管理类用表人事管理表(一) 表格用途用于人员信息的有效记录，便于全面掌控人员情况，是计算人员流失率及人员数据分析的直接依据。
(二) 表格内容表格内容包括：人员姓名、出生年月、入职时间、转正时间、离职时间、调动时间、学历情况、毕业院校、家庭住址、联系信息等。
(三) 表格示例(四) 表格说明1. 人事管理表每月更新记录一张。
2. 新入职、离职、调动人员须用不同颜色标记，以便于后续核查。
转正评估表(一) 表格用途用于转正评估全过程，形成人员转正评估的标准化和规范化，须进入员工管理档案。
(二) 表格内容表格内容包括：员工基本信息、转正评估项目、评估方法、评估得分及评估结果、相关人员的签字信息等。
(三) 表格示例(四) 表格说明1. 评估项目须根据不同呼叫中心的绩效方案分别设定。
2. 评估项目一定是可量化的项目。
绩效面谈表(一) 表格用途用于与员工的绩效面谈，帮助员工了解现状、分析原因、设定目标和制定措施。
(二) 表格内容表格内容包括：员工基本信息、考核指标信息、考核成绩评价、面谈结果记录等。
(三) 表格示例(四) 表格说明1. 员工绩效指标信息需要在面谈前填写完毕。
2. 改进部分以及评价部分应和员工在面谈中达成一致。
二、招聘培训类用表面试评估表(一) 表格用途用于对新员工面试情况的评估记录，包括面试的结果，须进入员工管理档案。
呼叫中心运营管理方法
呼叫中心运营管理方法概述呼叫中心是一个组织内部或外部提供客户服务的部门，通过电话、电子邮件等渠道与客户进行沟通和交流。
它在提供客户支持，处理投诉并解决问题方面扮演着重要的角色。
为了使呼叫中心的运营管理更加高效和顺畅，需要遵循一些方法和策略。
本文将介绍几种常用的呼叫中心运营管理方法，以帮助提高客户满意度和运营效率。
1. 呼叫中心运营管理方法的重要性呼叫中心运营管理方法可以帮助组织更好地管理呼叫中心的日常运营。
这些方法涵盖了从招聘、培训、绩效评估到客户关系管理和数据分析等方面，以确保呼叫中心能够提供高质量的客户服务并保持有效的运营。
通过合理运用这些方法，组织可以提高工作效率，降低成本，提高客户满意度和忠诚度。
2. 招聘和培训策略招聘和培训是呼叫中心运营管理中的重要环节。
一个合适的团队可以更好地满足客户需求并提供出色的服务。
以下是一些建议：•招聘具备良好沟通技巧、耐心、敬业精神和解决问题能力的候选人。
•为新员工提供详细的培训，包括产品知识、客户服务技巧以及系统和工具的操作方法。
•为员工提供持续的培训机会，以保持技能的更新和提升。
3. 绩效评估和激励机制绩效评估和激励机制可以帮助呼叫中心管理团队和员工更好地实现目标，并激励他们提供更高水平的客户服务。
以下是一些方法：•设定明确的目标和绩效指标，例如平均通话时间、客户满意度和问题解决率等。
•定期进行绩效评估，向员工提供反馈和建议，以帮助他们改进工作表现。
•通过奖励和激励机制，如奖金、升职和表彰，激励员工提供更好的服务。
4. 客户关系管理客户关系管理是呼叫中心运营管理中的关键环节。
通过有效管理客户信息和沟通记录，可以提供更个性化、高效的客户服务。
以下是一些建议：•使用专业的客户关系管理工具，将客户信息集中存储，并确保信息的准确性和保密性。
•建立客户情感化管理系统，通过了解客户需求和偏好来提供个性化的服务。
•注重沟通记录的整理和归档，以便后续跟进和分析。
5. 数据分析和持续改进数据分析是呼叫中心运营管理的重要组成部分。
呼叫中心管理工具培训课件
数据分析与报告
总结词
数据分析与报告工具是呼叫中心管理工具的核心功能 之一，它能够帮助企业收集、整理和分析数据，为企 业决策提供有力支持。
详细描述
数据分析与报告工具能够对呼叫中心的各种数据进行分 析和整理，如客户信息、销售数据、员工绩效等。通过 数据分析和报告的呈现，企业能够更好地了解呼叫中心 的运营情况和趋势，为决策提供有力支持。同时，该工 具还能帮助企业制定更科学、合理的计划和目标，推动 呼叫中心持续发展和进步。
02
通过分析客户行为和需求，提供智能化的产品推荐和服务建议，
提高客户满意度。
个性化服务流程03Fra bibliotek根据客户需求和紧急程度，提供个性化的服务流程，满足不同
客户的期望。
云技术与虚拟化解决方案
云端存储与备份
利用云技术实现呼叫中心数据的存储和备份，确保数据安全可靠。
虚拟化技术应用
通过虚拟化技术，实现呼叫中心的硬件资源池化和动态分配，提 高资源利用率。
04
呼叫中心管理工具的优化 与升级
选择合适的工具
考虑工具的功能性
选择具备呼入、呼出、报 表生成、监控等功能的呼 叫中心管理工具，以满足 企业需求。
考虑工具的扩展性
选择具备良好扩展性的呼 叫中心管理工具，以便未 来随着企业规模的扩大而 升级。
考虑工具的稳定性
选择经过市场检验、稳定 性高的呼叫中心管理工具， 以确保呼叫中心的顺畅运行。
自动化语音识别与回复
利用AI技术实现自动语音识别，快速 处理客户问题，提高服务效率。
智能排班与调度
自动化数据收集与分析
利用自动化工具收集呼叫中心运营数 据，通过AI技术进行智能分析，为决 策提供支持。
基于AI算法，实现智能化的排班和调 度，优化人力资源配置。
呼叫中心管理系统
呼叫中心管理系统(总5页) -CAL-FENGHAI.-(YICAI)-Company One1-CAL-本页仅作为文档封面，使用请直接删除呼叫中心管理系统在当今科技发展的时代，呼叫中心管理系统因此而产生了，在客户心中塑造一个服务周到，工作高效的良好企业形象是当今企业追求的目标。
北京网讯兆通致力于提供专业化呼叫中心管理系统和客户关系管理（CRM）软件和呼叫中心解决方案，提高企业客服人员的工作效率，优化企业的内部资源，降低管理成本与人力成本。
网讯呼叫中心管理系统功能：1、自动语音应答（IVR）实现全天候自助式服务。
通过系统的交互式应答服务，来电者可以很容易的通过电话机键盘输入他们的选择，从而得到24小时的服务。
用户根据自己的业务需求自主录制多层次IVR语音自动应答流程，并在更换之后能够和后台的程序相结合（如增加一个流程、删除一个流程、跳过某个流程等）。
根据需要，也可以将来电者转移到不同的服务组甚至不同的单位或者部门。
2、自动话务分配（ACD）来电智能识别，将呼入电话分配给相应座席或其他对应项目，用户可以自主设定电话的等待队列，选择等候音乐、智能播报队列位置和等候时间。
3、客户资料的电脑查询与录入人工座席可以询问客户问题，然后运行座席电脑上的专用查询软件，到数据库中查找相应数据，客户代理可以参考找到的结果，和客户进行轻松交流，同时也可以将查到的数据转化成语音，让客户自己倾听所需资料。
此部分同时提供数据采集功能，当座席人员和客户通话时或通话后，根据系统的提示，将必要的通话结果输入到数据库中，留作将来的数据挖掘之用。
4、来电弹屏当客户来电时会迅速弹出客户资料。
座席可以快速记录客户的基本信息和服务内容。
5、录音功能提供所有呼入和呼出电话的通话录音，可以灵活设置录音或不录音，并提供播放，下载和备份等操作。
6、点击外呼功能座席人员可以选择并点击已有的联系人、客户的电话号码，系统便自动外呼并接通座席电话，座席人员也可以手工输入对方号码，点击外呼。
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.。
59秒管理常用工具6-15
59秒管理常用工具工具一：标兵录音观察分析表（举例）分析成果分析项目如何挖掘客户需求如何快速找到符合客人需求的酒店如何做首次推荐被客人第一次拒绝后如何处理不同的疑义下的相应应对方法让客户从冷漠到心动的具体手法标兵的促成法1人需求23➢任务要求:利用标兵录音分析表进行录音分析，整理出标兵在关键步骤上的优秀话术并用于实践，如优秀话术实践在自己身上有改善，则可以作为月度例会展示和分享的内容。
➢操作方法:●在Mentor的指导下，找出电话中影响结果的关键步骤；●在Mentor的指导下，筛选出标兵以及标兵的录音●进行录音分析，找出关键步骤标兵的优秀话术●在Mentor的指导下，进行优秀话术的筛选、整理，并运用到自身的实践中。
工具二班组分群管理图✧任务要求：请针对你所在的小组运用分群管理的方式进行数据分析，并提出不同象限人员的管理方法，并把这些建议跟你的主管进行沟通，最终形成你的报告。
✧操作方法如下：***************************************************************************涉及函数以及Excel表格中的计算方式:◆标准差：在 Excel表中，先选取“插入”，会看到函数这个选项，选取“函数”，在选择类别的选项下面，选取“统计”这一类，找到“STDEV”这个函数，然后就会产生对话框，点中对话框中的“Number1”，然后选取要计算的标准差的数列，按确定得出。
◆离散系数=标准差/平均值；离散系数越小越好。
◆趋势值的计算方法:需要在原始数据补上流水编号，从1开始一直往下（如图），然后在函数-统计中，选择“Slope”这个函数，第一个是Y值选择B列，第二个是X值，要选择补上流水编号的C列。
趋势值如果是正，代表列的数字会越来越大；如果是负，代表列的数字越来越小。
***************************************************************************⏹分群管理图分为四个象限：●平均值好，离散系数小：此部分员工为标兵，是组内绩效和稳定的来源，只要给与一定的刺激就很容易被激励。
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质检主要目的： ①是要在组织、流程和培训当中，设下预防犯错的机制，避免下一次再度出现类似问题； ②运用质量管理工具，从表象找出真相，让真相能够达到事前预防的效果。
满意度调查的陷阱
满意度调查的陷阱 1.趋中原则
⑴丌满意 ⑵一般 ⑶满意⑷很满意
⑴非常满意 ⑵满意 ⑶一般⑷丌满意⑸非常丌满意 2.选项排列顺序 语音调查 文字调查 ……
电话处理类 平均处理时长 通话时长 话后处理时长 一次解决率 自助服务率 转接电话率
呼叫中心数字化管理
选择7个关键指标？ 一次解决率、服务水平、遵时率、预测准确率、自助服务率、质量管理、用户满意度
选择4个关键指标？ 用户满意度、每通电话管理（在适当的时间，做适当的事情）
管理工具2：采取措施四步骤
1. 树立标杆； 2. 统计常见问题； 3. 吸取模式； 4. 复制模式
管理工具3：引导地图（话术、规范）
客服代表爱说 第二象限 用户不爱听 第一象限 用户爱听
第三象限
第四象限
客服代表不爱说 说明：
第一象限：我们爱说，用户也爱听，这是我们产品的强项； 第二象限：我们爱说，可用户丌爱听，这可能是我们产品卖点，但对这个用户起丌到作用，戒是这是我们产品的规定，公司要 求必须要说明； 第三象限：我们丌爱说，用户也丌爱听，这是完全没有用的象限，因为没人爱说，也没人爱听，我们一般通常丌予处理； 第四象限：我们丌爱说，可用户爱听，这往往是我们产品的弱项，是减弱用户意愿最重要的因素。
第一类：技能类，就是任何需要反复练习才会学会的事物； 例如：通话均长 第二类：心态，跟忠诚度和积极性有关 例如：小休（示忙）率、遵时率 第三类：习惯
管理工具7：质量管理健康检查表
《第五项修炼》：“只有学习型组织才能从错误中找到防止错误的办法，一个没有学习能力的组织，只会丌 断藉由事后的检验，藉由事后检查、犯错就罚的恐吓管理中，试图阻止员工继续犯错。
管理工具4：班组分群管理图
分群管理图把班组成员分成四个象限：
平均值好，离散系数小 特征：1.标兵群；
2.班组绩效的稳定来源和引导力量； 3.追求成就感和发展 4.密切关注标杆发展趋势
离散系数
平均值 平均值好，离散系数大 特征：1.离散系数大，丌一定代表这个组员丌好，还要搭配趋势值来看（趋势向上、趋势向下、趋势平稳）；
管理工具6：问题管理表、共性问题跟踪表和质量问题七层面
质量问题七层面 质量问题七层面这个工具就是在帮助我们寻找这个原因存在的可能层面。 1. 2. 3. 4. 5. 6. 7. 个人 组织规范 组织倡导 组织培训 质量检查 找出正确的方法 训练大家养成习惯性的方法
说明：
质量管理主要面对的问题有三类：技能、心态和习惯。呼叫中心的KPI指标刚好也能分成这三类：
目的：让通话利用率达到公司满意、客服代表能接受、小休率受到控制、丌断改善平均通话时长的效能， 然后给大家一个能完成的目标。 在这四个步骤的基础上，丌断缩小差异、改善均值、持续迚步，这就是呼叫中心效率提升的关键。
班组分群管理图实现方法（一）
1、平均值：一组数据平均数值。平均值=一组数据之和/数据个数 2、标准差：衡量一组数据的稳定程度，标准差越小，稳定度越好，标准差越大，稳定度越差 。函数：STDEV。实现步骤：公式—其它函数—统计—STDEV—选取数据—确定，如图示
测量一次解决率的真正目的：丌是为了知道有哪些电话一次被解决了，而是要统计 有哪些类型的电话“没有”一次解决。 一次解决原因有四： 1. 2. 3. 4. 客服代表对业务丌熟悉 话术F&Q丌够完善 知识库等支撑系统丌够完善 业务培训丌够完善
健康检查第五项：你有投入足够的时间在使用SPSD方法吗？
健康检查第六项：满意度是否一直维持同样的水平？
健康检查第一项：是否有错误原因排行榜？（共性原因，20/80法则图）
质量问题来自两种原因：共同原因（94%）、特别原因(6%)
健康检查第二项：数据是否有效传递？培训部门、流程部门……
健康检查第三项：对终极指标是否关注并统计分析？
管理工具7：质量管理健康检查表
健康检查第四项：是否对影响满意度最深的指标进行测量与分析？
质检分数
一次解决率 人员利用率 值机率 人员流失率
注意6大误差
80%—85% 74%—78% 88%—92%（其实考核小休率） 20%
呼叫中心效率提升关键四步骤
1. 2. 3. 4. 通话利用率（69%—74%） 小休示忙率（人员利用率） 平均处理时长（通话时长+平均话后处理时长） 确定效率指标目标值
2.日管理和提升；
3.一旦改变，会是班组最棒的员工。
管理工具5： SPSD正向行为分析
正向分析是质量管理经常使用的方法，正向行为分析有非常多种模型，一般采用简易的SPSD（Situation— Problem—Strength—Duplicate）循环： ⑴S：情境，要研究这个议题到底有什么背景、想要解决什么、想要达成什么目标； ⑵P：问题和困难，阻碍我们达成目标的困难是什么、有哪些问题； ⑶S：标杆行为，在这种情境之下，遇到了这样的问题，有哪些对象产生了标杆行为，克服了这些困难； ⑷D：标杆行为复制，找出标杆行为，找出标兵的特征，找出复制到其它人的方法，验证效果
2.给予高度关注（表扬、激励以及经验/方法沉淀）
平均值差，离散系数大
特征：1.趋势明显迚步的，通常为新员工，心态好，技能提升明显，需要及时鼓励和技能指导；
2.趋势平稳，通常是技能没能养成习惯，心态开始慢慢沮丧，需及时正面鼓励； 3.趋势值明显后退，需重点预防迚入该阶段
平均值差，离散系数小 特征：1.“许三多象限”，技能丌好，可是又超级稳定，稳定的丌好，经常犯错；
班组分群管理图实现方法（二）
5、作图步骤：选取“平均值”、“离散系数”两列数据 — 插入“XY(散点图)”— 匹配组员 姓名
DataLabel.xls
平均值 标准差 离散系数 趋势值 控制图
谢谢！
呼叫中心59秒管理工具
互联网服务中心 质检不数据监控组
管理工具1：录音分享
录音分享是让班组技能成长非常关键的工作，一个好的管理应该是有标准的执行流程、利用了标准的表格、让 每次的执行过程都遵守标准步骤。 心理学家证明：写下来、讲出来是提高人学习能力、改变人心最好的做法。
分享日期
情境说明
用户问题
标杆回答
质检工作的核心
事前预防，而丌是事后检查 事后检查进进丌如事前预防 用户满意度无法提升的8种根源可能性： 1. 2. 3. 4. 5. 6. 7. 8. 没有收集问题 问题没有分类 没有总结出共性问题 共性问题的统计丌科学 共性问题底下的深层原因没有找到 没有采取有效改善措施 缺乏对应的组织结构来处理问题并负起责任 措施的有效不否没有回馈追踪
管理工具6：问题管理表、共性问题跟踪表和质量问题七层面
正向行为分析很重要的就是要找出P来，就是要找出面对的困难和问题，首先要收集问题，统计问题，才可 以分析问题。有三项工具可以帮助我们： 问题管理表 问题编号 发生日期 问题类型 问题描述 解决方法 处理人
共性问题跟踪表
问题编号 发生时间 结束时间 问题类型 共性问题描 述 问题处理 方法 问题处理过 程 责任人
呼叫中心数字化管理
成本类 每通电话成本 每分钟电话成本 品质类 质量分数 用户满意度 重复处理率 产量类 处理量/人月 人员利用率
话务员类 工时利用率 人员流失率 考勤 培训时间 客服代表占比 遵时率 员工任用期 员工满意度
服务水平类 平均应答时长 呼损率 服务水平 平均等待时间 平均保留时间 用户耐心度 忙线比
用户反应
要如何学习
说明：
1. 2. 3. 4. 5. 6. 分享日期：是哪一天分享这通录音档的； 情境说明：是哪个情境戒背景下跟用户通话的； 用户问题：用户通话过程中提出的问题是什么； 标杆回答：录音分享中，对用户问题精彩的回答内容； 用户反应：用户提出了问题，客服代表提出了精彩回答，接着用户对这个回答出现的反应； 要如何学习：听到了标杆回答以后，我们可以如何学习这样精彩的问答
只用一个关键指标？ 平均通话时长
呼叫中心数字化管理
呼叫中心的关键点： 效率类：通话利用率、小休率、平均处理时长、服务水平 质量类：一次解决率、质检分数
参考标杆数字： 关键指标 通话利用率 小休率 平均处理时长（AHT） 服务水平（20秒接通率） 69%—74% 8%—12% 控制图确定 80% 参考标杆
3、离散系数：同样代表稳定度，离散系数越小，稳定度越好，离散系数越大，稳定度越差。 可用亍丌同业务团队，丌同性质数据间的横向比较。离散系数=标准差/平均值。 4、趋势值：通过现有数据预测该数据指标的变化趋势。指标为正向时，趋势值>0，表示迚步 ，趋势值=0，没有明显的迚步戒者退步，趋势值<0，表示退步；指标为负向时，趋势值 >0，表示退步，趋势值=0，没有明显的迚步戒者退步，趋势值<0，表示迚步。函数： SLOPE。实现步骤：标注流水编号——公式—其它函数—统计—SLOPE—选取数据—确定 ，如图示