FLEXIBLE SERVICES CALL CENTER
PROCEDURES MANUAL
TABLE OF CONTENTS
1. Introduction .......................................................................................................... 1
1.1 What is the mission of CDTA……………………..…………………………………..…1
2. Human Resource Management Practices .......................................................... 2
2.1 Ongoing staff development and training .................................................................... 2
2.2 Recruitment and selection of call center employees .................................................. 2
2.2.1 Dress Code ............................................................................................... 2
2.3 Scheduling and rostering ........................................................................................... 4
2.3.1 Shift Considerations.......................................................................................... 4
2.3.2 Workforce Management ................................................................................... 4
3. Motivation and Incentives ................................................................................... 5
3.1 Rewards and recognition programs ........................................................................... 5
3.2 Motivation events ...................................................................................................... 5
3.3 Fatigue and burnout .................................................................................................. 5
4. Performance Measurement and Reporting ........................................................ 6
4.1 Call Center performance ........................................................................................... 6
4.2 Individual performance management......................................................................... 7
4.3 Other performance indicators .................................................................................... 7
4.4 Improving Call Taker performance ............................................................................ 7
4.5 Performance reporting ............................................................................................... 8
5. Quality Assurance and Performance Management ........................................... 9
5.1 Call monitoring .......................................................................................................... 9
5.2 Customer call-back strategies ................................................................................. 10
5.3 Mystery calling ........................................................................................................ 10
5.4 Processes and procedures ...................................................................................... 10
1. INTRODUCTION
This Call Takers procedures manual was developed using industries best practices in order to
contribute to a reduced cost-per-transaction as well as increased customer and staff satisfaction
levels.
This report is divided into seven key areas. The second section, human resource management
practices, introduces strategies designed to motivate staff and reduce attrition rates. It addresses
advanced human resource practices, including career paths.
Other sections focus on the importance of motivation strategies and staff recognition, performance
measurement and reporting, and quality assurance practices.
1.1 WHAT IS THE MISSION OF CDTA
Overall, CDTA plans, finances, implements and delivers transit services that take people where they
want to go in the Capital Region safely, efficiently and at a reasonable cost.
CDTA as a whole works to accomplish this mission by:
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Continually identifying ways to increase transit ridership and revenue.
Taking a leadership role to help mold regional growth and improve the transportation
network.
Balancing regional needs for social service, congestion relief and basic access.
Delivering a range of transportation services that meets a diversity of markets and
customers.
Developing innovative ways to attract and retain a high quality workforce.
Identifying appropriate funding sources to meet the region’s transportation needs.
Within this broader mission, the call takers play a special role as the first point of contact our
customers will experience with CDTA.
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2.
2.1 ONGOING STAFF DEVELOPMENT AND TRAINING
Ongoing training is important and will be given adequate time and treated as a priority Call Taker
activity. CDTA management understands that ongoing training ultimately leads to the delivery of
service excellence and maximum customer satisfaction.
Key areas for ongoing training for Call Taker employees will include:
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Customer service;
Communication skills;
Problem-solving skills;
Product knowledge and systems training;
Policy and procedures;
Call handling techniques;
Stress management.
Team leader in particular, will develop specific Call Taker management skills in quality assurance,
performance management, staff motivation and the efficient use of technology.
2.2 RECRUITMENT AND SELECTION OF CALL CENTER EMPLOYEES
The goal of the employee and recruitment process to find and hire staff suited to the call takers
specific environment, which will foster team harmony, and be productive. We are aiming for staff
turnover levels of less than 20 per cent, and will assess the process annually to determine if these
goals are being achieved.
The recruitment and selection process of candidates for Call Taker positions will focus on the areas
in which competency is expected and needed to provide good customer service:
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Computer skills;
Ability to communicate clearly and concisely;
Polite and respectful demeanor;
Courteous and professional manner;
Ability to work in a fast-paced call center environment; and
Good work habits including attendance, punctuality, and ability to follow established
procedures.
2.2.1 DRESS CODE
The current CDTA/ATU contract does not provide for a uniform allowance for Call Taker employees.
Management proposes that uniforms not be strictly required (although allowed), but that a standard
dress code reflecting professional business casual office attire be established.
Our objective in establishing a business casual dress code is to allow our employees to work
comfortably in the workplace. Yet, we still need our employees to project a professional image for
our customers, potential employees, and community visitors. Business casual dress is the standard
for this dress code.
Because all casual clothing is not suitable for the office, these guidelines will help you determine
what is appropriate to wear to work. Clothing that works well for the beach, yard work, dance clubs,
exercise sessions, and sports contests may not be appropriate for a professional appearance at
work.
Clothing that reveals too much cleavage, your back, your chest, your feet, your stomach or your
underwear is not appropriate for a place of business, even in a business casual setting.
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Even in a business casual work environment, clothing should be pressed and never wrinkled. Torn,
dirty, or frayed clothing is unacceptable. All seams must be finished. Any clothing that has words,
terms, or pictures that may be offensive to other employees is unacceptable. Clothing that has the
company logo is encouraged. Sports team, university, and fashion brand names on clothing are
generally acceptable.
Certain days can be declared dress down days, generally Fridays. On these days, jeans are allowed.
Guide to Business Casual Dressing for Work
This is a general overview of appropriate business casual attire. Items that are not appropriate for
the office are listed, too. Neither list is all-inclusive nor and both are open to change. The lists tell
you what is generally acceptable as business casual attire and what is generally not acceptable as
business casual attire.
No dress code can cover all contingencies so employees must exert a certain amount of judgment in
their choice of clothing to wear to work. If you experience uncertainty about acceptable,
professional business casual attire for work, please ask your supervisor or your Human Resources
staff.
Slacks, Pants, and Suit Pants
Slacks that are similar to Dockers and other makers of cotton or synthetic material pants,
wool pants, flannel pants, dressy capris, and nice looking dress synthetic pants are
acceptable. Inappropriate slacks or pants include jeans, sweatpants, exercise pants,
Bermuda shorts, short shorts, shorts, bib overalls, leggings, and any spandex or other
form-fitting pants such as people wear for biking.
Skirts, Dresses, and Skirted Suits
Casual dresses and skirts, and skirts that are split at or below the knee are acceptable. Dress
and skirt length should be at a length at which you can sit comfortably in public. Short, tight
skirts that ride halfway up the thigh are inappropriate for work. Mini-skirts, skorts, sun
dresses, beach dresses, and spaghetti-strap dresses are inappropriate for the office.
Shirts, Tops, Blouses, and Jackets
Casual shirts, dress shirts, sweaters, tops, golf-type shirts, and turtlenecks are acceptable
attire for work. Most suit jackets or sport jackets are also acceptable attire for the office, if
they violate none of the listed guidelines. Inappropriate attire for work includes tank tops;
midriff tops; shirts with potentially offensive words, terms, logos, pictures, cartoons, or
slogans; halter-tops; tops with bare shoulders; sweatshirts, and t-shirts unless worn under
another blouse, shirt, jacket, or dress.
Shoes and Footwear
Conservative athletic or walking shoes, loafers, clogs, sneakers, boots, flats, dress heels, and
leather deck-type shoes are acceptable for work. Wearing no stockings is acceptable in
warm weather. Flashy athletic shoes, thongs, flip-flops, and slippers are not acceptable in
the office. Closed toe and closed heel shoes are required in the maintenance and operations
area.
Jewelry, Makeup, Perfume, and Cologne
Makeup should be in good taste, with limited visible body piercings. Remember, that some
employees are allergic to the chemicals in perfumes and make-up, so wear these substances
with restraint.
Hats and Head Covering
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Hats are not appropriate in the office. Head Covers that are required for religious purposes
or to honor cultural tradition are allowed.
Conclusion
If clothing fails to meet these standards, as determined by the employee’s supervisor and Human
Resources staff, the employee will be asked not to wear the inappropriate item to work again. If the
problem persists, the employee may be sent home to change clothes and will receive a verbal
warning for the first offense. All other policies about personal time use will apply. Progressive
disciplinary action will be applied if dress code violations continue.
2.3 SCHEDULING AND ROSTERING
The current hours of telephone operation are:
M-F:
9:00AM to 7:00PM
Sat:
9:00AM to 7:00PM
Sun:
9:00AM to 5:00PM
Team leader positions will be designed to maximize supervisory coverage. Call takers will pick shifts
by seniority. Some work hours may be shifted to provide coverage of weekends and evenings as
well.
2.3.1 SHIFT CONSIDERATIONS
A key aspect in maximizing staff performance on a continuous basis understands the impact of shift
length (hours worked per day) on Call Taker productivity.
Long operational hours for Call Takers, particularly when operating seven days a week, will also have
a great impact on Call Taker performance over the long term. Appropriate shift rotation and shift
design will be done. For example, we will try to design shifts so that senior staff has a number of
options on shift selection.
2.3.2 WORKFORCE MANAGEMENT
In constructing work schedules, performance indicators such as actual talk time, after-call work time
and waiting time will be used to match staff schedules to calling patterns. In order to manage call
demand, the adequacy of staff numbers will be reviewed on a regular basis so that adjustments can
be made. While it is not possible to predict the number of inbound calls, the use of more efficient
staffing practices will ensure that operational savings can be achieved.
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3. MOTIVATION AND INCENTIVES
Along with appropriate remuneration levels for Call Takers is the importance of recognition of
excellence in performance. There will be a rewards and recognition program to encourage
consistently high levels of performance and team morale. Staff recognition and motivation strategies
are the focus of this particular section.
3.1 REWARDS AND RECOGNITION PROGRAMS
The rewards and recognition program for the Call Center will include an assessment of call quality
evaluations, the number of calls handled, accuracy of information, and bonuses for the achievement
of targets or quality assessments.
Team leaders and the Administrator will be included in the program because they are ultimately
responsible for driving the overall performance of the Call Takers. In addition, the rewards and
recognition program will not only encourage individual performance, but will also promote team
performance. It is essential to achieve a balance between individual and team performance, without
compromising team harmony and the overall quality of service delivery.
The program may include incentive awards for examples of outstanding customer service, the most
number of calls taken in a week, and team member of the month as judged by other Call staff or the
Administrator.
Rewards offered for performance may include both non-cash bonuses and monetary incentives.
The rewards and recognition program will be used to encourage desirable behaviors and the
attainment of specific results, and staff will have some input on appropriate incentives. Overall, the
Call Takers will have a planned and structured approach to recognizing desired performance both on
an individual and team level.
3.2 MOTIVATION EVENTS
Events planned to motivate staff, such as theme days (Halloween / Super Bowl/ Black Friday), can
also contribute to increased performance and staff morale. An enjoyable and motivating
environment will be developed through the use of well-planned events and staff recognition.
In addition, entering industry award competitions can stimulate and motivate Call Center staff.
Industry awards, such as those conducted by the New York Public Transit Association and the
American Public Transit Association Call Center Challenge, can provide an added incentive for Call
Center staff to perform well.
3.3 FATIGUE AND BURNOUT
Because of the high customer contact with Call Takers, there has been a growing recognition within
the industry of the increasing levels of stress and fatigue associated with this type of environment.
Two methods that can help reduce the likelihood of staff burnout are providing a variety of tasks
and appropriate job design. Careful ergonomic design, performance management and motivation
strategies will also help to keep staff happy. CDTA is committed to using both methods to minimize
fatigue and burnout.
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4. PERFORMANCE MEASUREMENT AND REPORTING
Service level objectives will measure the overall effectiveness and efficiency of a Call Takers.
4.1 CALL CENTER PERFORMANCE
Two groups of measurements will be considered in analyzing the relative efficiency and
effectiveness of Call Takers. These measurements are call metrics and customer satisfaction levels.
Industry standards for call metrics with Call Takers are as follows:
• 80 per cent of calls answered within 20 seconds;
• Average call wait time is 20 seconds or less;
• Call abandonment rate of less than five per cent;
• 99 per cent overall Call Taker availability;
• 95 per cent first call resolution at first contact.
(Source: Gartner Group,1997).
Comparing a Call Takers Key Performance Indicators (KPIs) to the industry standard will indicate
areas in need of improvement. It is important that comparisons are made with Call Takers of a
similar nature. For example, sales-orientated Call Takers have different performance standards than
service-related Call Takers. However, there are some generic KPIs that are accepted as key
productivity measures by all Call Takers (Gartner Group, 1997). These are listed in the following
table, with CDTA’s metric beside it.
Standard Productivity Measures
Industry
First-call completion/resolution rates
Average speed of answer
Percentage of calls answered within X
seconds;
Call Taker talk time, wrap time
Percentage of time Call Taker is on calls, on
hold, on idle, and available (Occupancy)
Total number of calls handled for the day,
week, month, year;
Number of calls transferred
Number of Auto logouts
Number and percentage of calls abandoned
CDTA Target
Varies by queue:
Customer Service 90%
Trip Reservation 90%
Intake 90%
<20 seconds
X=20, % target is 90%
Based on the norm for the Queue
Based on the norm for the Queue
Based on the norm for the Queue
Based on the norm for the Queue
Zero
Based on the norm for the Queue
The main focus of these productivity measures is to ensure that call transactions are handled
efficiently, which ultimately contributes to excellence in service delivery. Too often Call Takers focus
on productivity measures without considering the qualitative aspects of service delivery. CDTA’s
definition of success of a Call Taker as a whole will be defined along three major areas of
performance measurement.
1) Worker Satisfaction
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a) Staff Turnover (annual)
b) Career Ladder – promotions from within
c) Training Evaluations
d) Worker Self Evaluations
2) Efficiency
a) Call Abandonment Rates – Target less than 10%
b) Average Wait Time – Goal < 1 minute
3) Productivity
a) Total Call Volume
b) Occupancy - Target >95%
c) Call Taker Availability – Target > 95%
4.2 INDIVIDUAL PERFORMANCE MANAGEMENT
Measuring individual Call Taker productivity is a cornerstone of effective service delivery, which is
looked at by analyzing the average number of calls per hour and per day, a threshold percentage of
clerical work in relation to actual calls, and average call transaction time (talk time and after work
wrap up time). However, these productivity measures are not the only measure of a good Call Taker.
Call monitoring provides a good indication of the overall quality of customer interactions taking
place on a one-to-one basis. Call-back evaluations, customer surveys and call monitoring, as well as
monthly statistics, will be used to provide Call Takers with direct feedback about their performance
and will be heavily weighted to the following three measures:
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Attendance
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% Occupancy
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Call Answer Rate
4.3 OTHER PERFORMANCE INDICATORS
There are other performance indicators the Call Administrator will track that can indicate additional
issues relating to performance. Such indicators include staff turnover, average length of tenure,
absenteeism levels and staff satisfaction levels.
Obtaining feedback on staff satisfaction levels (commonly known as organizational climate surveys)
will be achieved by developing structured questionnaires tailored to suit the Call Takers specific
environment. This type of survey can indicate staff satisfaction levels with management practices,
such as performance feedback, supervision levels and the overall effectiveness of the rewards and
recognition program.
4.4 IMPROVING CALL TAKER PERFORMANCE
Improving individual performance can be achieved through the use of various training strategies,
including one-to-one on-the-job training.
CDTA’s Call Taker telephone system has call monitoring capability so that both assessors and Call
Takers can listen to calls in order to assess the quality of service provided. This technology helps
reduce the bias normally associated with the process of monitoring known as double jacking, where
the call assessor sits side-by-side with the consultant.
Double jacking can be a useful tool in training new staff. It requires the use of a double headset so
that the coach or team leader can also listen to the calls. The coach or team leader generally sits
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next to the Call Taker and observes at least five to 10 calls. Feedback is given after each call, to help
Call Takers improve their call-handling techniques. Further training issues may also be identified
during the double jacking session.
Regular double jacking, perhaps one hour per month, along with call quality observations, can lead
to increased service standards.
4.5 PERFORMANCE REPORTING
An important part of overall performance management with Call Takers is to report on what has
been achieved. The KPI’s that are set when a Call Taker is first established will provide a benchmark
to help analyze performance. Over time, an improvement in performance should be noticed.
Appendix 1 (need from Zeacom/Macsource) contains a number of sample graphs that could be used
to report on individual performance. Call Takers performance, based on the established KPI’s, is
directly sourced from the telephone system, which provides the majority of quantitative statistics.
Reports on customer satisfaction levels and call quality observations will also be collected as part of
the overall performance management strategy.
Call Takers performance against KPI’s will be recorded on a weekly and monthly basis. The standards
set will be reviewed quarterly to determine whether the standards are still relevant or need
adjusting.
The importance of setting realistic performance measures and attainable targets cannot be stressed
enough. If targets are set too high, there will be frustration in not being able to achieve them. If
targets are set too low, then complacency and over-confidence may diminish results. The challenge
is to find the right balance between call qualities and call quantity.
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5. QUALITY ASSURANCE AND PERFORMANCE MANAGEMENT
Industry trends suggest that Call Takers are focusing much more attention on implementing quality
assurance practices within their environment, so that customer satisfaction levels remain a primary
focus.
In this section, specific quality assurance practices are identified that will contribute to the overall
achievement of service excellence. Specific practices discussed include call monitoring, customer
call-backs, mystery calling, benchmarking and processes and procedures.
5.1 CALL MONITORING
Many Call Centers have introduced call-monitoring strategies to ensure that quality standards are
maintained when providing appropriate information to customers and to measure the quality of
customer interaction.
The actual process of call monitoring can be carried out either through double jacking, silent call
monitoring or the use of automatic call recording equipment.
CDTA uses automatic call recording equipment as one method to facilitate call monitoring. This
technology provides digital voice recordings that can be played back for analysis. It can also track
calling patterns and analyze call content and voice tones.
Call monitoring is a useful tool for coaching staff to improve performance. The primary purpose of
call monitoring is its value as a staff development tool.
Each Call Taker can expect to be observed on a minimum of 10 calls a month.
The following table presents a checklist of key dimensions that can be used as a basis for call
monitoring.
Checklist of Key Dimensions for Call Monitoring
1. Initial greeting;
2. Customer acknowledgment;
3. Use of courteous statements;
4. Displayed empathy;
5. Kept customer informed when keying in;
6. Listened effectively;
7. Quality of voice tone and pitch;
8. Effective use of questions;
9. Use of positive words;
10. Reaffirmed call outcomes / action;
11. Ending of call - additional help / thanked;
12. Call resolution / outcome;
13. Overall professionalism.
As part of the process, a specific call-monitoring evaluation form has been designed to take into
account the relevant call dimensions that are appropriate for our Call Takers environment. Other
staff can be involved in the process of call monitoring in order to give them some insight into the
standard of calls required for the Call Takers and to provide them with task variety.
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5.2 CUSTOMER CALL-BACK STRATEGIES
One particular method of assessing customer satisfaction is a call-back strategy, where one to five
per cent of all customers who made calls the previous day are contacted.
A customer call-back strategy has a number of key benefits, including:
• Identification of customers’ satisfaction levels with their interaction with the Agency;
• Identification of areas for improvement;
• Serving as a public relations exercise;
• Providing the Call Takers with skill and task variety.
The actual percentage of customers to be contacted will depend upon the overall call volume of
Calls and available resources. For example, if the Call Takers receives 10,000 calls per day, one per
cent of calls would equate to 100 calls. This number of customer call-backs may not be necessary.
Instead, a decision to conduct 50 customer call-backs per day may be made. The call-back strategy
can be undertaken by Call Takers on a rotational basis, using a call evaluation assessment form
developed specifically for this task.
5.3 MYSTERY CALLING
A technique that can be used to assess the overall quality of customer interactions is a well-planned
and structured strategy known as mystery calling. This strategy is based upon a similar technique
used in retailing called mystery shopping. Mystery shoppers, pretending to be customers, visit a
store and evaluate it on a number of key dimensions.
CDTA has engaged an independent organization that specializes in quality assurance practices to
conduct the mystery calling, to ensure that the process remains free from bias.
5.4 PROCESSES AND PROCEDURES
A number of processes and procedures are often implemented that use manual rather than
automated methods and are paper-based rather than electronic. The importance of conducting
regular process reviews cannot be overstated. Considerable efficiency and productivity gains can be
achieved by making improvements to existing processes and procedures.
This operations and procedures manual will be used to specify all of the major processes and
procedures carried out with Call Takers and will be regularly updated. Documentation of processes
and procedures is an integral part of quality assurance.
Call Takers procedures should be reviewed regularly to ensure that all of the tasks undertaken are
working effectively.
Clear specification of Call Takers policy and procedures should be developed in electronic format
and can be utilized by staff for other purposes, including training and performance management.
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