Call Centre Establishment Guideline

NSW Department of CommerceGovernment Chief Information Office Call Centre Establishment Guideline Issue No: 1.0 First Published: Dec 2000 Current Version: May 2002 Table of Contents 1. 2. INTRODUCTION ................................................................................................3 STRATEGY AND OBJECTIVES ........................................................................4 2.1 2.2 Why do you need a Call Centre? ........................................................................................ 4 How can a Call Centre enhance an agency's service? ...................................................... 4 2.2.1 ACHIEVING SPECIFIC OUTCOMES ........................................................................5 2.3 Assessing the current situation ........................................................................................... 5 2.3.1 EXISTING CALL VOLUMES ......................................................................................6 2.3.2 COMPLAINT AND CALL TRACKING ........................................................................6 2.3.3 CURRENT RESOURCE ALLOCATION ....................................................................6 2.3.4 THE IMPORTANCE OF UNDERTAKING CUSTOMER RESEARCH .......................7 2.4 Range of alternatives to consider ....................................................................................... 7 2.4.1 HOTLINES..................................................................................................................7 2.4.2 SHARED ARRANGEMENTS .....................................................................................8 2.4.3 OUTSOURCING ........................................................................................................9 2.4.4 WHEN WOULD AN AGENCY USE AN OUTSOURCED BUREAU? ........................9 2.4.5 CONTRACT MANAGEMENT...................................................................................11 2.5 Overall implementation and management issues............................................................. 12 2.5.1 MANAGING LATENT DEMAND ..............................................................................12 3. PLANNING AND DEVELOPMENT ..................................................................14 3.1 Role of the Call Centre...................................................................................................... 14 3.1.1 VISION STATEMENT FOR THE CALL CENTRE....................................................15 3.2 Outsourcing vs Insourcing ................................................................................................ 15 3.3 Call-handling strategies ......................................................................................................... 15 3.3.1 CALL OBJECTIVES .................................................................................................15 3.3.2 INBOUND AND OUTBOUND...................................................................................16 3.3.3 ACCESS CONSIDERATIONS .................................................................................16 3.4 Service Level Objectives................................................................................................... 16 3.5 Centralisation vs Decentralisation..................................................................................... 17 3.6 Size considerations ........................................................................................................... 17 3.7 Location (site) considerations ........................................................................................... 18 3.8 Financial considerations ................................................................................................... 20 3.8.1 ESTABLISHMENT COSTS ......................................................................................20 3.8.2 OPERATING EXPENSES........................................................................................21 3.9 Review of current procedures ........................................................................................... 22 3.10 Key implementation stages .......................................................................................... 22 4. MAJOR ESTABLISHMENT FACTORS ...........................................................24 4.1 4.2 Telecommunications ......................................................................................................... 25 Information systems requirements.................................................................................... 28 4.2.1 HARDWARE ............................................................................................................28 4.2.2 SOFTWARE .............................................................................................................28 4.3 Other technology............................................................................................................... 29 4.4 Assessing new technology................................................................................................ 30 4.5 Backup sites and redundancy........................................................................................... 30 4.6 Facility planning ................................................................................................................ 31 4.6.1 CALL CENTRE LAYOUT .........................................................................................32 Call Centre Establishment Guideline Page 1 of 44 WORKSTATIONS ....................................................................................................33 ENVIRONMENTAL ISSUES ....................................................................................33 OFFICE EQUIPMENT..............................................................................................34 SECURITY ...............................................................................................................34 4.7 Staffing.......................................................................................................................... 34 4.7.1 CALCULATING STAFF NUMBERS.........................................................................35 4.7.2 HOURS OF OPERATION ........................................................................................36 4.7.3 ROSTERING ............................................................................................................36 4.7.4 STAFFING MIX ........................................................................................................36 4.8 Organisational structure.................................................................................................... 37 4.9 Recruitment and selection ................................................................................................ 38 4.9.1 OTHER EMPLOYMENT CONSIDERATIONS .........................................................40 4.9.2 POSITION DESCRIPTIONS ....................................................................................40 4.9.3 INITIAL TRAINING AND INDUCTION PROGRAM..................................................41 4.9.4 TRAINING PROGRAMS ..........................................................................................41 4.9.5 TRAINING STRATEGIES ........................................................................................41 4.10 Marketing and communication strategies ..................................................................... 41 4.6.2 4.6.3 4.6.4 4.6.5 APPENDIX 5 ABBREVIATIONS FOR COMMON CALL CENTRE TERMS ................43 Call Centre Establishment Guideline Page 2 of 44 1. Introduction The rapid growth of the teleservices industry within Australia has largely been driven by the need for organisations to adopt more cost-effective strategies for delivering services. Call Centres, or more accurately Customer Contact Centres, now play an important role in the delivery of Government services. These guidelines outline the key criteria that a Government agency should use when considering the value of Call Centres as part of their service strategy. They also provide advice on the major aspects of establishing an internal Call Centre, in line with industry best practices. There are three main sections to this publication. Section 2 discusses the strategic decisions to be made on whether a Call Centre should be established, the objectives to be achieved and the range of alternatives that should be considered. It also covers some typical implementation and management issues experienced by Government agencies. Section 3 focuses on the major planning and development decisions that must be made by government agencies when choosing a Call Centre as part of their service delivery. It outlines the role of the Call Centre, call-handling strategies, service level objectives and financial and site considerations. It also provides a time-frame that covers the key stages in the establishment process. Critical factors that need to be considered when setting up an internal Call Centre are the focus of the fourth and final section of the guidelines. This covers practical matters that are vital to the successful establishment of a best practice Call Centre, such as telecommunication and information systems requirements, office facilities and design. Resource issues such as staffing, structure, recruiting, initial training and the development of integrated marketing and communication strategies are also covered. These Establishment Guidelines are complemented by Operational Guidelines for Government Call Centres, the second publication in this series. The Operational Guidelines focus on managing a best practice Call Centre. Call Centre Establishment Guideline Page 3 of 44 2. Strategy and Objectives When an agency is considering the establishment of a Call Centre as part of its overall service strategy, some fundamental decisions must be made before the process begins. It is important that the agency's current service strategy is assessed and the range of possible alternatives considered. This section concludes with a brief overview of some typical implementation and management issues that may occur when establishing a Call Centre. 2.1 Why do you need a Call Centre? There are many reasons to consider establishing a Call Centre. Often a number of critical events provide the catalyst for re-evaluating existing service strategies. Some examples include: • An increasing number of customer complaints, perhaps escalating to ministerial complaints, are received; • Adverse publicity regarding the level of customer service; • A departmental focus on reducing costs while increasing service levels; • Increasing customer contact and call volumes throughout the agency, with a growing number of agency staff required to take telephone calls; • The development of agency initiatives, such as specific hotlines and community campaigns, leading to expected and unexpected increases in call volumes; • Unpredictable crisis or emergency situations, such as contamination of drinking water, oil spills and hailstorms; • Agency business with a large number of customer interactions; • Higher level agency staff providing basic customer information; • Recognition that the role of the agency’s switchboard is more than simply connecting customers to various sections in the department and that existing facilities are not up to standard. Agency-wide reviews may also conclude that the delivery of customer service needs to be improved. The process of identifying areas in need of improvement invariably focuses on how an agency can provide more efficient and cost-effective service. Adopting a Call Centre as part of the agency’s future service strategy is one alternative that should be considered. 2.2 How can a Call Centre enhance an agency's service? A Call Centre can provide a number of important benefits. First, an increased focus on customer service is likely to lead to more efficient methods in handling significant levels of customer interactions. This, in turn, leads to a reduction in transaction costs where the majority of simple customer interactions are handled by dedicated, well-trained, frontline staff. The more senior and experienced staff can then be assigned to more complex tasks. Achieving further internal efficiencies may also allow the agency to initiate contacts Call Centre Establishment Guideline Page 4 of 44 1 ACHIEVING SPECIFIC OUTCOMES When considering the need for a Call Centre. • Consolidation / centralisation issues . • Public education. 2. such as Interactive Voice Response (IVR) units and Web-based services via the Internet.concentration of expertise. Analysing calls to the Call Centre can also prevent problems by allowing early identification of customer service trouble spots and problem issues. As long as telephone contacts are handled efficiently. By replacing over-the-counter transactions with telephone contacts. • Achieving greater understanding of what the customer wants. • A need to provide information and advice. which leads to higher customer satisfaction.with clients and can streamline the handling of incoming calls to a central area. cost efficiencies. There are a number of improved customer service delivery outcomes that may be expected from an effective Call Centre. rather than being spread across various sections throughout the agency. through feedback and comments. reducing the common problem of caller run-around.3 Assessing the current situation Once a decision to establish a Call Centre to improve customer service levels is made. current telephone call handling strategies should be assessed to determine the extent of the improvements required. customers who do not have time for. Call Centre Establishment Guideline Page 5 of 44 . Existing New South Wales (NSW) Government agencies with Call Centres cite many reasons for using this strategy. There is also less customer frustration as inquiries are directed to the proper area. They can provide consistent responses and improved quality of information. The main ones are the need for uniformity. agency and customer costs can be reduced. Call Centres improve customer access and choice while lowering the cost of service. face-to-face transactions will view the change favourably. 2. • A desire to raise the agency's profile. A variety of customer contact channels may also be utilised. an agency should begin by looking at the specific outcomes that are required. Key reasons for establishing a Call Centre include the following: • An increased or new business role. • Tracking of customer needs and determining the marketing direction of an agency. or access to. reducing complaints and improving customer service and access.2. ranging from facsimile to technology-based services. • Greater access to agency services including equity of access. 2. They may be the first point of contact for various issues that may or may not be related to their particular area of expertise. Agency switchboards and hotlines can provide an initial indication of the current resource allocation for call handling. Agencies with a Telephone Information Management System (TIMS) will also be able to track actual calls and time periods they were received.500 calls per week. The analysis will help to identify basic calling patterns and provide information on call frequency. such as those integrated with an Automatic Call Distributor (ACD) used by Call Centres. call volumes of about 500 calls per day equate to 2. Agency staff whose principal duties include telephone answering are another obvious source of information. it can be difficult to get an accurate count of the time staff spend on calls. A review of the nature of complaints can help to identify the various issues associated with the current levels of service provided by the agency and the kinds of standard responses that are needed. can provide detailed information on calling patterns to help identify particular trends. assessing the extent of resources currently allocated to telephone call handling may appear to be relatively straightforward. A method to calculate the required staff numbers. 2.7 Staffing. for example.3. particularly when staff absences occur. Not so obvious are agency staff who are not assigned to handling calls but who are contacted directly on an ad hoc basis.000 calls per month.1 EXISTING CALL VOLUMES Details of the current level of call volumes need to be collected. a minimum of five dedicated staff would be required to manage call volumes of this order. This can result in difficulties in managing calls.000 calls per year. An evaluation of the nature and complexity of the calls should also be made. that the majority of calls (80 per cent) may be simple transactions that can be handled in less than three minutes and usually relate to 20 or 30 common questions. Generally speaking.2. If. Most agencies can conduct a basic analysis of telephone traffic through their telecommunications provider at the telephone exchange level. By categorising the calls into the levels of expertise required.3. assuming 100 calls are handled per staff member per day. As an example. staff handling calls also have other administrative duties and / or face-to-face customer contact.3. Call Centre Establishment Guideline Page 6 of 44 . it may be possible to identify. however.2 COMPLAINT AND CALL TRACKING Most agencies have some type of system in place to track the number and types of complaints received. problems with unanswered calls and the rates of abandoned calls. based on call volume. and more than 100. 10.3 CURRENT RESOURCE ALLOCATION At first glance. is outlined in 4. Management Information Systems (MIS). This will help to determine the most appropriate technology for use within the Call Centre. such as the telephone. with knowledge of Call Centres.4 THE IMPORTANCE OF UNDERTAKING CUSTOMER RESEARCH The requirements and preferences of customers who contact an agency must be understood before deciding on which technology will be most useful and have the greatest acceptance by callers.4. 2. The Call Centre Establishment Guideline Page 7 of 44 .3.Despite the difficulty. Interactive Voice Recognition and the Internet. exit surveys and customer feedback. Following is a checklist of the key information needed to understand customer requirements: Market Research Checklist • • • • • Customer satisfaction levels with the service provided. or establishing an internal Call Centre. crises management and eventpredictive demand peaks. Research should also include customers’ reactions to different technologies. outsourcing. If customer feedback is not readily available. Customer feedback collected within the previous 12 months would be the most useful. 2. Areas that require improvement. Election announcements or changes to legislation that will cause an increase in calls from the public are typical examples. the more accurate will be the determination of the minimum resources necessary to handle ongoing customer telephone contacts. The major options include the use of hotlines. Preferred method of contact. The better the information. While Government agencies can get some type of feedback from their customers on an informal basis. the agency should engage an external market research firm. then primary research should be undertaken.1 HOTLINES Agencies with short-term needs can use hotlines for the management of new or changing community or business issues. If the agency does not have the relevant expertise to conduct the research. Frequency of agency contact. it may also be necessary to conduct targeted market research. Services utilised. determining the extent of resources currently assigned to handling telephone calls is important.4 Range of alternatives to consider Agencies should consider all of the options before developing a service strategy using Call Centres. and should be focused on measuring customer satisfaction levels. facsimile. 2. shared infrastructure arrangements. by studying complaints received. Agency staff need to be well trained and briefed on the overall purpose of the hotline and the likely issues that will arise. Hotlines are generally classed as an unsophisticated customer contact strategy given their use of simple technology and the application of short-term resources. hotlines use numbers such as 1300 (cost of a local call) or 1800 (toll free). along with the need for more dedicated resources. A shared Call Centre facility can become an efficient contact strategy for smaller agencies. In a shared arrangement only the personnel and the information provided is specific to each agency. Generally speaking.Department of Education and Training's Back to School allowance campaign is an example of the effective use of a short-term hotline. This will require some kind of fee for service or a recovery of some of the other agency’s establishment costs. It would also be beneficial to establish a Service Level Agreement so that both parties are clear on the scope of the arrangement and each party’s responsibilities. Crises management is particularly important for natural disasters. Such a strategy provides significant savings on infrastructure. Currently. Hotlines should not be a permanent. such as shared arrangements. ongoing strategy. then a longer-term solution is required. Dealing with crises demands proper guidelines and procedures that allow for rapid expansion of call handling capabilities and provide immediate information to public inquiries. particularly in the Call Centre Establishment Guideline Page 8 of 44 . The NSW Premier’s Department booklet Service Level Agreements: Guidelines for Public Sector Organisations (1999) has helpful information on this.2 SHARED ARRANGEMENTS There are considerable costs involved in establishing a Call Centre. advanced technology and ongoing running costs. Before making that decision an agency should carefully consider an alternative option. a Call Centre should be considered. 2. on a short-term basis. Agencies should develop a procedure to ensure a dedicated contact number can be provided quickly from the agency's telecommunications provider.4. along with separate 1300 and 1800 numbers. sharing all of the costs of developing a Call Centre with another agency that wants to set one up will provide large savings. Hotlines do not require a sophisticated telephony or information systems infrastructure and can be rapidly deployed using existing agency staff. If the frequency of use of a hotline increases. such as hailstorms and oil pollution. when all associated expenses are recognised. there are more than 250 different 1800 and 1300 numbers in use within the NSW Government. Alternatively. Temporary hotlines are probably the best choice here. One option is a shared arrangement with a Government agency that already has a Call Centre. Where an ongoing requirement for such a service is identified. costs associated with the essential telephony and information systems technology platforms. • Interdependence of other sections or personnel. There are many examples of Government organisations that have outsourced their Call Centre operations. Call Centre Establishment Guideline Page 9 of 44 . Such circumstances would include the following: • Problems with privacy and confidentiality issues. involving a specific task. the benefits and expertise offered by an outsourced bureau can be considerable. including SOCOG and the State Transit Authority's Information Line. However. Outsourcing is ideal for relatively simple customer contact. 2. One further document to study is the Employee Relations Aspects of Service Competition 2000. The latter option is generally considered when organisations wish to focus on their core business or may already have a Call Centre that is operating at full capacity. • Difficulties integrating a number of agency functions through an outsourced service. • Internal agency systems and processes that are not easily transferable.3 OUTSOURCING Outsourcing is another option for agencies considering a Call Centre. 2. The guidelines outline ways to look for improvements within an agency as a first step. If the agency has no Call Centre expertise. There are two main types of outsourcing: full customer contact outsourcing or partial outsourcing. • Proprietary database information maintained by the agency's information technology (IT) section.4. while considering value for money. Some of the major benefits include no capital costs or expensive investments in sophisticated technologies.4 WHEN WOULD AN AGENCY USE AN OUTSOURCED BUREAU? The outsourced Call Centre industry within Australia is growing rapidly as organisations are becoming more adept in offering a wider range of Call Centre services.4. using an outsourced bureau for a Call Centre may not be appropriate in certain circumstances. function or campaign. • The complexity of the information sought. • The service provided is more cost-effective if handled internally over the long-term. • Constant need to update information. Agencies considering outsourcing should do so within the context of the Service Competition Guidelines 1997. no interruption to the agency’s core business and savings in cost-per-call because there are no establishment expenses. • Ability to provide more cost-effective service with existing resources. The choice of an outsourced bureau for customer contact may not be a permanent one. Call Centre Establishment Guideline Page 10 of 44 . internal procedures and the extent of database support and maintenance that currently exists. privacy issues. The decision to utilise an outsourced bureau for partial or complete customer contact services will depend on the relative expertise of the agency. Extent of confidentiality and security. constant updating and regular reporting and feedback. In order to assess the overall quality of an outsourced bureau. The potential to integrate Call Centre strategies with other agency functions. There is a greater likelihood of a successful trial using an outsourced bureau. The effectiveness of the service will be influenced by the strength of the relationship that is established between the agency and the bureau on an ongoing basis. given their expertise and use of sophisticated technology.Outsourcing may also result in problems of agency employees lacking motivation and a feeling of connection to agency customers when an external organisation handles customer contacts. Organisations also should be aware of the need for extensive support to the outsourced bureau in the form of adequate briefings. The fundamental human resources management philosophy an environmental facilities provided. Some agencies have decided to establish an internal Call Centre after using an outsourced bureau because of their: • Desire to retain greater control of customer contact. Clear expectations and lines of communication are essential for the outsourced service to work effectively. the following criteria should be considered. Service Level Agreements will assist in this process. Testing a customer contact strategy before full-scale implementation is a recommended procedure. The degree of responsiveness and flexibility in meeting agency needs. Reporting mechanisms and performance management criteria. but the importance of each of these criteria will vary with each agency’s needs. Assessment of Outsourced Bureaus • • • • • • The ability to rapidly acquire the necessary level of product knowledge. • Need to develop specific expertise internally for long-term strategic development. • Dissatisfaction with the basic service provided. agency-specific training. the complexity of agency information and customer contact. 2. Service contractors may also be required to pay compensation to the agency when unsatisfactory service performance occurs. outline specific conditions that may be relevant to the Call Centre service being provided. The contract may be adjusted to provide higher or lower requirements than the standard State contract. Contingency plans. Service components maintenance. Data issues and maintenance. Non-performance issues must also be addressed from a legal perspective. The requirements of the NSW Government panel period contract. Quality assurance. whether the suppliers are an outsourced bureau or telephony and information systems vendors. an agency should specify mandatory service requirements that include the following: Service Specification and Mandatory Service Requirements • • • • • • • • • • • • • Call service performance standards. There is more likely to be a problem if there is no department or individual within the agency responsible for the contract management. An unconditional financial undertaking in the form of a bank guarantee may be appropriate should the contractor be unable to provide the required service. Call Centre Establishment Guideline Page 11 of 44 . Unconditional financial undertaking. In addition. Unsatisfactory service performance. for whatever reason. ITS 2304 Provision of Teleservices (Call Centres). an agency should undertake a full risk analysis of all the factors associated with service continuity.5 CONTRACT MANAGEMENT Effective contract management of external service suppliers is vital. software. The definitions of unsatisfactory service performance should be specified in the service contract. Prior to entering into any contractual arrangements. Service management reporting. public liability and liquidation. Service staffing. The contractor must also ensure that adequate insurance policies are in place concerning such issues as equipment. Contractor service technology components. Insurance. safety and welfare of staff. The analysis should include a requirement for the service contractor to develop redundant systems and contingency plans in the event of loss of service.4. System backup. depending upon the level of service continuity required by the agency and the implications of loss of service. System security. Unless additional resources are provided. as customers become more aware or familiar with the service available. Associated with adequate resources was the need to obtain the understanding and commitment of senior management. 2. the result will be decreased service levels and a rise in caller dissatisfaction.1 MANAGING LATENT DEMAND When a Call Centre is established. The need for extensive planning and careful projections of the number of calls expected were key issues noted by a number of agencies. A well-designed database was also cited as a key component of an effective Call Centre. These include: • Adequate resources. Such demand can increase calls by as much as 30 to 50 per cent over existing volume. one agency cited the importance of ensuring that all major processes and procedures were in place within a Call Centre before the Centre became operational. • Accurately forecasting call volumes. Implementing communication strategies that increase awareness of the Call Centre. Agencies also reported that having in place the right technology infrastructure was critical to achieving a balance between containing costs and having the ability to increase capacity to respond to latent demand. Without such support or with only lukewarm support. it was extremely difficult to obtain sufficient additional resources to service further requirements. recruiters should keep in mind the repetitive nature of the work and the associated stress. When selecting staff. The importance of buying-in expertise with operational experience cannot be overstated. it is normal for call volumes to increase. A number of agencies reported on the importance of obtaining the right staff.2.5. rather than making refinements at a later stage.5 Overall implementation and management issues Agencies considering the establishment of a Call Centre need to address a wide range of issues as part of their planning processes. • Effectively managing latent demand. Call Centre Establishment Guideline Page 12 of 44 . • Senior management commitment and support. also leads to a corresponding increase in usage. often well beyond what was anticipated. In particular. Experienced management and staff can understand and anticipate the problems the Call Centre will face. • Buying-in expertise. • An appropriate technology infrastructure in place with vendor support. • Recruiting the right staff. First. such as an outsourced bureau. A good strategy to help meet the problem of increased call volumes is to employ temporary staff. Finally. Second. progressively moving agency telephone calls to the Call Centre in a staged approach can be adopted to ensure that existing call volumes are adequately managed with the resources available. Increasing the initial allocation of Customer Service Officers (CSOs) over and above the number needed to handle current call volumes will allow for latent demand as well as being useful for training and development purposes. Call Centre Establishment Guideline Page 13 of 44 . to manage overflow calls should be considered. the communication strategies can be delayed until the Call Centre is fully operational and resourced with sufficient staff. the possibility of using an external service provider.There are a number of strategies that may be used to cope with the increases in call volumes. call-handling strategies.1 Role of the Call Centre The primary role adopted by the Call Centre will be a major influence on a number of critical decisions regarding its function. The plan must also establish a sound financial and organisational justification for the adoption of such as strategy. provides agencies with an opportunity to select consultants who have already been screened for appropriate expertise in this area. The selection of an appropriate person should be based upon the consultant’s experience in start-up operations. agencies should consult the Guidelines for the Engagement and Use of Consultants (1996) before engaging an external consultant for a Call Centre project. decentralised or distributed Call Centre network be established? A Call Centre typically serves as a first point of contact for the majority of customer inquiries or service issues of a basic nature. provided that adequate training and knowledge-based systems are developed. This includes describing the role of the Call Centre and its service level objectives and outlining size and site considerations. namely. reputation in the market and value for money for services provided. It may be beneficial for the Call Centre to have direct reporting lines to an executive manager within the agency's line management Call Centre Establishment Guideline Page 14 of 44 . financial requirements. The basis for delivering this quality service is to develop enhanced relationships with customers. Planning and Development Once the decision has been made to implement a Call Centre.3. • • • • Key Decision Criteria What will be the role of the Call Centre and where does it fit in the agency's organisational structure? Will an outside organisation be contracted to deliver the Call Centre strategy? What will be the call-handling strategies adopted by the agency? Will a centralised. a business plan needs to be developed. The plan must clearly set out the customer contact strategy and relate it to the agency’s overall strategic direction. NSW State Contract ITS 2304. managed by the NSW Department of Information Technology and Management. This means that 80 per cent or more of Call Centre calls can be answered without the need for referral to other parts of the agency. The primary goal of any Call Centre is the delivery of quality service to satisfied customers. More complex inquiries can also be managed. the decision to obtain outside assistance should be made at this stage. centralised or decentralised. The Teleservices Consortium Contract. Decisions must also be made on just where the Call Centre fits in to the overall organisational structure. 3. In addition. If internal expertise is not available. internal or external contact strategy and its configuration. the extent of organisational process re-engineering and the time-frame for implementation. staff must also have the appropriate knowledge to switch calls through to the proper sections within the agency and to track the ultimate resolution or outcome of the calls. the staff numbers required to handle the calls. then the call talk times will be considerably reduced (under 90 seconds). that is responding to the caller without referral to other sections. call-handling strategies and the way the Centre fits in to the organisation. sophistication of information systems and intensive training will be necessary. This ensures that the Call Centre remains integral to the achievement of the agency’s service outcomes. Key decision criteria associated with call-handling strategies include the overall call objectives. This will mean shorter training and fewer staff are required.3 Call-handling strategies The specification of the way calls will be handled determines the overall resource requirements of the Call Centre in terms of required staff numbers. the functional operation of the Call Centre. the experience levels of staff.2 Outsourcing vs Insourcing Once the need for a Call Centre is established. If the call-handling objective is to provide a 95 per cent call resolution.structure. This will help shape the long-term development of the Centre. 3. 3. discusses the range of alternatives to consider for both internal and external solutions to call-handling problems.1 CALL OBJECTIVES The overall call-handling objective needs to be carefully determined.1. 2. and the overall information systems and telephony requirements. and the extent of inbound / outbound call orientation needed.3.1 VISION STATEMENT FOR THE CALL CENTRE Creating a vision statement for the Call Centre can have an impact on service level objectives. 3. For instance. 3. Call Centre Establishment Guideline Page 15 of 44 . a detailed analysis of internal expertise and available resources should be made to decide whether the Centre should be based internally or externally. The vision statement can articulate the basic purpose of the Call Centre and identify its objectives as part of the agency’s overall strategies and service delivery aims. if the call handling objective is simply to provide a call referral service to more experienced staff within the agency. This directly influences the length of calls (call talk times). training and extent of organisational support. However.4 Range of alternatives to consider. then a corresponding increase in call talk times. CSO knowledge. 3 ACCESS CONSIDERATIONS As well as clearly defining the role of the Call Centre. If the service level objective is set at industry standards. Extended hours of operation will increase resource requirements in terms of shift length. There will be different resource requirements for Centres handling inbound calls only. Service level objectives should be established for each type of access. the Bank of Canada (1999) has established the following minimum standards for each contact channel: • Telephone: 80 per cent of all calls answered within 20 seconds. • Facsimile: 75 per cent in four hours.3. such as predictive diallers (to filter engaged or no-answer callers) for outbound calling. For instance. 3. This will allow performance to be measured for each access area. the hours of operation of the Call Centre and after-hours service requirements need to be specified. If the Centre will be operating on a 24-hour basis. where 80 per cent of all calls are answered within 20 seconds. many organisations use Interactive Voice Response (IVR) technology to answer all calls and then require customer to select particular numbers in order to direct their inquiry to the most appropriate person. 3. Too often. For instance.3. outbound calls only or a combination. • Text chat: 80 per cent in three minutes.3. supervision levels and staff numbers. many customers do not like using IVR technology when dealing with an organisation.4 Service Level Objectives An important part of the business plan is to identify the likely impact of the introduction of the Call Centre. service level objectives are set without considering the appropriate level for the customer segments that are being served. • Voice mail: 75 per cent within four hours. both internally within the agency. in terms of response times and workflow procedures. and externally on customer satisfaction levels. the agency's marketing channels or customer contact strategies need to be considered. • E-mail: 90 per cent in four hours. Measurement of the call answering time should only begin once the call is held in queue and not when the IVR initially answers the call. then much higher staffing numbers will be required than if the objective is set at 70 per cent of calls answered within 30 seconds. This has an effect on the staff skill mix required as well as the use of particular technology. It is essential that research be conducted on customers’ preferred Call Centre Establishment Guideline Page 16 of 44 . This can range from straight telephone and facsimile services to electronic mail and Internetbased strategies.2 INBOUND AND OUTBOUND The Call Centre’s role needs to be clearly defined from the outset. one alternative is to use an external service bureau for after-hours services. In addition. Furthermore. 30 pm periods. may be the best configuration. such as those in decentralised or distributed Call Centre arrangements. For example. decentralisation or a distributed Call Centre network. 3.5 Centralisation vs Decentralisation Another key decision in establishing a Call Centre is the determination of the overall configuration of the Call Centre in terms of centralisation. • Staffing: a decentralised Call Centre may require the appointment of additional levels of team leaders. • Local response: a decentralised operation or distributed network can arguably respond more quickly to local regional issues than a centralised. The importance of such research is discussed in 2. Lower levels of accountability are more common in decentralised operations. • Backup site: the need for uninterrupted operation is an important consideration. Some important issues that relate to choosing a configuration are: • Capital costs: costs generally will be higher with a decentralised and distributed configuration and lower in a centralised arrangement. • Culture change visibility: the introduction of a Call Centre will be much more visible in a centralised operation. • Defined accountability: accountability is much more easily defined and maintained in a centralised operation. Often. since centralised operations allow significant economies of scale and capital utilisation. During the peak call periods. part-time and casual staff can be used.6 Size considerations Planning the size of the Call Centre fundamentally begins with the determination of Call Centre Establishment Guideline Page 17 of 44 . 3. many Call Centres experience higher call volumes at the beginning of the week. universal operation.30 pm to 4.30 am and 2. • Motivation and support dynamics: maintaining staff motivation and productivity is much easier in a centralised operation. multiple sites. • Communication flows: internal communication will be much easier in a centralised Call Centre than in a decentralised option. with peaks during the 9 am to 11.contact methods.3 Assessing the current situation. • Performance management: experience shows that it is much easier to maintain consistent service levels and performance standards in a centralised operation than in a decentralised one. the capacity to expand has not been factored into the overall planning process. If this is essential. The analysis of the call traffic undertaken in the initial assessment should identify patterns in call volumes. because of the duplication of expansion costs. • Expansion costs: expansion costs tend to be higher in a decentralised operation. throughout a typical day and week. a corresponding increase in office space and facilities. Another consideration in determining the initial size of a Call Centre is the need to factor in latent call demand and future growth. For example. then 15 calls will take one hour with time added for after-call processing. If an average talk time is based on three minutes per call. with these functional roles becoming an integral part of workforce management and development. Governments actively encourage the siting of Call Centres in regional areas. 3.the volume of calls. because of a transient workforce in this mining area. On an eight-hour shift there would be six hours of actual work time (assuming two hours for breaks and other downtime). additional support personnel such as a workforce analyst. For a discussion on managing latent demand see 2. These are identified in the following table Call Centre Establishment Guideline Page 18 of 44 . the availability of an adequate staffing pool. As the number of staff increases at the Call Centre.7 Staffing. average talk time and after-call work processing time involved. then 10 staff will be required. The number of team leaders required also depends on the team sizes adopted by the Call Centre.7 Location (site) considerations Deciding on the actual location of the Call Centre is a major part of the overall planning and development process. Queensland Transport located a Call Centre in Emerald but now has to deal with a staff turnover in excess of 30 per cent. There are a number of other important factors to be considered when choosing a location. local councils often offer attractive incentives to encourage organisations to locate in their areas. A method to calculate the required number of staff is detailed in 4. Once the Call Centre expands beyond 50 seats. staff development manager and quality assurance manager will also be required. As an example. That breaks down to 45 minutes call time and 15 minutes after-call work time. Often. The decision on locating the Call Centre is not a simple one. If 900 calls per day are received. Too often Call Centres are established without adequate attention to the possibility of larger-than-expected initial call demand and with little capacity to expand as additional responsibilities are taken on board. in a 20-seat Call Centre only one to two team leaders will be required. the initial site advantages and location incentives are not sufficient to overcome another important factor. telecommunications and information systems equipment and supervision will be required.5 Overall implementation and management issues. but three to four team leaders are needed in a larger 50-seat Call Centre. instead of prime city locations. In a 100-plus seat Call Centre at least seven to eight team leaders are necessary. In addition. for a total of 90 calls per day for a Customer Service Officer (CSO). Ultimately. such as access to a universal power supply. given recent advances in technology. Assessing labour availability in the various locations under consideration is an important part of the overall site evaluation process. 9 am to 5 pm work patterns. such as Newcastle and Wollongong. Ideally. Building requirements . extent of required modifications. Other considerations include the extent of building modifications required and whether the Call Centre will be located on one level or multiple levels. An adequate telecommunications infrastructure that can cater for growth is also required. Occupancy costs are a major part of the ongoing operational costs associated with a Call Centre and tend to be higher in CBD locations. it does not matter where the Call Centre is located. Telecommunications infrastructure.profiles of area demographics. Labour pool availability . Proximity to suppliers. such as the site’s proximity to reliable public transport and busy streets. Security issues. telecommunications. building suitability. including unemployment rates and the location of various tertiary institutions. Outlying areas and regional locations. This situation is likely to worsen as the demand for inner city locations continues to escalate. parking. a site near shops will make attracting staff easier. The building selected should also allow room for expansion as responsibilities increase. cabling. unemployment rates. exterior lighting and well-lit and secure exits need to be considered. Universities and TAFE colleges represent an excellent source of part-time and casual staff. Not all telephone exchanges in outlying regional areas are fully equipped to handle the large volume of calls that might occur. ease of access. security. particularly if they work extended hours. Building considerations include the need for basic infrastructure requirements.Major Site Considerations • • • • • • Occupancy costs of the Central Business District (CBD) vs other site locations. Australia's different time zones and changes to and from daylight savings need to be factored into the hours of operation.universal power supply (UPS). may be attractive alternatives. a one-level structure is more suitable as it encourages better communication and team development. Transport is an important issue to staff and information on the availability of transport services will be required. on-site car parking. Access to public transport. Convenience and safety issues take on added significance if the Call Centre intends to operate outside of the traditional five days per week. provided an adequate labour supply is available. Instead of selecting a remote industrial site. If the Call Centre will be serving interstate customers. Adequate space requirements are an essential component of growth Call Centre Establishment Guideline Page 19 of 44 . A demographic profile of the area should be obtained. and IT (information technology) and electricity cabling. The question of car parking should also be addressed at the time of site selection as staff will want access to adequate staff parking facilities. The location’s proximity to suppliers is important in both the start up phase and during ongoing operational maintenance. but there are also ongoing costs for items such as office supplies and stationery. such as the availability of fire equipment. The following table provides a checklist of items that should be included in the initial Call Centre establishment budget. headsets. there is a danger that ongoing resource allocation may not be available. ACD.strategies. Call Centre Establishment Guideline Page 20 of 44 . important tools in a mission-critical Call Centre. systems development. Labour and telecommunications are the major operational costs. Without their full support and commitment from the original planning phase. fax. Many suppliers charge significant additional travel expenses when the Call Centre is located in a remote area. The proposed site will also have to meet all of the normal legislative requirements. The availability of suppliers to quickly restore telecommunications and information systems to prevent business interruptions is of paramount importance to efficient service delivery. handsets. telecommunications – telephone system. first aid areas and access and support facilities for physically challenged staff. Leasing provides advantages in areas other than costs.8. 3. software. Checklist for Call Centre Establishment Costs 1. Capital expenditure: building . fit out. Other site expenditure: architect or facility planner. rather than purchase it. A more detailed establishment costs checklist can be found at Appendix 1. and one that should not be undertaken without adequate planning and development. One option to consider that will cut capital costs is to lease equipment. backup systems.purchase or lease. 2.8 Financial considerations It is clear that the decision to establish a purpose-built internal Call Centre can be an expensive exercise. information systems – hardware.1 ESTABLISHMENT COSTS Among the fixed costs incurred in the establishment of a Call Centre are purchases of hardware and software. It is vital that adequate resources are allocated to the Call Centre to enable agreed service level objectives and call volumes to be effectively met. IVR. It can make affordable a higher level of required technology and can provide the latest models in telephony and communications equipment. 3. A critical consideration is the extent of support and understanding from senior management. 2 OPERATING EXPENSES One of the most significant operating expenses in a Call Centre is the cost of labour. Recruitment and training 4. 7. Recruitment and training – ongoing. the calculation of operational costs by this method will prove to be less accurate than a carefully itemised establishment and operational budget. represent a major component of the operational costs. 6.000.000 to $39. One method of calculating operational costs for a Call Centre is based on an industry per seat allocation of $75.8. The annual operating costs should be calculated in the initial planning process to ensure that an ongoing commitment to this level of expenditure is made.agents’ commission. plus on-costs of 30 per cent.000 to $50. Total Establishment Expenditure: 3. However. plus on-costs. Miscellaneous. Remuneration levels for Call Centre staff are currently around $32. Salaries. the salary levels range from $38. which is estimated to be 65 per cent of a Call Centre's overall budget. redundancy costs (if agency staff are displaced). A strong business case must be made to both agency senior management and Treasury to justify the expenditure. 2. 3. particularly in recurrent spending. Other expenditure: project management and consultancy. Telecommunications: maintenance and development. such as consultancy fees. 4. job search and retraining (if agency staff are displaced). Checklist for Call Centre Operating Costs 1.000. 5. The agency relationship Call Centre Establishment Guideline Page 21 of 44 .000. 3. plus on-costs. maintenance. Information systems: maintenance and development. Advertising and communication. For team leaders. legal fees. Facility costs: electricity. Total operating expenditure: Treasury Planning Call Centres invariably involve large expenditures. Salaries. Some of the more useful that pertain to the planning of Call Centres are: • Guidelines for Financial Appraisal. • Guidelines for Economic Appraisal. agency objectives must be translated into specific Call Centre goals. Clear and specific operating procedures also need to be established to support these workflow procedures. As part of the overall establishment process. 3.nsw. Managing expectations. In the business case. The processes and procedures are then subsequently reviewed in order to assess areas that require further streamlining. The Treasury Web site (http://www. Key Process Elements in Establishing a Call Centre • • • • • Justifying the business case. configuration. Implementing the Call Centre – going live. Inadequate documentation of processes and procedures. Call Centre Establishment Guideline Page 22 of 44 . or the extensive use of manual procedures will reduce the benefits derived from the establishment of a Call Centre. which involves flow-charting and documenting all processes and procedures within a Call Centre. Part of justifying the business case involves obtaining both executive and budget approval.treasury. actual workflows – how work will flow to and from the Call Centre – need to be determined. specific decisions on the size.gov. location.manager within Treasury can very helpful. Launching the project. should take place. This includes an overall strategic analysis that specifies time-frames and a comprehensive description of operations requirements and both capital and operating budgets. and financial requirements will be needed to justify the business case. Specific advice relevant to the process and information requirements can only be obtained from this source.au) contains many useful guidelines and policy documents. 3. The revised processes and procedures also form an integral part of the training and development plan.10 Key implementation stages Once the initial decision is made to establish an internal Call Centre and the role and function of the Centre is identified. Agency-wide involvement.9 Review of current procedures The importance of streamlining key procedures is vital. Process mapping. • Guidelines for Private Sector Participation in the Provision of Public Infrastructure. Key stakeholders should be identified and involved early in the project. the next step in launching the project involves identifying members of the project team. a facility project plan and a time-frame for each key stage of the project. Managing expectations is another a key aspect. Regular stakeholders meetings should be held throughout the planning and establishment process. A Call Centre manager should be recruited at an early stage to ensure his / her input into the establishment and operational issues. Call Centre Establishment Guideline Page 23 of 44 . Part of the process of managing expectations is to establish a communications strategy that reaches all of these parties and includes executive briefings. Once executive and budget approval has been obtained. It is important to decide who will be affected by the establishment of the Call Centre. Launching the Call Centre project will require a detailed task analysis (outlined in Section 3).Obtaining agency-wide involvement is critical to the long-term success of the Call Centre. Communicating the expected benefits and outcomes is an important part of gaining support. All of the Call Centre planning comes to fruition at the going-live stage of the project. who should be involved in the planning and what are the cultural expectations of the agency. Before going-live it is vital that all systems are tested to show they are fully operational and that processes and procedures are working as originally planned. and asked to participate in all aspects of the planning process. The project team needs to be cross-functional to ensure that key stakeholder involvement occurs. accountabilities. fit out and construction. staffing and integrated marketing and communication strategies. key performance indicators (KPIs). software. IT Systems and telephony: PABX / ACD. facilities management. roles. business performance and expectations. quality assurance. − Operations: quality assurance manager. forecasting / scheduling. Page 24 of 44 • • • • Call Centre Establishment Guideline . Human resources management: critical competencies and job standards. including telecommunication and information systems. local area network (LAN). Organisational design: span criteria – number of levels and functions − Support roles: infrastructure – important technology and telecommunications (IT&T). It addresses all major factors. processes and procedures. detailed facilities design – requirements / specifications. Detailed Task Analysis • • Business model: business case analysis. security. job descriptions. space planning. call monitoring. administration / office support manager. data. mainframe. − General: human resource manager. server platform.4. Major Establishment Factors This section provides in-depth detail on the critical factors associated with establishing an internal Call Centre. The detailed task analysis listed below provides a checklist of the key elements related to the establishment of a Call Centre. financial analysis. Processes: performance reporting. desktop support. facilites management. resourcing. staff development and training manager. forecasting / scheduling and reporting analyst. viable location analysis. resource manager. Facilities planning: site selection. training. the information systems hardware installation process will need to be coordinated with the telecommunications installation and any building modifications. Timing issues The timetable for the effective implementation of a new Call Centre depends on a number of key factors. human resource policies. The Gantt Chart at Appendix 2 illustrates key milestones for a typical facility establishment plan. Obtaining the appropriate technology for a Call Centre can result in significant cost savings and efficiencies from both an organisational and customer perspective. In particular. Developing a Facility Plan Facility planning for a 50-seat Call Centre can take up to 12 months to complete. An agency should allow sufficient time to develop an effective telecommunications plan. People: skills.1 Telecommunications It is important to put the right telecommunication systems in place from the beginning. An overall technology platform for a Call Centre would typically include a PABX or exchange-based switch. from deciding on the size to moving-in. Business recovery:viable operating options to maintain business operations in the event of business interruptions and unplanned disasters. With careful project management and allowance for supply problems. a customer database and an Internet site. if there is a large degree of customisation in the plans or building information systems. The telecommunications and information systems.• • pay and rewards. rostering software. an ACD-MIS. The initial audit of the existing telephony infrastructure and call analysis will provide the basis for deciding future telecommunication requirements for the Call Centre. knowledge and competencies. realistic deadlines are achievable. However. both internal and external. make up the engine of the Call Centre. then the implementation process will take longer. 4. Some strategic decisions that assist with telephony planning are listed in the following table: Call Centre Establishment Guideline Page 25 of 44 . recruitment. Compounding the problem is the rapid advances in technology and its deployment. The right technology for a Call Centre is very difficult to determine as understanding technology requires a comprehension of the terminology that is being used. both hardware and software. as mistakes are expensive and difficult to rectify. Adequate time should be allowed to assess all requirements. Automatic Call Distribution-Management Information Systems (ACD-MIS) give comprehensive management information in real-time. It allows different telephones within an organisation to have their own number (or extension) where calls can be made or transferred internally. a Call Centre site will need access to telephone exchanges and fibre optic cables. The 13 number is also available at the cost of a local call. There is also the six-digit 13 number. Other special number services allow customers to call in for the price of a local call. An ACD can also prioritise calls in a queue. Outside callers can dial a specific extension to reach a person or section. A basic option is to adopt a single contact number. A PABX (Private Automatic Branch eXchange) is specialised equipment that acts as an extension of the public network. where the telephones have multiple buttons and allow the user to select lines for outgoing or incoming calls directly. a service that can identify the source of a call and direct it to a single answering location. such as the 10-digit 1300 number. from the basic to very sophisticated exchange-based technology. monthly and year-to-date basis. Telecommunications Options There is a wide range of telecommunications equipment available. A common service is FREECALL 1800. In addition. weekly. a free telephone service to callers.Strategic Telephony Decision Criteria • • • • • • Whether to lease or buy? Will the telephone system be separate for the Call Centre or integrated with the agency's existing system? Will the telephone exchange be able to accommodate the call traffic expected? Who will be the preferred carrier? Will FREECALL 1800 or 13 / 1300 numbers be used? To what extent will the telephony and information systems be integrated? If major telephony hardware or software installation is needed. PABXs are normally purchased or leased from associated vendors. adequate lead-time for delivery and installation should be factored into the telecommunications plan. but the annual rental to the agency will be significantly higher than for a 1300 number. Overall Call Centre performance can be reported and aggregated on a daily. Automatic Call Distribution (ACD) systems provide flexibility in distributing and managing inbound calls by automatically keeping callers on hold until the next CSO is available. Disaster recovery plans should also accommodate dual telephone access. as well as historical information. A basic telephone system for a Call Centre begins with a key telephone system. It provides reports on 15-minute and 30-minute call traffic patterns and individual groups or CSOs. for effective call management analysis and reporting. Call Centre Establishment Guideline Page 26 of 44 . the better. The IVR then directs the call to the CSO responsible for that area. The 1997 Commonwealth Telecommunications Act makes call monitoring legal. of a consumer backlash against IVRs.Centrex is a sophisticated network service with advanced call-handling capabilities that replaces the need for a PABX. It should be noted that handsets are not necessary if the telephone and computer systems are integrated. Headsets need to be lightweight but sturdy enough to handle the rigours of everyday use. Headsets play a key role in creating a quieter environment.. IVRs are increasingly being used by inbound Call Centres to manage call volumes more efficiently. Customers then have the right to ask for the call not to be monitored. On receiving a voice answer from a customer. This facilitates the speed of telephone answering time and computer data entry. However. Centrex does not offer the functionality and full range of reporting that a standard PABX / ACD system offers. Advanced CTI can be an extremely expensive option and is typically only used in large Call Centres. Given potential noise problems. Another technological enhancement for a Call Centre is the use of automatic call recording equipment. The often extensive menu options that customers are required to navigate in order to get to a real live person can be very frustrating. They can receive information on areas such as account balances or listen to prerecorded announcements. an organisation must inform the customer that their call may be monitored. Calls are screened by offering callers a choice of options that can be selected by pressing a button on their telephone handset. This type of technology provides the Call Centre with a digital transcript of telephone conversations that can be used for dispute management and for CSO feedback on call quality. the headsets with built-in noise reduction facilities are a good option. If automatic call recording equipment is being used. the system switches the call through to the first available CSO. Predictive diallers are useful if a large number of outbound calls are made. The installation of a computer-assisted telephone contact system can provide simple information for customers if they key in an account number or a personal identification number (PIN). Agencies need to be aware. The fewer the menu options on offer. however. as the infrastructure is provided within the exchange. but with identifying tones in place to inform callers. A number of different types of headsets should be trialled to find out which are most suitable for the CSOs. using Calling Line Identification (CLI). This is commonly known as skillbased routing. ACD capabilities and MIS reporting are available. Call Centre Establishment Guideline Page 27 of 44 . direct from the exchanges. The equipment dials numbers from a master list and can filter engaged and no-answer calls. Computer Telephone Integration (CTI) provides an intelligent link between the telephone system and the information system to put customer information on the screen as the call arrives. • Ability to meet required response times (processing speed). • User friendly. eg. processing unit or drive. The suitability of the existing information system will need to be assessed. the criteria for selecting the right type of software should be based on the following: • Relationship management capabilities. but on-line to the mainframe’s client and transactional database. Customer contact software should provide CSOs with relevant customer information so that they can handle inquiries properly. In general. • Input / output options to link with other systems. check that its processing capacity will give fast response times (instant access to information). includes the screens. and an existing mainframe computer. including stand-alone personal computers (PCs). CD-reader. • Compatibility with existing hardware. • Compatibility with other systems. keyboard and printer.2 Information systems requirements One of the key building blocks of a Call Centre is the information systems that will be installed. and allow for easy and flexible scripting. The system should have the ability to manage new callers as well as regular customers. networked PCs that are part of a local area network (LAN) linked to a central database and management control system. • Call management and scheduling facilities. If an existing mainframe computer is used. Call Centre Establishment Guideline Page 28 of 44 .2.2. It should also incorporate automatic tracking of call outcomes and have a calendar and diary that records date and time automatically when entries are made and can schedule follow-up calls as appropriate. windows-based. 4. training and ongoing maintenance.4. A consultant and / or systems integrator should be consulted to help choose the most appropriate technology for the agency's needs. • Local support when things go wrong. the physical equipment used to operate the software. Microsoft.2 SOFTWARE One of the most important considerations in choosing software is the question of compatibility with the hardware that will be used. It may be possible to have a separate processor dedicated to the Call Centre. but there are already sophisticated Customer Relationship Management (CRM) programs available that can be customised for an individual organisation's needs. There are a number of different hardware figurations.1 HARDWARE Hardware. 4. Designing in-house systems can be difficult and time-consuming. geographical information and policies and procedures. There are also software enhancements for existing information systems that can help organisations achieve significant efficiencies. A workforce management system can be installed to work in conjunction with the ACD. A well-maintained customer database is critical for managing ongoing customer relationships efficiently. These include number of calls in queue. reader boards can be used to provide information to CSOs. reduces the need for office paper and provides the ability to access information quickly when required. The knowledge-based system could include the nearest regional office and its hours of operation. stores. such as faxes. or as a stand-alone system. The interface allows data to be transferred between the corporate mainframe and the customer contact system. based on historical call traffic volumes together with key service parameters. Call Centre Establishment Guideline Page 29 of 44 . CSOs should also have ability to fax or e-mail information to customers from their computers. This system may stand-alone or be integrated into the current information systems platform. average speed of information and overall daily call volume.A corporate database interface is used when a database already exists. such as planned events. A relational database links data from all parts of the organisation and allows the development of a useable database. The electronic scanning of documents. The development of an easy reference knowledge-based system of commonly asked questions is also recommended. By integrating the key fields from the database with the customer contact software. Customer information. visitors arriving or the CSO of the month. organises and updates information so that it can be easily retrieved and used within the Call Centre. Specialised software tools are available to predict the staffing levels required. average wait times. Workforce Management Systems One of the most difficult challenges within a Call Centre is to achieve efficient staffing levels. 4. In addition. A customer contact management system collects.3 Other technology Reader boards are commonly used within Call Centres to provide real-time information to both management and CSOs on a range of material. transactional information and call contact information can all contribute to identifying trends and customer segments for the development of marketing and communication strategies. to forecast call volume and associated staffing requirements. Using fewer keystrokes and developing a simpler process for inquiries and / or amendments are two such examples. in order to streamline the entire process and provide an efficient audit trail. CSOs can view appropriate screen information. 5 Backup sites and redundancy A primary requirement of business continuity planning is providing redundancy in both the telephone and information systems.The ultimate goal of workforce management is to determine the optimum ratio of staff to call volumes and service level standards. The backup site can be often used as a full-scale training facility or after-hours service facility. Timeliness and risks involved Given the rapid changes in both information systems and telephony.4 Assessing new technology Requesting information from a variety of suppliers will provide a good indication of the technology available in the marketplace. plans should be made to establish a backup site in the event that the primary Call Centre shuts down. In general. Once a decision is made on the most suitable technology. it is a good idea not to be the first. using proven technology is the solution with fewest risks and least time taken for effective installation and operation. This equipment is widely used. competitively priced and has proved to be reliable. Another important part of the establishment process is the effective contract management of technology suppliers. in the establishment process. However. Sufficient time to thoroughly test the systems prior to becoming fully operational is vital.4 Range of alternatives to consider provides some guidelines on how to effectively manage external organisations. 4. This type of technology can generally be installed within three months. When establishing a new Call Centre. Clear performance requirements and time-frames must be specified so that the golive date for the Call Centre can be met. The Operational Guidelines for Government Call Centres includes more detail on the way an organisation can provide a continuous service. The use of rostering software can provide significant staffing efficiencies. Call Centre Establishment Guideline Page 30 of 44 . More sophisticated state-of-the-art technology is available with advanced features. 2. agencies need to understand the risks and costs involved in keeping abreast of new advances. Most agencies will find themselves choosing proven technology. 4. a tender process will enable the agency to acquire it at a competitive price. only or last user of a technology. but it is more expensive. Agencies with multiple Call Centre locations will not have this problem. takes longer to install and there is limited backup support it is needed. décor. Infrastructure hardware / software installed. Site visits to three or four Call Centres. Estimate furniture and space required. Determine staffing and position levels. Select preliminary finishes. cramped and likely to cause high staff turnover. Infrastructure: cabling. lighting. Approve infrastructure design. General contractor hired. air quality. plumbing. Determine selection criteria. teamwork-oriented. Site selection 4. Furniture and electrical plans. Incorporate information gained into design. Proper facility planning will have a major impact on the operational performance of the Call Centre.6 Facility planning A primary goal in the design of a Call Centre facility is to maximise staff performance. cabling. All infrastructure hardware / software ordered. Network conduits and cabling. approve final floor plan. electrical. Site visits to buildings in top two or three locations. Page 31 of 44 2. The work environment has a direct impact on staff satisfaction and job performance. The Call Centre environment should take into consideration ergonomic design. Permits. lighting levels. Lease signed. lighting. Voice / data infrastructure Call Centre Establishment Guideline .begin lease negotiations. Benchmarking 3. Actual construction 9. Demolition / construction: walls. The following table outlines the key project steps involved in facility planning. Approve all furniture. Select top two sites . and personal space and privacy. Site design 5. Identify similar Call Centres to visit. acoustics. Facility Elements 1. Consideration of occupational health and safety issues is a key component in the design of an effective workplace. low stress environment and one that is confused. Approve final finishes. Infrastructure: rooms. Construction documentation 7. Incorporate furniture and room requirements. Effective Call Centre design can be the difference between a comfortable. Order furniture. décor.4. Welldesigned furniture will minimise repetitive strain injury and allow staff to work in comfortable surroundings. Lighting and plumbing plans. Sizing Plan • • • • • • • • • • • • • • • • • • • • • • • • • • • Key project steps Estimate call volumes. conduits and rooms. Bidding / contracting 8. Agency approval 6. Validate space required. painting and décor. Lunch room and kitchen facilities. Call Centres with open plan layouts and with a modular format provide flexibility for future growth. Finishes . As facility planning is a specialist role. Interview / meeting rooms. Staff breakout room (relaxation room). as well as allowing a teambased environment. Team leaders should be grouped with their teams so that they can quickly identify and resolve problems. Coaching and training rooms. Lighting. Supporting vendor contracts installed. • • • • • • • • Checklist for Call Centre Layout Workstations. Infrastructure cabling installed within furniture. Developing a facility plan is an important part of the business development and planning process. ceiling. Sufficient space Call Centre Establishment Guideline Page 32 of 44 . Transition of facilities management. Office furniture installed. All communications outlets wired & tested.1 CALL CENTRE LAYOUT Planning the layout of the Call Centre is an important step in providing the right environment for maximum staff performance. Finish construction 12. Grouping staff in teams will help maintain team development and motivation.installation 10. Furniture installation 11. Such a plan will help ensure that the implementation process is subject to fewer problems and is move likely to achieve the expected time-frames. There are many different layouts to consider. a project manager or specialist facility planner should be appointed to handle these responsibilities. Move-in.6. Lockers and stationery / storage areas. security installed. 4. Cabling for telephones and computers also needs to be planned carefully. Toilets. Computer and telephony room. Cables must be easily accessible but also well concealed. Work space should be allocated so that it meets the demands for both cost-effective communication and reasonable levels of privacy. Team leaders should also be allocated additional work space for meetings and tracking work performance. Modular furniture base installed. Site preparation and move-in • • • • • • • • • • All vertical and horizontal cabling complete. The plans should be made with a view to future expansion as the volume of calls may be underestimated and the Call Centre may take on additional responsibilities at a later date. kitchens. the air conditioning in the building must be programmed to accommodate these requirements. recreational space. noise levels. Lighting: natural and diffused lighting should be used where possible within the Call Centre to minimise glare.should be left for wires and cables that may be added later. Casters on the chairs will give free movement around the workstation. manuals and shelf space. so the importance of quality chairs cannot be overestimated. Correct application of the workstation standards will not only help protect Call Centres from occupational health and safety problems but will improve staff comfort and lead to increased productivity. AS/NZS 44. Anti-glare options include fluorescent lights with triphosphor tubes and up-lights on the top of workstations. specifies the minimum depths and sizes of desk or workstation bench tops. lunchrooms and staff parking. but low enough to ensure staff members don’t feel isolated from the rest of the team. Chairs should be adjustable to provide both comfort and good back support. If there are extended shifts. telephones.3 ENVIRONMENTAL ISSUES Environmental issues also need to be considered in the overall design of the Call Centre facility. reflections and shadows.6. 4. These include lighting. 4. The size of the workstation should be large enough to accommodate computers. Call Centre Establishment Guideline Page 33 of 44 . ventilation. Adequate space should also be assigned for a telecommunications and computer equipment room.43:1997. The workstation partition should be just high enough to allow for privacy and to retain the workstation's acoustic advantages.2 WORKSTATIONS An appropriate ergonomic workstation design is a critical factor in staff productivity. CSOs spend a lot of time sitting.6. but they are also expensive. Some workstation configurations are included at Appendix 3 to illustrate typical arrangements in Call Centres. Ventilation: the Call Centre should have its own air conditioning temperature controls and provide comfortable and consistent temperature and humidity. The Australian Standard for Workstations. A good design for the placement of workstations will prevent the staff from feeling like battery hens. The standard lighting in most offices is not suitable for a screen-based Call Centre environment. Adjustable desk heights are preferable. One option is installing vertical blinds for daylight control and using glare guards to prevent problems with glare from artificial lighting. A secure carpark will be needed for staff safety. 4. and window blinds will help to absorb sound and minimise noise levels. Headsets with built-in noise reduction facilities will also help. Kitchen and Lunchrooms: a dedicated kitchen / lunchroom area for staff will help minimise food consumption at workstations and encourages staff to have a proper break away from the phones.5 SECURITY Adequate provision should be made for security in the Call Centre. overhead projector and shelves for stationery and other office items. 4. In addition.7 Staffing Call Centre Establishment Guideline Page 34 of 44 . Here they can get away from the phones for short and longer breaks. Place noisy and distracting support equipment away from the Call Centre. A relatively noise-free environment is desired.4 OFFICE EQUIPMENT Among the resources required for the efficient day-to-day running of the Call Centre are office equipment such as fax machines.6.Noise: background noise can be stimulating within a Call Centre environment. An escorted security service is another option. Soft furnishings. training room furniture and equipment. The Call Centre must also have adequate protection against fire. water and other damage. Special breakout or quiet rooms with comfortable chairs are ideal for this activity. This includes restricted access to customer records and the database. A dedicated area for specialist coaching and training sessions and a confidential meeting room for discipline or other issues are also worthwhile inclusions. interview rooms and a utility area. photocopiers and printers. together with a system of passwords to restrict access to information. Other rooms: where possible. will also be required. access codes are likely to be required for overall access to the Call Centre facility. it is important that CSO’s have a recreation area separate from the workplace. such as carpets. especially if the Call Centre operates outside normal hours. confidential material. and personnel files. are two methods that can be used. but excessive noise levels can cause problems with communication.6. with redundant telephone and information systems. fit out of the Call Centre should include training rooms. TV / VCR. 4. Recreational Space: given the repetitive nature of telephone call handling and the desk-bound nature of the job. Secure areas for files. partitions. Proper backup facilities. The telecommunications and information systems room is also likely to be a restricted area with access codes required. whiteboards. 5 = 103 calls 1500 D ÷ C = 1500 ÷ 103 calls = 14. • An average CSO’s day is generally considered to be a six-hour shift or 360 minutes. Implement recruitment and selection process. Set a process for staff selection. • Average number of calls per day = 360 ÷ average contact time. • Average contact time = call time + after-call work time.7. Design the initial induction training program.5 minutes (90s) 3. The basic process for estimating staff numbers is as follows: • Step 1 . Estimating call volumes is more difficult in an inbound Call Centre than in an outbound Call Centre. • After-call work time is the time spent on the paperwork or data processing associated with that call.Determine the actual productive time of a CSO.Determine the number of calls to be made / received.Appropriate staffing is one of the most critical aspects in establishing a Call Centre. Elements of a typical staffing plan include: • • • • • • • Key Staffing Plan Elements Determine critical competencies and job standards. 4. Ensuring that correct numbers of staff are recruited and deciding on what levels they will be hired are two key decisions in effective human resource management. • Step 3 .1 CALCULATING STAFF NUMBERS The number of calls and their duration are the two important factors in determining the staff numbers required in a Call Centre. These are the definitions used as the basis for the calculations: • Call time is the actual call time spent on the telephone.Determine the average talk time for each call and after-call work time. Decide on internal or external management of the process.5 minutes (210s) A ÷ B = 360 ÷ 3. Develop position descriptions and person specifications. • Step 2 . Staff Number Requirements minutes per CSO day = average call length + average after-call work time = average contact time average number of calls per CSO total number of calls per day STAFF REQUIRED = Calculations 360 minutes 2 minutes (120s) 1.6 staff or 15 staff Formula A B C D Call Centre Establishment Guideline Page 35 of 44 . Calculate number of staff initially required. 4. Decisions also have to be made on the length of a shift. Based on call patterns.7. A decision to extend the operation of a Call Centre beyond a typical day (9 am-5 pm) will have significant implications in terms of the length of shifts required. In other words. such as delays in answering calls and increased abandonment rates. 4. IVRs or Internet-based technology. The result of understaffing may lead to customers getting an engaged signal or being forced to wait on hold before having their call answered. with casuals handling peak call times.3 ROSTERING The efficient rostering of staff to manage call volumes effectively is a vital role within Call Centres. the number of calls handled per CSO is directly linked to the service level objectives and call quality outcomes. there is a high risk of staff burnout. 4. It is also important to build up a pool of casual staff for optimum resource flexibility or to use alternative technology solutions.7. the use of four or five hour shifts to cope with peak call volumes at various times during the day and week may be more appropriate. The majority of Call Centres use permanent part-time staff who work between 20 and 40 hours per week. such as call queue back. This can have a significant effect on the overall quality of service delivery and customer satisfaction levels.When calculating staff. Call Centre Establishment Guideline Page 36 of 44 . A further discussion on key performance indicators and the focus on quality versus quantity can be found in the Operational Guidelines. In order to minimise staffing costs.2 HOURS OF OPERATION An analysis of calling patterns early in the morning and late in the afternoon will identify call trends (see 2.7. Overstaffing can lead to increased call costs while understaffing leads to poor service levels. a focus on call quality outcomes may mean fewer calls handled per CSO. levels of supervision and the staff numbers required (see 3. staff need to be rostered according to call peaks and troughs. evenings and weekend periods. a workforce analyst may be needed to optimise resource allocation and associated costs. Seven-hour shifts in a Call Centre may not be ideal given the repetitive nature of the work.3 Call-handling strategies).3 Assessing the current situation). This would also reduce the potential for stress and fatigue associated with the repetitive nature of the calls. If the Call Centre is constantly understaffed. part-time and casual staff.4 STAFFING MIX Call Centres tend to have a staff employment mix of full-time. This information should be used to plan optimum operational hours of the Call Centre. If the Call Centre has more than 25 seats. Agencies should consult Managing Displaced Employees: Policy and Guidelines (1996) for information on how to manage displaced staff if staff rationalisation becomes necessary. Existing staff The introduction of a Call Centre may lead to the relocation or reclassification of some existing staff. A Call Centre with more than 50 CSOs would have three to four team leaders.Many Call Centres use university students in shorter shifts. double jacking. Figure 1 in Appendix 4 shows a typical organisational structure for a 30-seat Call Centre.1995) and Strategies for Flexible Workplace Arrangements. some agencies operate Call Centres with a successful strategy of employing parttime staff to cover peak periods. silent monitoring. The team managers / leaders should also acquire their Certificate IV in Call Centre Establishment Guideline Page 37 of 44 . However. such as weekends. Already established areas in the agency may also need to be integrated with the Call Centre if staff there handle a high volume of customer contacts. some of these specialist roles may be performed by the Call Centre manager or allocated to a team leader. specialist support staff. Support staff for Call Centres include information technology and telecommunications specialists and finance and administration personnel. Typically a Call Centre with fewer than 10 CSOs. 4. Premiers Department (2000). given the strategic importance of a Call Centre to the agency. Most public sector awards are based on a 35-hour week. the Call Centre manager may have a team of specialist personnel responsible for specific roles. and overall responsibility for motivation / morale of their team. Key roles The manager of a Call Centre is ultimately responsible for the effective day-to-day operations of the Call Centre as well as the overall long-term strategic direction and development. given their ability to develop eventually into fully productive Call Centre CSOs. team leader and a combined support staff member / CSO. Helpful publications that discuss flexible work options include Flexible Work Practices: Policy and Guidelines produced by the Public Employment Office (1994. Using trainees can also be very effective. The manager is a key member of an agency's senior management team. Depending upon the size of the Centre. senior CSO levels. The role of team managers / leaders includes coaching. If the Call Centre has fewer than 25 CSOs.8 Organisational structure It is important to develop a structure that provides overall effective performance management within a Call Centre. analysing statistical reports to identify high and low performers. Likely areas include the switchboard and accounts payable and receivable. would have a Call Centre manager. a workforce analyst and a staff development / quality assurance manager. performance management. as they become displaced by the specifically recruited Call Centre staff. should be no more than 15:1 provided that there is one senior CSO / workplace coach in smaller teams of seven or eight. and administration / word processing. There are many general recruitment agencies. externally using a recruitment agency. • Public Sector Management (General) Regulation. By having senior CSO / workplace coach positions in place. in general. and that uses an advanced Call Centre recruitment process. If the agency has no experience in the recruitment and selection of Call Centre personnel.Assessment and Workplace Training to ensure that on-the-job training of staff is structured for maximum results.1999. Succession Planning The Call Centre manager and team managers / leaders are important to the overall effective management of a Call Centre. particularly in the government sector. Other sources of information on legislation and policies for public sector recruitment and selection should be consulted before starting recruitment These include: • Public Sector Management Act. • Personnel Handbook. which discusses selection and recruitment costs. The first major decision in the recruitment and selection process is whether to conduct the process internally.000 per position. Consideration should be given to succession planning within a Call Centre for the Call Centre manager's position. then one option is to use a specialist recruitment agency. a better career path will be available to CSOs. Agencies should also consult a useful report. 1996. but it is important to select a recruitment agency that has extensive experience in selecting Call Centre personnel. given that the average cost of recruiting and training of staff in the industry is estimated at more than $12. Typically. a team-based structure should be introduced for improved team management with team managers and senior CSO positions responsible for the overall effective management and development of their team's performance. • Specific legislation governing statutory authorities. Call Centre Establishment Guideline Page 38 of 44 . 4. Staff in the position of team managers can develop the required expertise over time. In addition.9 Recruitment and selection The development of a rigorous recruitment and selection process is important. The supervisor to staff team ratio. 1988. the key roles of Call Centre support staff include systems support and maintenance. or a combination of both. Council on the Cost of Government Third Report (1997). If large numbers of applicants are expected. Telephone screening. Face-to-face interviews. Behavioural interviews. a psychometric test developed by Saville and Holdsworth. Behavioural role-plays. Whether the recruitment process is handled internally or externally. They can streamline the assessment of the available pool and short-list those candidates who are most suitable. Recording the role-plays will enable them to be played back at a later stage to confirm initial impressions. telephone manner. The aim of the telephone interview is to establish candidates’ work experience. The selection process for the Call Centre manager may include resume screening. Here the emphasis will be on experience in leading and managing teams within a Call Centre environment. ability to handle complaints and phone-selling skills (if appropriate). This provides an opportunity to assess how good the applicants are at communicating and selling themselves. communication skills. the entire process must be based upon the skills needed to do the job. Telephone interviews are an essential part of the selection process. It may also be appropriate to incorporate the use of a Customer Service Questionnaire (CSQ). voice skills and selling ability (if applicable). then using a recruitment agency in this phase of the process can be a time-saver. Reference checking. Essentially. Recruiting team leaders will be similar to the CSO recruitment. the recruitment and selection process for this position may involve an executive search and placement process or be handled by an external recruitment agency that specialises in this type of recruitment. Three specific role-play scenarios should be used to test the extent of candidates’ customer service orientation. Given the strategic importance of the Call Centre manager to the effective establishment and operation of a Call Centre. recruitment agencies may be useful in screening and assessing applicants. important criteria for this level of position. communication skills. but will emphasise different skills.Even when the selection process is undertaken internally. The CSQ has proven to be very effective in identifying suitable customer serviceoriented staff The recruitment and selection process for the Call Centre manager and team leader positions is likely to be more complex. enthusiasm and the creativity of their telephone performance. the recruitment and selection process for CSOs should include: • • • • • • • Key Recruitment and Selection Processes Job analysis. Call Centre Establishment Guideline Page 39 of 44 . position description and person specification. multiple interviews. psychological profiling. Telephone interviews including voice analysis. It will also reveal their attitude. agency presentation and reference checking. The most important part of the selection process is the role-playing. coach and counsel team Members Ability to work well under pressure.9. coaching and counselling team members.Behavioural questions at the interview could address these criteria. along with roleplays based on specific scenarios involving motivating. team managers / leaders and CSOs need to be developed and should include Call Centre key performance indicators (KPIs). Specific accountabilities and performance measures vary for each level. 4.1 OTHER EMPLOYMENT CONSIDERATIONS Appointment conditions for each position and level also need to be specified.2 POSITION DESCRIPTIONS Clear descriptions of the roles and accountabilities for the positions of Call Centre manager. including hours of work. 4. based upon the staff member's feedback. pay rates. Key CSO Skill Requirements High level customer service orientation High level communication skills. but the following tables indicate some of the relevant skills. and leave entitlements. Exit interviews are an important link with the recruitment and selection process as they can identify issues that may need to be addressed within the Call Centre. including superior voice skills Team-based skills Positive attitude under pressure Keyboard and computer database skills Priority Rating 1 1 2 2 3 Key Team Leader Skill Requirements Ability to effectively lead and manage a team High level communication skills Ability to motivate.9. meet deadlines and effectively manage resources Ability to provide a high level of customer interface Priority Rating 1 1 2 3 3 Key Call Centre Manager Skill Requirements Ability to effectively lead and manage the Call Centre High level communication skills Ability to achieve agreed targets and KPIs Ability to effectively manage resources within defined budgets High level focus on continuous improvement Call Centre Establishment Guideline Priority Rating 1 1 2 2 3 Page 40 of 44 . 9. Depending upon the size of the Call Centre and the ongoing training requirements. a dedicated training position may be needed to manage staff development training requirements. A training and development plan for the next 12 to 18-month period should be developed and include ongoing training programs for all staff in customer service and sales (if appropriate) techniques.5 TRAINING STRATEGIES Methods that can be used to train Call Centre CSOs include classroom activities and call observation. However. prices (if appropriate). including lesson plans.9. including its mission. 4. These include: • Knowledge of the organisation. accelerated learning techniques to bring new staff quickly up to speed may use double jacking. Experienced staff see this system as an appropriate recognition of their knowledge and performance.10 Marketing and communication strategies Page 41 of 44 Call Centre Establishment Guideline .4 TRAINING PROGRAMS Even though specific training requirements differ from one organisation to another.9.4. • Communication skills. • Computer systems. Another option is for senior CSOs to be available on the floor to assist newer staff. • Office procedures and hours of operation. overhead transparencies and workshop manuals. It should document the entire training program. • Product knowledge – products and services of the organisation. including voice skills and call-handling strategies. vision and core values. office values and business strategies. including customer profiles. • Customer knowledge. An important part of the training and development plan would be to conduct a Training Needs Analysis and an individual Skills Assessment. particularly if internal candidates are selected. there are a number of common elements that should be incorporated into induction programs.3 INITIAL TRAINING AND INDUCTION PROGRAM Appropriate training for Call Centre staff can improve productivity and service levels by more than 15 per cent. facilitator's guide. 4. 4. product knowledge tests. including key uses and benefits. and one-on-one coaching. An induction and training manual should be developed. Ongoing training requirements are also discussed in the Operational Guidelines. key performance objectives. These will help to identify current competency levels and specific training requirements from both an individual and team perspective. information briefs. • Call Centre newsletters. This will help to coordinate the various agency initiatives. The Call Centre needs to be integrated into the agency's overall marketing strategy to maximise its effectiveness. in terms of effective customer contact management. Unexpected call volumes that are not handled efficiently can lead to widespread customer dissatisfaction. This coordination will ensure that the Call Centre is not faced with unexpected call volumes because it was unaware of a planned marketing event. Call Centre Establishment Guideline Page 42 of 44 . This will result in a cultural shift. Communicating the role and objectives of the Call Centre is vital to gaining acceptance and recognition of the Call Centre's importance. • Letters to customers and other key stakeholders. Both internal and external marketing and communication strategies will need to be developed to ensure both agency staff and customers understand what the Call Centre does (functionality). Methods used to communicate to both internal and external customers include: • An official launch of the Call Centre.The final major factor involved in the establishment of a successful Call Centre is an effective marketing and communications role. with the relevant Minister involved. • Media releases and other publicity. destroying the success of the marketing strategy. • Appointment of service liaison officers within the Call Centre to communicate with other sections within the agency. what service level objectives (KPIs) have been established and how the Centre will improve the agency's service delivery. video. Undertaking a project of this magnitude will have a large impact throughout the agency. ERM 17. CSR 12. ATT 5. PCS 25. API 3. CND 11. MCU 23. ICR 19. TIS Automatic Call Distribution Application Programming Interface Average Speed of Answer Average Talk Time Best In Class Computer Assisted Telephone Interview Computer Based Training Customer Interface Services Caller Line Identification Calling Number Display Customer Service Representative Computer Telephony Integration Digital Advanced Mobile Phone Service Digital Ratio Broadcasting Expert Agent Selection Enterprise Relationship Management Grade of Service Intelligent Call Router Integrated Digital Network Exchange Integrated Services Digital Network Interactive Voice Response MultiPoint Conferencing Unit Private Branch Exchange Personal Communication Systems Public Switched Telephone Network Reservations Sales Agents Sales Force Automation Simple Network Management Protocol Switching System Adaptor Transmission Control Protocol/Internet Protocol Telecommunications Industry Ombudsman Translating and Interpreting Service Page 43 of 44 Call Centre Establishment Guideline – Appendix 5 . TIO 32. ACD 2. ISDN 21. CATI 7. CBT 8. CLI 10. IVR 22. D-AMPS 14. SNMP 29. CTI 13. BIC 6. SFA 28. RSA 27. PBX 24. SSA 30.APPENDIX 5 Abbreviations for common Call Centre terms 1. DRB 15. GOS 18. TCP/IP 31. IDNX 20. ASA 4. CIS 9. PSTN 26. EAS 16. TSR 34. VOIP Telemarketing Sales Representative Voice Over Internet Protocol Call Centre Establishment Guideline – Appendix 5 Page 44 of 44 .33.