Call Centre
Content
Call centre
From Wikipedia, the free encyclopedia
A very large collections call centre in Lakeland, Florida. A call centre or call center[1] is a centralized office used for the purpose of receiving and transmitting a large volume of requests by telephone. A call centre is operated by a company to administer incoming product support or information inquiries from consumers. Outgoing calls for telemarketing, clientele, product services, and debt collection are also made. In addition to a call centre, collective handling of letters, faxes, live chat, and e-mails at one location is known as a contact centre. A call center is often operated through an extensive open workspace for call centre agents, with work stations that include a computer for each agent, a telephone set/headset connected to a telecom switch, and one or more supervisor stations. It can be independently operated or networked with additional centres, often linked to a corporate computer network, including mainframes, microcomputers and LANs. Increasingly, the voice and data pathways into the centre are linked through a set of new technologies called computer telephony integration (CTI). Most major businesses use call centres to interact with their customers. Examples include utility companies, mail order catalogue retailers, and customer support for computer hardware and software. Some businesses even service internal functions through call centres. Examples of this include help desks, retail financial support, and sales support.
A typical call center worker's desk environment in Lakeland, Florida, United States. A contact centre, also known as customer interaction centre is a central point of any organization from which all customer contacts are managed. Through contact centres, valuable information about company are routed to appropriate people, contacts to be tracked and data to be gathered. It is generally a part of company’s customer relationship management (CRM). Today, customers contact companies by calling, emailing, chatting online, visiting websites, faxing, and even instant messaging.
Call centre worker at a very small workstation/booth, using CallWeb, an internet based survey software.
Contents
• • • • • • • • • • • •
1 Technology 2 Patents 3 Dynamics 4 Varieties 5 Criticism and performance 6 Outsourced bureau contact centres 7 Unionisation 8 Standardisation 9 Mathematical theory 10 See also 11 References 12 Further reading
Call
This article is about financial options. For call options in general, see Option (law). A call option, often simply labeled a "call", is a financial contract between two parties, the buyer and the seller of this type of option.[1] The buyer of the call option has the right, but not the obligation to buy an agreed quantity of a particular commodity or financial instrument (the underlying) from the seller of the option at a certain time (the expiration date) for a certain price (the strike price). The seller (or "writer") is obligated to sell the commodity or financial instrument should the buyer so decide. The buyer pays a fee (called a premium) for this right. The buyer of a call option wants the price of the underlying instrument to rise in the future; the seller either expects that it will not, or is willing to give up some of the upside (profit) from a price rise in return for the premium (paid immediately) and retaining the opportunity to make a gain up to the strike price (see below for examples). Call options are most profitable for the buyer when the underlying instrument moves up, making the price of the underlying instrument closer to, or above, the strike price. The call buyer believes it's likely the price of the underlying asset will rise by the exercise date. The risk is limited to the premium. The profit for the buyer can be very large, and is limited by how high underlying's spot rises. When the price of the underlying instrument surpasses the strike price, the option is said to be "in the money". The call writer does not believe the price of the underlying security is likely to rise. The writer sells the call to collect the premium. The total loss, for the call writer, can be very large, and is only limited by how high the underlying's spot price rises. The initial transaction in this context (buying/selling a call option) is not the supplying of a physical or financial asset (the underlying instrument). Rather it is the granting of the right to buy the underlying asset, in exchange for a fee — the option price or premium. Exact specifications may differ depending on option style. A European call option allows the holder to exercise the option (i.e., to buy) only on the option expiration date. An American call option allows exercise at any time during the life of the option. Call options can be purchased on many financial instruments other than stock in a corporation. Options can be purchased on futures on interest rates, for example (see interest rate cap), and on commodities like gold or crude oil. A tradeable call option should not be confused with either Incentive stock options or with a warrant. An incentive stock option, the option to buy stock in a particular company, is a right granted by a corporation to a particular person (typically executives) to purchase treasury stock. When an incentive stock option is exercised, new shares are issued. Incentive stockoptions are not traded on the open market. In contrast, when a call option is exercised, the underlying asset is transferred from one owner to another
Centre
Centre of gravity" redirects here. For the military concept, see Center of gravity (military). For aircraft, see Center of gravity of an aircraft. For ships, see Ship's center of gravity. Not to be confused with Centre of gravity wavelength or Centre of gravity frame. For barycenters in geometry, see centroid. This article includes a list of references, but its sources remain unclear because it has insufficient inline citations. Please help to improve this article by introducing more precise citations where appropriate. (November 2010) The center of mass or mass center is the mean location of all the mass in a system. In the case of a rigid body, the position of the center of mass is fixed in relation to the body. In the case of a loose distribution of masses in free space, such as shot from a shotgun or the planets of the Solar System, the position of the center of mass is a point in space among them that may not correspond to the position of any individual mass. The use of the mass center often allows the use of simplified equations of motion, and it is a convenient reference point for many other calculations in physics, such as angular momentum or the moment of inertia. In many applications, such as orbital mechanics, objects can be replaced by point masses located at their mass centers for the purposes of analysis. The term center of mass is often used interchangeably with center of gravity, but they are physically different concepts. They happen to coincide in a uniform gravitational field, but where gravity is not uniform, center of gravity refers to the mean location of the gravitational force acting on a body. This results in small but measurable gravitational torque that must be accounted for in the operation of artificial satellites. Barycenter or barycentre may also refer to the center of mass. The center of mass of a body does not generally coincide with its geometric center, and this property can be exploited. Engineers try to design a sports car's center of mass as low as possible to make the car handle better. When high jumpers perform a "Fosbury Flop", they bend their body in such a way that it is possible for the jumper to clear the bar while his or her center of mass does not.[1] The center of momentum frame is an inertial frame defined as the inertial frame in which the center of mass of a system is at rest. A specific center of momentum frame in which the center of mass is
Introduction to call centres An introduction to call centres
Introduction
Call centres have become a hot topic in the media with stories of bad service, moves to other countries and poor working environments. Some observers would lead you to believe that call centres have become the modern day equivalent of the sweat shop. In fact, Call centres are highly complex operations, a microcosm of a business in one building. They have People, Process, Technology, Customers, Buildings and Facilities. To setup a Call centre will have required significant investment - often multi-million pound budgets. The Call Centre Manager has to have the experience, skills and patience to manage all of these components together. Each element is challenging to manage in it’s own right - in no other type of business are you expected to respond to a customer within 20 or 30 seconds and then be able to answer all their queries immediately in a competent, friendly and efficient manner. Call centres have grown up in response to this increasing customer demand, using technology to support staff to deal more effectively with their customers. The complexity occurs because you are bringing together groups of people, putting them into a single location with technology which combines a modern PC with old legacy processing systems. You require these staff – typically called Agents, to answer as many calls, often mundane, as they can with the right information in the right way, with organised shifts and breaks throughout the day. That may sound onerous, but there are significant positive benefits of call centres both to individuals, employees and to the organisations - some of which are not really appreciated! To manage a call centre you have to predict when and how many calls will made by customers in order to organise the people resources to answer them, within the constraints of their contracts. Any change in the volume of calls or the number of people to answer
them will have an impact on the length of time a customer may have to wait. So a Manager needs to have both a crystal ball and be very good at juggling! For an Agent taking the calls, the ability to remain polite, helpful and enthusiastic in the face of what can sometimes be customer dissatisfaction or even rudeness can provide a challenging role. Nevertheless, call centres have become a very important part of our lives whether we like them or not. For many of us, the ability to call our bank to pay bills at anytime or purchase goods from the comfort of our home or office is a significant (and welcome) change to having to go out to the high street or wait for someone to call at your home! We do get frustrated and upset when we are left hanging on waiting to speak to a representative but if we were to compare that time against having to physically go to a place to do the business, it is small in comparison. not only at rest, but also at the origin of the coordinate system, is
Call Center Requirements
This article reports the stages of evaluating the requirements of a call centre and the number of trunks (central office lines) necessary to handle incoming calls. Description of the design process To start a call center design first of all you should determine two main things: 1. How many call centre operators do I need? 2. How many trunks do I need? Because call holding time depends on average queuing time (that depends on the quantity of agents available), these two questions must be addressed in the order shown. How many agents do I need? Defining the number of agents necessary is a long process which will require regular revaluation in case if the situation changes. Revaluation can be done for each working hour of a day, and should include such factors as marketing campaigns and daily call peaks. We suggest making a calculation for each working hour. In order to assess the quantity of operators necessary in a particular hour, the following information relating to that hour is required as a minimum: 1. Amount of calls received 2. Average length of these calls 3. Acceptable average level of delay that incoming callers may experience. Items 1 and 2 relate to the incoming traffic levels and must be ascertained from call stats or from estimates based on your understanding your business. Item 3 is the criterion of your performance. Another performance criterion can be used. It determines call handling in terms of the percentage of calls answered within a target queuing time (e.g. 85% of calls answered within 20 seconds of ringing). This criterion can be
more important. Wrap up time (or wrap time) is the time the operator is unavailable to handle a call after it has been completed. Wrap up time is usually the time when the agents fulfill some administrative tasks relating to a call such as entering an order on a terminal, average call duration should comprise the wrap up time. After establishing these three factors for an hour, estimate the number of operators necessary. How many trunks do I need? While the quantity of operators necessary can (and should) be dynamic, changing from hour to hour, the amount of lines necessary to connect a call center with a central office exchange is constant (at least in traditional circuit switched technology) and must serve for the maximum expected traffic levels that will be faced. Managing the number of lines necessary is known as dimensioning a trunk
Types of Call Centers
By Damian Sofsian
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There are different types of call centers, namely, inbound call centers, outbound call centers, web enabled call centers, CRM call centers, telemarketing call centers and telephone call centers. Inbound call centers aid to handle calls coming from outside, mostly through toll free numbers. The services of inbound call centers are designed to handle catalog orders, and desk queries. They also incorporate customer care services, predict customer behavior and take action while the customers are still on the line. Inbound call centers employ teams of live operators, account representatives and program managers. The success of outbound call centers depends on their extensive experience, technological solutions, quality assurance programs and commitment to customer service excellence. They ensure maximum results from direct marketing efforts. The integrated call management systems in outbound call centers systematically direct calls to consumers and transfer successful connections to a selected marketing representative (MR). The use of web-enabled call centers are also on the increase these days. Web enabled call centers can fetch answers to questions or resolve customer service issues without having
to disconnect from the Internet. A web enabled call center improves e-commerce initiatives by offering high quality customer service. Telephone call centers offer flexible call routing and predictive dialing systems. Utilizing advanced telephony and Internet technology, the customer service representatives (CSR's) at the phone call centers provide accurate and timely information for the most complex inbound or outbound programs. Phone call centers offer personalized call management by a team of professional operators who personally know about the client and his business. Call Centers provides detailed information on Call Centers, Inbound Call Centers, Outsourcing Call Centers, Conference Call Centers and more. Call Centers is affiliated with Call Center CRM Solutions.
Call Centers Benefits
The Understanding Call centers are facilities that are specifically set up to manage telephone calls from customers. They are intended to provide orderly cost efficient telephone-based services. They serve as the primary telephone interface with customers for specific services provided by the agencies. The call centers have structured environments where calls are handled by a group of skilled professionals who provide the service required by the caller or transfer the call to someone designated for that purpose. Organizations need to purposefully monitor and analyze the performance of their call centers to ensure the benefits are realized at reasonable cost to them. Each call to a call center is a 'momentof-truth' for a customer's perception of the agency. The impressions made by a call center on a customer are a significant contributor to whether benefits are delivered at reasonable cost to agencies. The key customer benefits of the call centers include:
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Convenient customer access to the services required A positive experience from operators skilled in providing telephone services Accurate and appropriate responses High level of customer satisfaction Improved efficiency Monitor performance
In the support scenario or visitors having difficulty with a web site scenario, the callers can often become frustrated, irate and abusive whilst also becoming disillusioned with the company/service. With the ability to handle multiple chats, the wait time can be reduced therefore improving the customer experience/ liaison. Operators generate new ideas for the clients, design/suggest campaigns for them based on the new functionality that can be offered to them
Call Center Function
In-house or Outsourcing? While the concepts of inbound and outbound are generally understood, the terms in-house and outsourcing elicit some confusion. An in-house call center is one where the work done is performed for the company itself – that is, internally – and is generally secondary to the main function of the company and the products or services they produce. Conversely, an outsourcing call center is in business to provide call center services to other companies. Phone work is all they do; it’s their business. There are arguably 50 to 100,000 call centers in the United States. The range is so great because the definition of a call center varies. Of these, roughly 90 to 95 percent are in-house call centers.
Factors for call centre
Success Factors for Call Centers
So that a call centers was successful and productive in any field a number of critical success factors must be in place. In order for a call center to be successful implementations require: 1. the development of processes and policy; 2. the implementation of appropriate technology; 3. effective human resource management processes. Process and Policy If a call center business strategy has already been developed, and the processes required to carry out the designated objectives have been adopted, it is crucial that those processes be evaluated. The main part of this evaluation involves looking at the types of contacts the call center is receiving, how contacts are routed, and how contact processes are managed. Polices and standardized operational procedures must also be established. What s the most important, quality monitoring and reporting processes must be in place, so that
the call center can continue to meet established objectives. Mostly call centers are particularly effective, and had their genesis, in organizations that received large volumes of calls from customers who were experiencing uncertain results as they attempted to find the individual or department that could deal with their issue. In such organizations staff were also frustrated, and not utilized effectively, as they forwarded calls or tried to help in areas outside their experience. The direction of calls to one area allows call center agents to handle queries in volume. Calls requiring additional expertise not available in the call center are referred on to other areas of the organization. As databases are created to allow agents to handle a wide range of queries, call centers become a collection point for organizational information. In such way, over time, the expertise and information available to a call center is expanded, so that it can handle more of the calls coming to it without resorting to referrals and call backs. The concept of a call center also can be used to allocate and distribute workload in the organization. Highly paid professionals are often used to handle tasks that underutilize their expertise, without such a center. If a call center with good call routing processes can distribute calls to the individuals or automated agents most qualified to handle them. All relevant information about a customer and their issue is documented and available to all agents within a call center. Moreover, with collaborative systems, more than one agent can simultaneously work out a particularly thorny issue with a customer, with each staff member contributing their particular expertise. Customer-focused organizations use call centers most successfully. Many firms seeking to become more customer-oriented purchase and install elaborate customer relationship management (CRM) software suites that track and record service transactions. In case this installation occurs without significant planning, because managers are dazzled by the promises of the technology, the implementation is often a failure. It is emphasized that CRM installations work if the organization starts with a customer strategy, then realigns its structure and processes to fit the strategy, and finally selects the technology that is appropriate for the chosen strategy and processes. Implementing CRM technology, call center technology, or both, the organization must first ensure that its strategy is appropriately customer-focused, and that the technology being considered fits with that strategy. Customer Relationship Management products have helped call centers organize some of their customer contact processes, and have also helped increase efficiencies and quality of service. A new approach must be added to follow up on CRM processes, according to John Kiska (2002). CEM (Customer experience management) is emerging as a means to retain valued customers. Retention of current customers is cost effective and highly profitable for an organization (Reichheld, 1996). It can also be true for a distance education organization that benefits from program or long-term students. CEM process begins by identifying key measures for customer satisfaction and retention. The gathered statistics can help organizations make sound decisions when it comes to call center operations and policies (Kiska, 2002). Customer loyalty and satisfaction are linked very closely to the success of the organization and call center. In case a call center operators used customer contact to understand attitudes to the company, to assess brand perceptions, to research responses to marketing activity, and to begin to unlock the secrets of longterm loyalty and advocacy, the value of that call center operation would increase immeasurably. In such way it will enable other parts of the organization to assess the relevant issues and take the necessary action.
What Are the Characteristics of Call Centers
Tuesday, 25 January 2011 03:51
Modern call centers are the customer service systems that using of a new generation of computer telephony integration technology. Its different from the traditional call center is that the computer's information processing capabilities, digital program-controlled switches and intelligent allocation of telephone access, automatic speech processing technology, Internet technology, network communication technology, business intelligence, technology and business systems closely linked to , The company's communications systems,
computer processing systems, artificial agents, and information resources integration into a unified, efficient service platform. It provides customers with the services business, focusing on a common external link "window ", using a uniform standard service interface. Provide users with a systematic, intelligent, personalized, personalized service. Meanwhile, the establishment of the call center also has several distinctive features:
1. Intelligent call routing so that resources can be fully utilized, the use of intelligent call processing (ACD) routing determined by the choice of a variety of conditions.
2. Automatic Stream, automated voice or fax from customers to automatically divert calls, or provide different services on behalf of different business customer call diversion.
3. Provides 7X24 customer services through the automated voice response unit.
4. Flexible channels of communication, allowing customers with the sales representative when you are free to choose, including traditional voice, IP telephony, e-mail, fax, text chat, video, etc., any means of communication, etc.
5. To advance understanding of customer account information, purchase history and other relevant information in order to provide more targeted services.
6. To address the specific circumstances of the customer's business arrangements on behalf of special skills to meet customer requirements.Non-professional operator can reach the professional information from the database, they can also provide good services to the professional level.
Training
From Wikipedia, the free encyclopedia
Jump to: navigation, search For other uses, see Training (disambiguation).
An astronaut in training for an extra-vehicular activity mission using an underwater simulation environment. Training : Training is a process in order to change human being attitude, knowledge, skills and behavior. It is TASK oriented. Where TASK means the full-form of T --> Training A --> Attitude S --> Skill K --> Knowledge The term training refers to the acquisition of knowledge, skills, andcompetencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics). In addition to the basic training required for a trade, occupation or profession, observers of the labor-market[who?] recognize as of 2008 the need to continue training beyond initial qualifications: to maintain, upgrade and update skills throughout working life. People within many professions and occupations may refer to this sort of training as professional development. Some commentators[which?] use a similar term for workplace learning to improve performance: "training and development". One can generally categorize such training as on-the-job or off-the-job:
On-the-job training takes place in a normal working situation, using the actual tools, equipment, documents or materials that trainees will use when fully trained. On-the-job training has a general reputation[citation needed] as most effective for vocational work. • Off-the-job training takes place away from normal work situations — implying that the employee does not count as a directly productive worker while such training takes place. Off-the-job training has the advantage that it allows people to get away from work and concentrate more thoroughly on the training itself. This type of training has proven more effective[citation needed] in inculcating concepts and ideas.
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Training differs from exercise in that people may dabble in exercise as an occasional activity for fun. Training has specific goals of improving one's capability, capacity, and performance. Compare:
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Education Learning
Contents
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1 Types of training o 1.1 Physical training o 1.2 Religion and spirituality
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1.3 Artificial-intelligence feedback
Types of training
Physical training
The Australian Football League club St Kilda take part in a ball handling training drill prior to the 2009 AFL Grand Final
Physical training concentrates on mechanistic goals: training-programs in this area develop specific skills or muscles, often with a view to peaking at a particular time. Some physical training programs focus on raising overall physical fitness. In military use, training means gaining the physical ability to perform and survive in combat, and learning the many skills needed in a time of war. These include how to use a variety of weapons, outdoor survival skills, and how to survive capture by the enemy, among others. See military education and training. For psychological or physiological reasons, people who believe it may be beneficial to them can choose to practice relaxation training, or autogenic training, in an attempt to increase their ability to relax or deal with stress.[1] While some studies have indicated relaxation training is useful for some medical conditions, autogenic training has limited results or has been the result of few studies.
Religion and spirituality
In religious and spiritual use, training may refer to the purification of the mind, heart, understanding and actions to obtain a variety of spiritual goals such as (for example) closeness to God or freedom from suffering. Note for example the institutionalized spiritual training of Threefold Training in Buddhism, Yoga in Hinduism or discipleship in Christianity. Compare religious ritual.
Artificial-intelligence feedback
Researchers have developed training-methods for artificial-intelligence devices as well. Evolutionary algorithms, including genetic programming and other methods of machine learning, use a system of feedback based on "fitness functions" to allow computer programs to determine how well an entity performs a task. The methods construct a series of programs, known as a “population” of programs, and then automatically test them for "fitness", observing how well they perform the intended task. The system automatically generates new programs based on members of the population that perform the best. These new members replace programs that perform the worst. The procedure repeats until the achievement of optimum performance.[2] In robotics, such a system can continue to run in real-time after initial training, allowing robots to adapt to new situations and to changes in themselves, for example, due to wear or damage. Researchers have also developed robots that can appear to mimic simple human behavior as a starting point for training
Module (mathematics)
From Wikipedia, the free encyclopedia
Jump to: navigation, search For other uses, see Module (disambiguation). In abstract algebra, the concept of a module over a ring is a generalization of the notion of vector space, wherein the corresponding scalars are allowed to lie in an arbitrary ring. Modules also generalize the notion of abelian groups, which are modules over the ring of integers. Thus, a module, like a vector space, is an additive abelian group; a product is defined between elements of the ring and elements of the module, and this multiplication is associative (when used with the multiplication in the ring) and distributive. Modules are very closely related to the representation theory of groups. They are also one of the central notions of commutative algebra and homological algebra, and are used widely in algebraic geometry and algebraic topology.
TRAINING MODULES
by Phil Bartle, PhD
Training modules contain basic texts, model forms, short handouts for workshops, and notes for trainers. Each module has a single topic, with different documents in it for different actors or purposes.
The first five modules contain short handouts to be used in an introductory workshop. Except for trainers' notes, all are included in one document, Mobilisers' Handbook.
Introductory Modules (short handouts):
Getting Prepared, what you need to be a mobilizer; Getting Started, preparing the community for action; Organizing the Community, combining action and training; Into Action, community movement;
Sustaining the Intervention, beyond a single mobilizer;
Intermediate Modules:
Principles of Community Empowerment, reasons behind fighting communal poverty; Mobilization, skills in moving and organizing a community to act; Participatory Appraisal, stimulating the community to assess itself; Management Training, training as a method of (re)organizing for effectiveness; The Brainstorm, a training process for obtaining group decisions; Participatory Management, running an NGO, a project, or a firm; Gender, strategies for awareness raising and gender balance; Community Project Design, participatory methods to design a community project; Community Resources, identify and release sometimes hidden resources; Principles of Income Generation, what lies behind a programme to fight poverty; Building a Credit Organization, a community organization for channelling credit; Micro Enterprise Training, skills needed by small scale business people; Measuring the Strengthening of Communities, how to monitor capacity development; Monitoring and Evaluation, observing and analysing progress; Report Writing, how, why, for whom, to write reports; Training Methods, using the material. Stories, short anecdotes from the field.
Further Modules:
Managing a Mobilization Programme, issues related to the peculiar characteristics of the process;
Community Research, social variables of the community, obtaining valuable information to empower a community; Water and the Mobilizer, when the community chooses clean drinking water; Non Material Development; when the community chooses advocacy, civil society, social work, female genital mutilation, HIV AIDS; Functional Literacy, learning how to write and read through unorthodox methods; design a functional, practical, useful and relevant programme; Capacity Development, how to strengthen an organization; using the empowerment approach on an NGO, company or agency; Enabling Environment, encouraging communities to be more self reliant; the political and administrative situation affects their empowerment; From Disaster to Development, transforming charity to empowerment how to convert your programme from relief when the disaster ends. Stay Happy and Healthy;
Sociological Modules:
Beginners' Sociology, some of the science that spawned the empowerment methodology of this site; Readings; Discussions; Perspectives; Classical Sociologists; Cultural Dimensions; Inequality; Community; Family; Socialization and Education; Crime and Deviance; Religion;
Change; Demography; Miscellaneous; Research; References
Under Construction:
Reading; Urban Gardening; Leadership;
Other Documents:
An Aural Method to Learn an Oral language; The CMP Strategy; Three Handbooks; What is Community? Writing Errors; Training for Strength; ISS Research; What is wrong with international aid?; Working Bibliography; Extra Illustrations; We Need a Volunteer; Utility Documents (including contributor profiles); Ghana Income Generation Report; Individual Guidance.
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The training modules have been designed after an intensive research to meet the stringent quality standards set by International & Domestic Call Centres today. The program is primarily aimed at Call Centre Professionals, Hospitability/ Hotel Management Industry, Travel & Tourism, MBA Entrance Exams & professionals planning to study/work abroad. Module 1 - Intensive English Language Training (IELT) A Training Module meticulously designed to enable the students to write andspeak cogent and grammatically correct English, enrich their communication skills and neutralize the accent. The training is completed with a computerized voice testing program. Module 2 - Technical Module A Module that sharpens the software skills of an individual. It includes training in web-based skills required by the call center industry.
abroad. Apt Management Module molds a students in to a class CRM Executive.Module 3 Communication Module A comprehensive Training Module giving a clear understanding about the call center industry & the road ahead........... The Module covers Customized Skills training to enhance telephone & communication Skills. Accent neutralization & accent training with a tinge of American culture training program prepares one to actually settle Module 4 - Interview Module An exclusive Module designed to face the challenging interview rounds in various international Call Centers/MNCs/BPO units
The Importance of Call Center Training
All aspects of call center training are very important to any call center, whether it be sales or customer service. The duties and values may be different for each call center, so let’s talk about call center customer service training. When it comes to providing excellent customer service, it is the agent who is depended on. Without persistent and effective training, chances are the quality of customer service a customer receives will suffer greatly. If you were to become a fly on the wall, it would be easy to see the difference in a call center that provides excellent training and a call center that provides mediocre training. When it comes to call center customer service training, the outcome of a good or bad agent rests on the shoulders of the trainer. For example, if a trainer comes into work everyday tired and grumpy, it will show. Because their interaction with newly hired agents is usually the first that an agent will experience within the company, this can easily inhabit the outlook a new agent may have about the company they are beginning a new career with. After all if a trainer does not care, why should an agent? It’s also extremely important for trainers to effectively interact in a positive manner with trainees to ensure a positive experience. If someone is being trained for a new position but doesn’t understand something that has been taught, or has an issue with something, they need to feel good about being able to talk to the trainer about it. If a trainee feels they cannot go to someone with questions or issues, chances are they won’t feel supported and they won’t stick around long. Don't under estimate this: the cost to train a single new customer service agent is high, so the importance of keeping them around is great. There is more to call center customer service training than just providing a positive experience for trainees: product knowledge and procedure guidelines. When a trainer doesn’t take the time to make sure they are effectively communicating these things, an agent certainly will not bring the right attitude or knowledge to the job function they were hired to perform. And when the customer service agent cannot perform, bad things start to happen... Customers become dissatisfied and this defeats the purpose of training all together. Dissatisfied customer simply won’t stay with a company if too many problems arise for them. If the call center is an outsourced business, the client (the actual company a call center is taking calls for) usually monitors calls themselves. If call center agents are not giving correct information or interacting appropriately with customers, there is a chance that the call center will lose the client, in turn lose money and have to terminate employment for many dedicated workers.
This can all be nipped in the bud with good training!
From Wikipedia, the free encyclopedia
A very large collections call centre in Lakeland, Florida. A call centre or call center[1] is a centralized office used for the purpose of receiving and transmitting a large volume of requests by telephone. A call centre is operated by a company to administer incoming product support or information inquiries from consumers. Outgoing calls for telemarketing, clientele, product services, and debt collection are also made. In addition to a call centre, collective handling of letters, faxes, live chat, and e-mails at one location is known as a contact centre. A call center is often operated through an extensive open workspace for call centre agents, with work stations that include a computer for each agent, a telephone set/headset connected to a telecom switch, and one or more supervisor stations. It can be independently operated or networked with additional centres, often linked to a corporate computer network, including mainframes, microcomputers and LANs. Increasingly, the voice and data pathways into the centre are linked through a set of new technologies called computer telephony integration (CTI). Most major businesses use call centres to interact with their customers. Examples include utility companies, mail order catalogue retailers, and customer support for computer hardware and software. Some businesses even service internal functions through call centres. Examples of this include help desks, retail financial support, and sales support.
A typical call center worker's desk environment in Lakeland, Florida, United States. A contact centre, also known as customer interaction centre is a central point of any organization from which all customer contacts are managed. Through contact centres, valuable information about company are routed to appropriate people, contacts to be tracked and data to be gathered. It is generally a part of company’s customer relationship management (CRM). Today, customers contact companies by calling, emailing, chatting online, visiting websites, faxing, and even instant messaging.
Call centre worker at a very small workstation/booth, using CallWeb, an internet based survey software.
Contents
• • • • • • • • • • • •
1 Technology 2 Patents 3 Dynamics 4 Varieties 5 Criticism and performance 6 Outsourced bureau contact centres 7 Unionisation 8 Standardisation 9 Mathematical theory 10 See also 11 References 12 Further reading
Call
This article is about financial options. For call options in general, see Option (law). A call option, often simply labeled a "call", is a financial contract between two parties, the buyer and the seller of this type of option.[1] The buyer of the call option has the right, but not the obligation to buy an agreed quantity of a particular commodity or financial instrument (the underlying) from the seller of the option at a certain time (the expiration date) for a certain price (the strike price). The seller (or "writer") is obligated to sell the commodity or financial instrument should the buyer so decide. The buyer pays a fee (called a premium) for this right. The buyer of a call option wants the price of the underlying instrument to rise in the future; the seller either expects that it will not, or is willing to give up some of the upside (profit) from a price rise in return for the premium (paid immediately) and retaining the opportunity to make a gain up to the strike price (see below for examples). Call options are most profitable for the buyer when the underlying instrument moves up, making the price of the underlying instrument closer to, or above, the strike price. The call buyer believes it's likely the price of the underlying asset will rise by the exercise date. The risk is limited to the premium. The profit for the buyer can be very large, and is limited by how high underlying's spot rises. When the price of the underlying instrument surpasses the strike price, the option is said to be "in the money". The call writer does not believe the price of the underlying security is likely to rise. The writer sells the call to collect the premium. The total loss, for the call writer, can be very large, and is only limited by how high the underlying's spot price rises. The initial transaction in this context (buying/selling a call option) is not the supplying of a physical or financial asset (the underlying instrument). Rather it is the granting of the right to buy the underlying asset, in exchange for a fee — the option price or premium. Exact specifications may differ depending on option style. A European call option allows the holder to exercise the option (i.e., to buy) only on the option expiration date. An American call option allows exercise at any time during the life of the option. Call options can be purchased on many financial instruments other than stock in a corporation. Options can be purchased on futures on interest rates, for example (see interest rate cap), and on commodities like gold or crude oil. A tradeable call option should not be confused with either Incentive stock options or with a warrant. An incentive stock option, the option to buy stock in a particular company, is a right granted by a corporation to a particular person (typically executives) to purchase treasury stock. When an incentive stock option is exercised, new shares are issued. Incentive stockoptions are not traded on the open market. In contrast, when a call option is exercised, the underlying asset is transferred from one owner to another
Centre
Centre of gravity" redirects here. For the military concept, see Center of gravity (military). For aircraft, see Center of gravity of an aircraft. For ships, see Ship's center of gravity. Not to be confused with Centre of gravity wavelength or Centre of gravity frame. For barycenters in geometry, see centroid. This article includes a list of references, but its sources remain unclear because it has insufficient inline citations. Please help to improve this article by introducing more precise citations where appropriate. (November 2010) The center of mass or mass center is the mean location of all the mass in a system. In the case of a rigid body, the position of the center of mass is fixed in relation to the body. In the case of a loose distribution of masses in free space, such as shot from a shotgun or the planets of the Solar System, the position of the center of mass is a point in space among them that may not correspond to the position of any individual mass. The use of the mass center often allows the use of simplified equations of motion, and it is a convenient reference point for many other calculations in physics, such as angular momentum or the moment of inertia. In many applications, such as orbital mechanics, objects can be replaced by point masses located at their mass centers for the purposes of analysis. The term center of mass is often used interchangeably with center of gravity, but they are physically different concepts. They happen to coincide in a uniform gravitational field, but where gravity is not uniform, center of gravity refers to the mean location of the gravitational force acting on a body. This results in small but measurable gravitational torque that must be accounted for in the operation of artificial satellites. Barycenter or barycentre may also refer to the center of mass. The center of mass of a body does not generally coincide with its geometric center, and this property can be exploited. Engineers try to design a sports car's center of mass as low as possible to make the car handle better. When high jumpers perform a "Fosbury Flop", they bend their body in such a way that it is possible for the jumper to clear the bar while his or her center of mass does not.[1] The center of momentum frame is an inertial frame defined as the inertial frame in which the center of mass of a system is at rest. A specific center of momentum frame in which the center of mass is
Introduction to call centres An introduction to call centres
Introduction
Call centres have become a hot topic in the media with stories of bad service, moves to other countries and poor working environments. Some observers would lead you to believe that call centres have become the modern day equivalent of the sweat shop. In fact, Call centres are highly complex operations, a microcosm of a business in one building. They have People, Process, Technology, Customers, Buildings and Facilities. To setup a Call centre will have required significant investment - often multi-million pound budgets. The Call Centre Manager has to have the experience, skills and patience to manage all of these components together. Each element is challenging to manage in it’s own right - in no other type of business are you expected to respond to a customer within 20 or 30 seconds and then be able to answer all their queries immediately in a competent, friendly and efficient manner. Call centres have grown up in response to this increasing customer demand, using technology to support staff to deal more effectively with their customers. The complexity occurs because you are bringing together groups of people, putting them into a single location with technology which combines a modern PC with old legacy processing systems. You require these staff – typically called Agents, to answer as many calls, often mundane, as they can with the right information in the right way, with organised shifts and breaks throughout the day. That may sound onerous, but there are significant positive benefits of call centres both to individuals, employees and to the organisations - some of which are not really appreciated! To manage a call centre you have to predict when and how many calls will made by customers in order to organise the people resources to answer them, within the constraints of their contracts. Any change in the volume of calls or the number of people to answer
them will have an impact on the length of time a customer may have to wait. So a Manager needs to have both a crystal ball and be very good at juggling! For an Agent taking the calls, the ability to remain polite, helpful and enthusiastic in the face of what can sometimes be customer dissatisfaction or even rudeness can provide a challenging role. Nevertheless, call centres have become a very important part of our lives whether we like them or not. For many of us, the ability to call our bank to pay bills at anytime or purchase goods from the comfort of our home or office is a significant (and welcome) change to having to go out to the high street or wait for someone to call at your home! We do get frustrated and upset when we are left hanging on waiting to speak to a representative but if we were to compare that time against having to physically go to a place to do the business, it is small in comparison. not only at rest, but also at the origin of the coordinate system, is
Call Center Requirements
This article reports the stages of evaluating the requirements of a call centre and the number of trunks (central office lines) necessary to handle incoming calls. Description of the design process To start a call center design first of all you should determine two main things: 1. How many call centre operators do I need? 2. How many trunks do I need? Because call holding time depends on average queuing time (that depends on the quantity of agents available), these two questions must be addressed in the order shown. How many agents do I need? Defining the number of agents necessary is a long process which will require regular revaluation in case if the situation changes. Revaluation can be done for each working hour of a day, and should include such factors as marketing campaigns and daily call peaks. We suggest making a calculation for each working hour. In order to assess the quantity of operators necessary in a particular hour, the following information relating to that hour is required as a minimum: 1. Amount of calls received 2. Average length of these calls 3. Acceptable average level of delay that incoming callers may experience. Items 1 and 2 relate to the incoming traffic levels and must be ascertained from call stats or from estimates based on your understanding your business. Item 3 is the criterion of your performance. Another performance criterion can be used. It determines call handling in terms of the percentage of calls answered within a target queuing time (e.g. 85% of calls answered within 20 seconds of ringing). This criterion can be
more important. Wrap up time (or wrap time) is the time the operator is unavailable to handle a call after it has been completed. Wrap up time is usually the time when the agents fulfill some administrative tasks relating to a call such as entering an order on a terminal, average call duration should comprise the wrap up time. After establishing these three factors for an hour, estimate the number of operators necessary. How many trunks do I need? While the quantity of operators necessary can (and should) be dynamic, changing from hour to hour, the amount of lines necessary to connect a call center with a central office exchange is constant (at least in traditional circuit switched technology) and must serve for the maximum expected traffic levels that will be faced. Managing the number of lines necessary is known as dimensioning a trunk
Types of Call Centers
By Damian Sofsian
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There are different types of call centers, namely, inbound call centers, outbound call centers, web enabled call centers, CRM call centers, telemarketing call centers and telephone call centers. Inbound call centers aid to handle calls coming from outside, mostly through toll free numbers. The services of inbound call centers are designed to handle catalog orders, and desk queries. They also incorporate customer care services, predict customer behavior and take action while the customers are still on the line. Inbound call centers employ teams of live operators, account representatives and program managers. The success of outbound call centers depends on their extensive experience, technological solutions, quality assurance programs and commitment to customer service excellence. They ensure maximum results from direct marketing efforts. The integrated call management systems in outbound call centers systematically direct calls to consumers and transfer successful connections to a selected marketing representative (MR). The use of web-enabled call centers are also on the increase these days. Web enabled call centers can fetch answers to questions or resolve customer service issues without having
to disconnect from the Internet. A web enabled call center improves e-commerce initiatives by offering high quality customer service. Telephone call centers offer flexible call routing and predictive dialing systems. Utilizing advanced telephony and Internet technology, the customer service representatives (CSR's) at the phone call centers provide accurate and timely information for the most complex inbound or outbound programs. Phone call centers offer personalized call management by a team of professional operators who personally know about the client and his business. Call Centers provides detailed information on Call Centers, Inbound Call Centers, Outsourcing Call Centers, Conference Call Centers and more. Call Centers is affiliated with Call Center CRM Solutions.
Call Centers Benefits
The Understanding Call centers are facilities that are specifically set up to manage telephone calls from customers. They are intended to provide orderly cost efficient telephone-based services. They serve as the primary telephone interface with customers for specific services provided by the agencies. The call centers have structured environments where calls are handled by a group of skilled professionals who provide the service required by the caller or transfer the call to someone designated for that purpose. Organizations need to purposefully monitor and analyze the performance of their call centers to ensure the benefits are realized at reasonable cost to them. Each call to a call center is a 'momentof-truth' for a customer's perception of the agency. The impressions made by a call center on a customer are a significant contributor to whether benefits are delivered at reasonable cost to agencies. The key customer benefits of the call centers include:
• • • • • •
Convenient customer access to the services required A positive experience from operators skilled in providing telephone services Accurate and appropriate responses High level of customer satisfaction Improved efficiency Monitor performance
In the support scenario or visitors having difficulty with a web site scenario, the callers can often become frustrated, irate and abusive whilst also becoming disillusioned with the company/service. With the ability to handle multiple chats, the wait time can be reduced therefore improving the customer experience/ liaison. Operators generate new ideas for the clients, design/suggest campaigns for them based on the new functionality that can be offered to them
Call Center Function
In-house or Outsourcing? While the concepts of inbound and outbound are generally understood, the terms in-house and outsourcing elicit some confusion. An in-house call center is one where the work done is performed for the company itself – that is, internally – and is generally secondary to the main function of the company and the products or services they produce. Conversely, an outsourcing call center is in business to provide call center services to other companies. Phone work is all they do; it’s their business. There are arguably 50 to 100,000 call centers in the United States. The range is so great because the definition of a call center varies. Of these, roughly 90 to 95 percent are in-house call centers.
Factors for call centre
Success Factors for Call Centers
So that a call centers was successful and productive in any field a number of critical success factors must be in place. In order for a call center to be successful implementations require: 1. the development of processes and policy; 2. the implementation of appropriate technology; 3. effective human resource management processes. Process and Policy If a call center business strategy has already been developed, and the processes required to carry out the designated objectives have been adopted, it is crucial that those processes be evaluated. The main part of this evaluation involves looking at the types of contacts the call center is receiving, how contacts are routed, and how contact processes are managed. Polices and standardized operational procedures must also be established. What s the most important, quality monitoring and reporting processes must be in place, so that
the call center can continue to meet established objectives. Mostly call centers are particularly effective, and had their genesis, in organizations that received large volumes of calls from customers who were experiencing uncertain results as they attempted to find the individual or department that could deal with their issue. In such organizations staff were also frustrated, and not utilized effectively, as they forwarded calls or tried to help in areas outside their experience. The direction of calls to one area allows call center agents to handle queries in volume. Calls requiring additional expertise not available in the call center are referred on to other areas of the organization. As databases are created to allow agents to handle a wide range of queries, call centers become a collection point for organizational information. In such way, over time, the expertise and information available to a call center is expanded, so that it can handle more of the calls coming to it without resorting to referrals and call backs. The concept of a call center also can be used to allocate and distribute workload in the organization. Highly paid professionals are often used to handle tasks that underutilize their expertise, without such a center. If a call center with good call routing processes can distribute calls to the individuals or automated agents most qualified to handle them. All relevant information about a customer and their issue is documented and available to all agents within a call center. Moreover, with collaborative systems, more than one agent can simultaneously work out a particularly thorny issue with a customer, with each staff member contributing their particular expertise. Customer-focused organizations use call centers most successfully. Many firms seeking to become more customer-oriented purchase and install elaborate customer relationship management (CRM) software suites that track and record service transactions. In case this installation occurs without significant planning, because managers are dazzled by the promises of the technology, the implementation is often a failure. It is emphasized that CRM installations work if the organization starts with a customer strategy, then realigns its structure and processes to fit the strategy, and finally selects the technology that is appropriate for the chosen strategy and processes. Implementing CRM technology, call center technology, or both, the organization must first ensure that its strategy is appropriately customer-focused, and that the technology being considered fits with that strategy. Customer Relationship Management products have helped call centers organize some of their customer contact processes, and have also helped increase efficiencies and quality of service. A new approach must be added to follow up on CRM processes, according to John Kiska (2002). CEM (Customer experience management) is emerging as a means to retain valued customers. Retention of current customers is cost effective and highly profitable for an organization (Reichheld, 1996). It can also be true for a distance education organization that benefits from program or long-term students. CEM process begins by identifying key measures for customer satisfaction and retention. The gathered statistics can help organizations make sound decisions when it comes to call center operations and policies (Kiska, 2002). Customer loyalty and satisfaction are linked very closely to the success of the organization and call center. In case a call center operators used customer contact to understand attitudes to the company, to assess brand perceptions, to research responses to marketing activity, and to begin to unlock the secrets of longterm loyalty and advocacy, the value of that call center operation would increase immeasurably. In such way it will enable other parts of the organization to assess the relevant issues and take the necessary action.
What Are the Characteristics of Call Centers
Tuesday, 25 January 2011 03:51
Modern call centers are the customer service systems that using of a new generation of computer telephony integration technology. Its different from the traditional call center is that the computer's information processing capabilities, digital program-controlled switches and intelligent allocation of telephone access, automatic speech processing technology, Internet technology, network communication technology, business intelligence, technology and business systems closely linked to , The company's communications systems,
computer processing systems, artificial agents, and information resources integration into a unified, efficient service platform. It provides customers with the services business, focusing on a common external link "window ", using a uniform standard service interface. Provide users with a systematic, intelligent, personalized, personalized service. Meanwhile, the establishment of the call center also has several distinctive features:
1. Intelligent call routing so that resources can be fully utilized, the use of intelligent call processing (ACD) routing determined by the choice of a variety of conditions.
2. Automatic Stream, automated voice or fax from customers to automatically divert calls, or provide different services on behalf of different business customer call diversion.
3. Provides 7X24 customer services through the automated voice response unit.
4. Flexible channels of communication, allowing customers with the sales representative when you are free to choose, including traditional voice, IP telephony, e-mail, fax, text chat, video, etc., any means of communication, etc.
5. To advance understanding of customer account information, purchase history and other relevant information in order to provide more targeted services.
6. To address the specific circumstances of the customer's business arrangements on behalf of special skills to meet customer requirements.Non-professional operator can reach the professional information from the database, they can also provide good services to the professional level.
Training
From Wikipedia, the free encyclopedia
Jump to: navigation, search For other uses, see Training (disambiguation).
An astronaut in training for an extra-vehicular activity mission using an underwater simulation environment. Training : Training is a process in order to change human being attitude, knowledge, skills and behavior. It is TASK oriented. Where TASK means the full-form of T --> Training A --> Attitude S --> Skill K --> Knowledge The term training refers to the acquisition of knowledge, skills, andcompetencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics). In addition to the basic training required for a trade, occupation or profession, observers of the labor-market[who?] recognize as of 2008 the need to continue training beyond initial qualifications: to maintain, upgrade and update skills throughout working life. People within many professions and occupations may refer to this sort of training as professional development. Some commentators[which?] use a similar term for workplace learning to improve performance: "training and development". One can generally categorize such training as on-the-job or off-the-job:
On-the-job training takes place in a normal working situation, using the actual tools, equipment, documents or materials that trainees will use when fully trained. On-the-job training has a general reputation[citation needed] as most effective for vocational work. • Off-the-job training takes place away from normal work situations — implying that the employee does not count as a directly productive worker while such training takes place. Off-the-job training has the advantage that it allows people to get away from work and concentrate more thoroughly on the training itself. This type of training has proven more effective[citation needed] in inculcating concepts and ideas.
•
Training differs from exercise in that people may dabble in exercise as an occasional activity for fun. Training has specific goals of improving one's capability, capacity, and performance. Compare:
• •
Education Learning
Contents
•
1 Types of training o 1.1 Physical training o 1.2 Religion and spirituality
o
1.3 Artificial-intelligence feedback
Types of training
Physical training
The Australian Football League club St Kilda take part in a ball handling training drill prior to the 2009 AFL Grand Final
Physical training concentrates on mechanistic goals: training-programs in this area develop specific skills or muscles, often with a view to peaking at a particular time. Some physical training programs focus on raising overall physical fitness. In military use, training means gaining the physical ability to perform and survive in combat, and learning the many skills needed in a time of war. These include how to use a variety of weapons, outdoor survival skills, and how to survive capture by the enemy, among others. See military education and training. For psychological or physiological reasons, people who believe it may be beneficial to them can choose to practice relaxation training, or autogenic training, in an attempt to increase their ability to relax or deal with stress.[1] While some studies have indicated relaxation training is useful for some medical conditions, autogenic training has limited results or has been the result of few studies.
Religion and spirituality
In religious and spiritual use, training may refer to the purification of the mind, heart, understanding and actions to obtain a variety of spiritual goals such as (for example) closeness to God or freedom from suffering. Note for example the institutionalized spiritual training of Threefold Training in Buddhism, Yoga in Hinduism or discipleship in Christianity. Compare religious ritual.
Artificial-intelligence feedback
Researchers have developed training-methods for artificial-intelligence devices as well. Evolutionary algorithms, including genetic programming and other methods of machine learning, use a system of feedback based on "fitness functions" to allow computer programs to determine how well an entity performs a task. The methods construct a series of programs, known as a “population” of programs, and then automatically test them for "fitness", observing how well they perform the intended task. The system automatically generates new programs based on members of the population that perform the best. These new members replace programs that perform the worst. The procedure repeats until the achievement of optimum performance.[2] In robotics, such a system can continue to run in real-time after initial training, allowing robots to adapt to new situations and to changes in themselves, for example, due to wear or damage. Researchers have also developed robots that can appear to mimic simple human behavior as a starting point for training
Module (mathematics)
From Wikipedia, the free encyclopedia
Jump to: navigation, search For other uses, see Module (disambiguation). In abstract algebra, the concept of a module over a ring is a generalization of the notion of vector space, wherein the corresponding scalars are allowed to lie in an arbitrary ring. Modules also generalize the notion of abelian groups, which are modules over the ring of integers. Thus, a module, like a vector space, is an additive abelian group; a product is defined between elements of the ring and elements of the module, and this multiplication is associative (when used with the multiplication in the ring) and distributive. Modules are very closely related to the representation theory of groups. They are also one of the central notions of commutative algebra and homological algebra, and are used widely in algebraic geometry and algebraic topology.
TRAINING MODULES
by Phil Bartle, PhD
Training modules contain basic texts, model forms, short handouts for workshops, and notes for trainers. Each module has a single topic, with different documents in it for different actors or purposes.
The first five modules contain short handouts to be used in an introductory workshop. Except for trainers' notes, all are included in one document, Mobilisers' Handbook.
Introductory Modules (short handouts):
Getting Prepared, what you need to be a mobilizer; Getting Started, preparing the community for action; Organizing the Community, combining action and training; Into Action, community movement;
Sustaining the Intervention, beyond a single mobilizer;
Intermediate Modules:
Principles of Community Empowerment, reasons behind fighting communal poverty; Mobilization, skills in moving and organizing a community to act; Participatory Appraisal, stimulating the community to assess itself; Management Training, training as a method of (re)organizing for effectiveness; The Brainstorm, a training process for obtaining group decisions; Participatory Management, running an NGO, a project, or a firm; Gender, strategies for awareness raising and gender balance; Community Project Design, participatory methods to design a community project; Community Resources, identify and release sometimes hidden resources; Principles of Income Generation, what lies behind a programme to fight poverty; Building a Credit Organization, a community organization for channelling credit; Micro Enterprise Training, skills needed by small scale business people; Measuring the Strengthening of Communities, how to monitor capacity development; Monitoring and Evaluation, observing and analysing progress; Report Writing, how, why, for whom, to write reports; Training Methods, using the material. Stories, short anecdotes from the field.
Further Modules:
Managing a Mobilization Programme, issues related to the peculiar characteristics of the process;
Community Research, social variables of the community, obtaining valuable information to empower a community; Water and the Mobilizer, when the community chooses clean drinking water; Non Material Development; when the community chooses advocacy, civil society, social work, female genital mutilation, HIV AIDS; Functional Literacy, learning how to write and read through unorthodox methods; design a functional, practical, useful and relevant programme; Capacity Development, how to strengthen an organization; using the empowerment approach on an NGO, company or agency; Enabling Environment, encouraging communities to be more self reliant; the political and administrative situation affects their empowerment; From Disaster to Development, transforming charity to empowerment how to convert your programme from relief when the disaster ends. Stay Happy and Healthy;
Sociological Modules:
Beginners' Sociology, some of the science that spawned the empowerment methodology of this site; Readings; Discussions; Perspectives; Classical Sociologists; Cultural Dimensions; Inequality; Community; Family; Socialization and Education; Crime and Deviance; Religion;
Change; Demography; Miscellaneous; Research; References
Under Construction:
Reading; Urban Gardening; Leadership;
Other Documents:
An Aural Method to Learn an Oral language; The CMP Strategy; Three Handbooks; What is Community? Writing Errors; Training for Strength; ISS Research; What is wrong with international aid?; Working Bibliography; Extra Illustrations; We Need a Volunteer; Utility Documents (including contributor profiles); Ghana Income Generation Report; Individual Guidance.
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The training modules have been designed after an intensive research to meet the stringent quality standards set by International & Domestic Call Centres today. The program is primarily aimed at Call Centre Professionals, Hospitability/ Hotel Management Industry, Travel & Tourism, MBA Entrance Exams & professionals planning to study/work abroad. Module 1 - Intensive English Language Training (IELT) A Training Module meticulously designed to enable the students to write andspeak cogent and grammatically correct English, enrich their communication skills and neutralize the accent. The training is completed with a computerized voice testing program. Module 2 - Technical Module A Module that sharpens the software skills of an individual. It includes training in web-based skills required by the call center industry.
abroad. Apt Management Module molds a students in to a class CRM Executive.Module 3 Communication Module A comprehensive Training Module giving a clear understanding about the call center industry & the road ahead........... The Module covers Customized Skills training to enhance telephone & communication Skills. Accent neutralization & accent training with a tinge of American culture training program prepares one to actually settle Module 4 - Interview Module An exclusive Module designed to face the challenging interview rounds in various international Call Centers/MNCs/BPO units
The Importance of Call Center Training
All aspects of call center training are very important to any call center, whether it be sales or customer service. The duties and values may be different for each call center, so let’s talk about call center customer service training. When it comes to providing excellent customer service, it is the agent who is depended on. Without persistent and effective training, chances are the quality of customer service a customer receives will suffer greatly. If you were to become a fly on the wall, it would be easy to see the difference in a call center that provides excellent training and a call center that provides mediocre training. When it comes to call center customer service training, the outcome of a good or bad agent rests on the shoulders of the trainer. For example, if a trainer comes into work everyday tired and grumpy, it will show. Because their interaction with newly hired agents is usually the first that an agent will experience within the company, this can easily inhabit the outlook a new agent may have about the company they are beginning a new career with. After all if a trainer does not care, why should an agent? It’s also extremely important for trainers to effectively interact in a positive manner with trainees to ensure a positive experience. If someone is being trained for a new position but doesn’t understand something that has been taught, or has an issue with something, they need to feel good about being able to talk to the trainer about it. If a trainee feels they cannot go to someone with questions or issues, chances are they won’t feel supported and they won’t stick around long. Don't under estimate this: the cost to train a single new customer service agent is high, so the importance of keeping them around is great. There is more to call center customer service training than just providing a positive experience for trainees: product knowledge and procedure guidelines. When a trainer doesn’t take the time to make sure they are effectively communicating these things, an agent certainly will not bring the right attitude or knowledge to the job function they were hired to perform. And when the customer service agent cannot perform, bad things start to happen... Customers become dissatisfied and this defeats the purpose of training all together. Dissatisfied customer simply won’t stay with a company if too many problems arise for them. If the call center is an outsourced business, the client (the actual company a call center is taking calls for) usually monitors calls themselves. If call center agents are not giving correct information or interacting appropriately with customers, there is a chance that the call center will lose the client, in turn lose money and have to terminate employment for many dedicated workers.
This can all be nipped in the bud with good training!
