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Conference Agenda
| Day
1 Day
2
Pre-Conference:
January 29, 2001
9:30 AM -
12:30 PM · WORKSHOP
A: Job Design and Multiskilling
Staff retention undoubtedly remains an
issue in the call centre industry and there are many possible
causes. A recent HSE study (Whitehall 2) commented however that
"Poor work design is a major, preventable cause of mental and
physical illness." Limited task variety and low control over
workplace and workload are characteristics of poor job design and,
as such jobs offer limited satisfaction, they may be inherently
stressful.
This workshop will explore job design
issues and by sharing participants experiences, will seek to find
practical ways to improve job design within the call centre.
Tying in job design with the need for
multi-skilling
Increasing job satisfaction while managing stress levels
Tried and tested examples of job design options
Ann Marie Stagg,
Chair, CCMA
Ann-Marie Stagg is Chair of the Call Centre
Management Association in the UK. Ann-Marie has managed a variety of
call centres for large organisations including the Automobile
Association, Vertex Data Science, North West Water and Littlewoods
Bet Direct. Ann-Marie has recently taken up the role of Call Centre
Director for Scottish Power and won 1998 Call Centre Manager of the
Year.
:1:09 PM -
4:30 PM · WORKSHOP
B: Staff Retention in Call Centres - the issues explored
This seminar explores one, if not the, major
challenge facing call centres - staff retention and attrition. Is
attrition a universal issue for our industry? Or is it just a
proliferation of poor practice that overshadows good practice and
pockets of excellence within successful operations? This CCA
workshop tackles the one issue from a varied and interesting set of
perspectives. From practitioners who have successfully managed the
issue, to consultants who have experienced the cause and effect in a
wide variety of organisations and who have shared their learning
with the CCA. Contributions from academics, who have brought
state-of-the-art ideas and experiences from their research and other
areas of
commerce, will also be examined. One thing is clear - there is no
right way or correct answer to this issue - you will need to work
out the
best way forward for yourself. But what better way to help your
planning than in a considered, objective environment of input from
an expert and like-minded professional.
Colin Mackay, CCA
Colin Mackay joined the CCA in April 2000 as Head of Quality and
Standards. He is a Board member of CCA and has been involved at that
level since 1996. His experience in call centres was gained in the
Financial Services Industry. Since October 1999 he has been involved
in the development of the CCA Standard for Best Practice targeted on
improving the public perception of call centres and promoting staff
training and communication issues through the application of good
practice |
Day 1: January 30, 2001
8:00 AM · Coffee
and Registration
9:00 AM · Chair's
Opening Remarks
Ann Marie Stagg
Chair
CCMA
9:15 AM · Creating
a Performance Driven Culture from the Recruitment Stage
Providing clear guidelines at the recruitment stage
of expected performance levels
How Thomas Cook makes performance meaningful to people working in their
contact centres:
Incentives and bonuses
Awarding high performing teams and individuals
The methods used by Thomas Cook to instill a performance driven approach
from the top down
Thomas Cook's vision of creating a culture where employees are hungry to
serve!
Caroline Bradford
Head of Customer Services
Thomas Cook - European Call Centre Of
The Year 1999/2000
10:00 AM · Coffee
Break
10:00 AM · How
to Attract and Retain Talent
- How technology improved the quality of
decision making when selecting staff at Virgin
- Using playback techniques over CD ROM
- Using links with the local university to
recruit for contact centre staff
- Climate and culture survey- staff perception
and subsequent change
- How to leverage your brand
David Evans
Head Of Human Resources
Virgin Direct - Winners Of A
Diamond Award 2000
11:05 AM · Where
do People Sit Within your Corporate Strategy?
- Building a pay and reward solution upon the
diverse and sometimes conflicting needs of our people, customers and
shareholders
- Performance Management
- How best to use incentive schemes
- Internal and external benchmarking
- Facing today's commercial realities
- Developing competencies to support the call
centre's role in achieving business goals
- Researching what is required
- Developing a coaching and recruitment
framework
- Measuring progress
Dave Ormesher
Call Centre Director
AUTOGLASS
11:50 AM · Overcoming
Attrition in Contact Centres
- The costs and drivers of attrition
- Developing a recruitment strategy in a rapid
growth technological environment
- Balancing quality with volume recruitment
- Designing selection to reduce early attrition
- Planning for future skills needs- futuristic
job analysis and understanding the skill gaps
- Evaluation and review
11:50 AM · Overcoming
Attrition in Contact Centres
12:30 PM · Lunch
1:45 PM · Overcoming
the Difficulties of Maintaining Agent Performance Quality in a Reactive
Environment
- The importance of script quality at Transport
for London allied with freshness of response
- How Transport for London acts upon customer
feedback
- Dealing with unpredictable customer enquiries
during strikes and line closures and driving for low error rate of
response
- Empowering agents to increase customer
satisfaction
- How Transport for London trains for CRM
Mary Cooke
Call Centre Director
Transport for London
2:30 PM · Managing
a Regional Labour Pool and Retaining Staff
- How to identify the regional labour pool
- Best practice for the effective management of
the labour pool
- Managing the issues around the competition for
labour
- How to motivate and retain your staff
Ian Gillman
Director of Call Centre Consulting
Unisys
3:15 PM · Coffee
Break
3:35 PM · The
Relationship between Leadership and Contact Centre Retention
- How significant is leadership in reducing
attrition?
- Leadership- a big piece of the jigsaw
- What does an effective call centre leadership
look like?
- Aligning leadership behaviour with call centre
strategy
- Selecting the top team- why we have to get
this right and how we do it
- Why we need to get this right and the impact
of getting it wrong?
- The Lloyds TSB approach to selecting call
centre managers
- Measuring and developing leadership behaviour
- The Leadership Index
- Development solutions for the four levels of
leadership
Sue Kurnaz
Head of HR
Lloyds TSB
4:20 PM · Chair's
Closing Remarks
Ann Marie Stagg
Chair
CCMA
4:20 PM · Continual
Improvement of Retention Rates
- To what extent will retention rates impact on
performance levels
- What is the true cost of attrition?
- Are you calculating this correctly?
- Example based on First Direct model l
Identifying and responding to employee needs
- Do you really know why people leave?
- Is salary a key retention tool?
- Key results and priorities from First Direct's
perspective
- How important is effective training in the war
on retention
- Induction versus reality
- Coping with a constantly changing environment
- Customer focused career development
Tom Tinkler
Resource Manager
First Direct
5:05 PM - 5:10 PM
· End of Day One
Day 2: January 31, 2001
8:30 AM · Coffee
and Registration
9:00 AM · Chairman's
Opening Remarks
9:10 AM · Using
Structure to Improve Retention Rates
- Successful employee retention starts with the
selection process
- Asking the right questions and getting the
right answers
- Setting and achieving the benchmark skills
before day 1 in the job
- How to minimise the shocks
- Not just a job- a professional career
- Growing your own managers
- Building a high performance team environment
- Is your best performer right for leadership?
- Recognition and reward
- Appraisal and promotional structures
- Meet the challenge and make the change
- Responsibility, accountability and empowerment
- Reinforcing the culture
Dawn Readmile
National Accounts Manager
Drake International
9:55 AM · Using
Self Directed Work Teams to Improve Work Commitment in Call Centres
- High attrition and sweat shop image of call
centre, so what to do?
- How to improve job satisfaction
- Using a high participation approach in work
redesign and implementation
- Strengthening new performance focus by
aligning HR systems
- New performance management based on balanced
scorecard and linking new rewards package
Fran Ryan
People in Charge (Formaly
Prudential)
PRUDENTIAL
Clair Connor
Call Centre Manager
PRUDENTIAL
10:40 AM · Coffee
Break
11:00 AM · "Balancing
One Life": From Concept to Reality
- The business case for flexible working
- Women in the workplace- contact centre
demographics
- Colleagues as customers- changing attitudes
and perceptions to work/life priorities
- Flexible working as an integral part of a
recruitment and retention strategy
- The mission, vision and values case for
flexible working
- The Bupa vision
- The vision in action- how the pilot programme
was developed
- The pilot results, outcomes, lessons and next
steps
Graham Dunning
HR Director, UK Membership
BUPA
Suzanne Maxwell
UK Manager, UK Membership
BUPA
11:45 AM · Encouraging
the Right Attitude in Agents
- Education and training in customer facing
roles
- Changing and maintaining a helpful and
friendly service
- Advantages and disadvantages of the "Have
a Nice Day" attitude
- Finding the balance between training and
"taming" staff
- Building entrepreneurial skills into the front
line
- Offering new incentive ideas open to contact
centre managers
Ronald Hughes
Secretary CCMA Managing
Director
T.O.P.S
12:30 PM · Lunch
1:45 PM · The
Impact of Quality Monitoring on Contact Centre Staff Retention
- The link between brand and image, service
provision, quality objectives and staff retention- what is your
strategy?
- How to introduce and establish
employee-friendly key performance indicators for each channel of
contact
- Simple versus sophisticated, what is the
choice- how do you decide the method of monitoring in relation to
employee satisfaction
- Overcoming the many pitfalls of quality
monitoring
- Acting on the results of monitoring whilst
building motivation at the same time
Becky Simpson
Regional Manager
The Training Workshop
2:30 PM · Methods
of Enhancing Agent Motivation and Cultural Shift through Empowerment and
Employee Engagement
- Innovative ways which BA use to keep employees
motivated towards performance and taking personal accountability
- Using a positive involvement technique
- Recognition techniques
- The role of empowerment in making maximum use
of the first point of contact
- Moving from the procedural to encouraging
judgement and passion
- Organising your people for the customer
- Creating roles to suit the customer need
rather than the organisational needs
- aking sure that you develop an
employee-centric culture
Tina Oakley
General Manager
CONTACTBA
Ian Thomas
Customer Relationship Delivery
Manager
British Airways
3:15 PM · Coffee
Break
3:35 PM · The
Value of Multiskilling
- Using the increased variety of work from
multiskilling to increase productivity
- Realising the potential of email and the
internet
- Ensuring consistent high quality of internet
and email response- technology or staff?
- Email crisis management
- How to make the most of a flat structure
Jennifer Mowat
UK Country Manager
E-Bay
4:25 PM · Turning
Your Contact Centre Into A Profit Centre Rather Than A Cost Centre
- Achieving a single view of the customer
through multi-channel contact centres
- Having all of the information to hand however
the customer makes contact
- Arming your agents with customer knowledge
- Accessing the power of your database
- Turning service calls into sales opportunities
- Enabling agents to master sales situations-
cross-selling and up-selling
- Combining service and sales
Juan Sotlongo
Group Managing Dirctor
7C LTD
5:05 PM · Chairman's
Closing Remarks
Ann Marie Stagg
Chair
CCMA
5:15 PM - 5:20 PM
· End of Day 2
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