Call centers have come a long way in the last five years in terms of elevating the role and stature of their operations. One contributing factor is the move to provide certification programs that can designate an individual or center as meeting a specific set of standards or having defined skills and knowledge. While some of these are only meaningful within the context of a single employer, there are others that are intended to make certification transportable so that hiring managers and potential clients can use such certifications in their recruiting strategies.
There are several types of contact center training certification available today and there is a role for each of these in a contact center's overall development strategy.
- Certificate of attendance at a course or curriculum
- Certification of an individual as competent on a body of knowledge
- Training Company Certification
- Educational Institution Certification
- Industry Body Certification
- Internal Company Certification
Certification of a contact center as meeting defined standards
In 2004, ATCEN Sdn Bhd began offering an education based certified call center management training program titled Certified Contact Center Manager (CCCM) which covers contact center strategy, technology, people management and operations management modules with Western Kentucky University (2006-current). This certification also includes a comprehensive final exam to achieve certification.
The objective of the CCCM program was to test on a body of knowledge, work projects, and other assessments to ensure that a certified contact center manager is competent in a wide range of capabilities. There is an emphasized focus on People Management and Operations Management with the latter being very technical in nature.
Information collected between 2002 and 2009 by ATCEN indicated that over 80% of supervisors, team leaders and contact center managers in contact centers today were moved into that position from originally being a frontline agent. And while most new supervisors receive training on general supervisory skills, only about 20% of these supervisors receive any more advanced contact center operational training!
Contact center operational knowledge requires two main areas: People Management and Operations Management. Below is a list of competencies required for successful Contact Center Management separated into the two respective areas.
People Management
Recruiting and Hiring - Even with a specialized team of recruiters and staff to do screening, the supervisor or manager will at one point get involved in at least the interview process.
Motivational Techniques - There are seven main types of strategies for keeping staff motivated and happy on the job, understanding which techniques work best in the unique world of contact centers is critical to performance success.
Retention Strategies - Turnover is running rampant today. Each supervisor and manager must understand what the key drivers are to team and individual satisfaction and strive to meet them.
Defining Performance Standards - Defining realistic goals and expectations and measuring their attainment are critical to a contact center's success. These goals should be defined with corporate and business unit objectives in mind and then be defined down to the individual behaviors that you want to see demonstrated by the frontline staff.
Diagnosing Performance Problems - Once goals and standards of performance have been defined, they must be well-versed in comparing actual performance to the goals to identify performance gaps and diagnose the root cause of performance issues unique to the contact center environment.
Coaching and Counseling - There are many things about working in a contact center that make it unique and coaching skills that work in another environment may need to be fine-tuned to be successfully applied to contact center issues.
Human Resources Issues - There are some elements of contact center operations that generate additional personnel issues and potential legal problems. It's imperative that each frontline supervisor and manager be aware of these from an interviewing, monitoring, coaching, and discipline perspective.
Staffing and Scheduling - Given that contact center staffs are at the mercy of incoming customer contacts, the issue of staffing and scheduling staff is one that every supervisor and manager will likely have to address. While each supervisor doesn't have to be able to forecast workload and create staff schedules, every supervisory or management person should understand the basic concepts of contact center staffing and the tradeoffs with cost, service, and productivity.
Operations Management
Contact Center Mathematics - Managing in today's contact center means managing by the numbers. There is a vast array of data available from today's contact center systems and the knowledgeable manager will understand how to analyze the statistics to identify performance trends and exceptions.
Contact Center Technology - Regular supervisors and managers don't need to be able to trouble-shoot problems or program the switch, it is important for this group to have a basic understanding of the technologies at work in their contact center. Each should understand the basic concepts of call routing and delivery and how each technology is used to support the customer interaction.
Staffing Alternatives - There are many solutions to contact center staffing (which accounts for up to 80% of a contact center’s operational expenditure) and organizations today often employ a variety to meet callers' demands. These alternatives may include outsourcing, telecommuting and remote staffing, contract staffing, and others. Supervisors and managers must understand the overall tradeoffs and management strategies associated with these various staffing alternatives.
Reporting and Communications - Every supervisor and manager should understand the various reporting options available and have a systematic reporting and communications plan in place that meets the needs of the frontline staff, other departments, contact center management, and corporate objectives.
Site Selection and Facility Design - While most individuals don't get involved in selecting the site for a contact center, they should be knowledgeable of the design of their center. Facility design affects morale and productivity, and therefore a basic awareness of design issues, ergonomics, and workflow is a necessity for every contact center supervisor.
Performance Measurement - Every contact center should have a list of the top twenty performance indicators that cover measures of service, quality, efficiency, and profitability. Contact center supervisors should understand what these measures are and how their team affects the overall contact center's performance success in each of these categories.
Budgeting and Finance - Every center has a budget to define and meet and every contact center manager should understand the basic concepts of budgeting to support departmental and corporate objectives. Each supervisor should understand the cost implications of overstaffing or understaffing, as well as the impact that staff turnover or dissatisfied customers have on the bottom line.
Contingency Planning and Disaster Recovery - Every supervisor should understand the company's and the contact center's strategy for contingency planning as well as what each person's role will be should a disaster happen.
Given the competencies required for efficient Contact Center management as outlined above, it is imperative for such individuals to be equipped with the right knowledge and competencies to perform efficiently. Implementing an expanded supervisory/management training curriculum, you'll find that the time and money invested will pay for themselves many times over in terms of increased contact center operational efficiency, improved service, decreased staff turnover, decreased recruitment costs and increased customer satisfaction.
Updated in Dec 06, 2024.
In 2021, the landscape of call center management training was significantly impacted by the COVID-19 pandemic, which forced many contact centers to adapt quickly to remote work. This led to an increased emphasis on digital training solutions, as well as the necessity for managers to develop skills in leading remote teams and ensuring operational continuity. However, by 2024, the call center industry has evolved further, with organizations increasingly focusing on the integration of advanced technologies such as AI and machine learning in their operations. This shift has necessitated a reevaluation of training programs, emphasizing the importance of technology-driven training in call center management. As a result, call center management training now includes modules on data analytics, AI tools, and customer engagement platforms, ensuring that managers are equipped to handle the complexities of modern customer interactions effectively.
Information for this paper is compiled from various sources.
-Interviews and surveys conducted from Contact Center practitioners from 2000 - 2009
-Content from the Certified Contact Center Manager (CCCM, WKU) program
-References from The Call Center School, LLC, Tennessee, U.S.A.
