The Call Center Model: Module 3 of 7
Call Center Processes

Call Center Model Tutorial Series

The first step toward delivering world-class customer service in today’s environment is to separate the different components that contribute to a successful call center. Module 1 introduces the Contact Center Model, which breaks the call center into its five key components – Strategy, Processes, Technology, Human Resources and Facilities. Module 2 examines strategy. This tutorial discusses process. Module 4 discusses technology. Module 5 examines human resources. Module 6 looks at facilities. The final module, Module 7, will address the project planning and change management needed to make the most of your contact center. Each component comes from Prosci's Planning and Design Toolkit. The Call Center Model acts as a basis for ensuring cost effective, strategically aligned, world-class customer service and sales.

Process overview

Defining processes

Generally, there are two main classifications of processes that must be defined: external and internal. External processes define how you interact with customers or suppliers that are outside of your organization. Internal processes define how your contact center approaches operational issues like workforce management or quality monitoring. You will need to define both sets of processes separately.

Think of processes as a flow of activities that have a defined beginning and ending. The process can begin with the ending of another process, and can feed into a downstream process as shown below.

Process flowcharts can be displayed in many ways, ranging from simple flowcharts (see below) to more complex functional diagrams where the activities are grouped by function or department. Most process flowcharting or process mapping software programs allow you to create multiple formats for your process flows.

To define external process activities:

• Begin by identifying contact activities or triggering events - why will customers be contacting your center? Create a list. For example:
  
  • place an order
  • request product information
  • clarify billing
  • get technical support
  • check order status
    
• Beginning with the external triggering event, document the flow of activities including those steps completed by the customer in the process (use process mapping software such as IGraphx (previously ABC Flowcharter, Visio, or simply capture in a drawing program like MS Powerpoint). These process flows should show the activities for all contact channels.
  
  • phone
  • email
  • webchat

   

  Example:

  

  
  

• Identify common process modules. When you create the process diagrams, you should begin to observe some groups of activities repeating themselves in multiple processes. It is useful to identify these common process modules (sometimes called sub-processes), and rather than repeating these activities in each process, simply refer to the sub-process or process module. If a single process flow can be used to represent the activities for multiple customer triggering events, then use a single process flow with all triggering events listed. Be careful not to oversimplify the process when addressing multiple triggering events.

Downstream process (e.g., back office or administrative processes) can be shown as part of the same flow, or as a separate downstream process.

• For each completed process, be sure to identify on the process diagram the following items:
  
  • Purpose
  • Inputs
  • Outputs
  • Customers
  • Suppliers
    
• For each completed process, document:
  
  • customer requirements
  • performance measures - how you will assess the performance of this process (quality, time, cost).
  • current problems or issues with each process

To define internal process activities:

Internal processes require a different approach when identifying each process. They will be based on your call center operational model. Suggestions for processes that should be documented include:

• call monitoring or quality monitoring (including the feedback process to agents)
• performance measurement and reporting
• workforce management and scheduling
• budgeting
• hiring and new employee orientation
• coaching and performance evaluations
• training
• system maintenance
• disaster recovery

Each of these processes should be documented as shown in the examples above.

When starting a new contact center, you will be defining these processes from scratch based on your contact center strategy. If you are examining your current performance and looking to make radical or incremental improvements, these processes are a key starting point. The Planning and Design Toolkit provides step-by-step processes for identifying all of the contact center processes above and includes alternative approaches, pros and cons, a complete planning roadmap and checklists to ensure that each process is addressed.

Once your processes are fully defined, you have three potential avenues to follow:

1. Execute the processes and measure performance (then based on results choose option 2 or 3)
2. Improve the process now using continuous improvement techniques
3. Improve the process now using business process reengineering

Option 1 - Measuring process performance

Once you have defined your processes, you will need to decide how you will measure them going forward. Certain processes may not need to be measured because they define procedures that are not often used (OA&M, administrative policies, etc.). However many of the processes you defined will be key in evaluating your contact center's operations, and measuring them will give you insights into how you are performing. We recommend the Call Center Measurement Toolkit for complete guidelines on performance measurement including benchmarking results. These measures will help you adapt your staffing and contact center systems to meet the needs of the business and your customers. The process for gathering data and using it wisely is shown below.

Guidelines for measuring performance

1. Define goals and requirements: Be clear on what you are trying to measure and why. Connect these measures with your call center vision, mission and strategy.

2. Generate reports: Reports can provide key pieces of information to help you run your center. Qualitative (such as customer surveys and quality scores) and quantitative (such as ACD reports and IVR reports) data should be useful and easy to understand.

3. Communicate results: Performance and productivity statistics should be shared with all staff - management, supervisors, CSRs and even other departments.

4. Analyze data: Trending should be conducted to track the center's performance over time. If targets aren't being met, find out why. If targets are being exceeded, evaluate that too. Perhaps the center is overstaffed, and therefore is more costly than necessary.

5. Make improvements: Analysis may uncover necessary changes in a variety of areas like system capabilities, staffing, training, contact routing, etc.

Option 2 - Continuous Process Improvement

Continuous Process Improvement is an approach for continuous improvement in your contact center. This approach is most effective when processes are performing relatively well and are only in need of minor improvement (5% - 15% change). Organizations that strive for excellence are constantly evaluating and modifying processes to improve service to customers and garner greater efficiencies. The steps are:

Step 1: Document current process (understand process flow, inputs, outputs, customer requirements, supplier requirements, volume, activity times, resources used) – this step was addressed above

Document the process
Define current system and information requirements
Understand current process measures and performance levels
Evaluate current performance against desired performance or benchmarks
Document current process problems or issues

Step 2: Develop process redesign solutions

Conduct root cause analysis on process problems; include subject matter experts in this analysis
Apply what-if scenarios
Use guiding principles, prioritization matrix and Pareto analysis to prioritize solutions
Select most viable solutions based on overall return and scope limitations

Step 3: Document new process (per conventions shown above)

Define process flow, inputs, outputs, customer requirements, supplier requirements, volume, activity times, and resources used
Define new system and information requirements (if any)
Define any new process measures

Step 4: Develop systems or applications necessary to support the new process

Step 5: Pilot process

Provide training on processes and tools for new process
Use process in trial environment
Assess process performance
Adjust process design based on analysis of pilot results

Step 6: Deploy new process

Step 7: Repeat this improvement cycle

Option 3: Business Process Reengineering (BPR)

Business Process Reengineering (BPR) is an approach used when radical change is needed to enable dramatic improvement in performance, or when processes were not defined in the beginning. BPR is most effective when there are significant shortfalls in current performance (i.e., the existing processes are completely broken). This process cannot be fully presented in this tutorial, and we recommend the BPR approach at the BPR Online Learning Center. A basic overview of BPR steps include:

1. Begin a change management process including creation of sponsorship model.
2. Clearly define project including scope and objectives
3. Conduct external research and benchmarking including customers, employees, competitors, non-competitors
4. Identify guiding principles and concepts for the desired future state
5. Design "to-be" processes, organizational structure, technology enablers and job roles
6. Plan transition and implement
7. Develop BPI strategies for new processes

In the next module in this series, we will address call center technology and applications. You should complete the process work prior to moving to this next module.

Copyright Prosci 2003. All rights reserved. To reuse this tutorial, contact 970-203-9332 or email callcenters@prosci.com

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The text of this tutorial comes from Prosci’s Call Center Planning and Design toolkit. Developed by industry leaders in the Call Center field, Vanguard Communications and Prosci, the toolkit is the definitive guide for creating the best contact center possible for your organization.

The toolkit provides:

• a comprehensive planning checklist and design guidelines for successfully setting up a new call center or redesigning your existing call center
• the approach and tools to help you create a contact center strategy and manage the implementation effectively

More information about Prosci’s Call Center Planning and Design – A blueprint for building a successful contact center.

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Call Center Measurement Toolkit - Prosci’s Call Center Measurement Toolkit is an indispensable tool that will teach you how to assess and improve the performance of your call center. By providing common definitions of terms and a complete overview of performance measures for contact centers, the toolkit will promote your understanding of the functions and procedures that will enhance your call center performance and boost its efficiency.

Call Center Best Practices Report - Two hundred seventy-one organizations from 24 countries participated in Prosci’s benchmarking study on call center operations, management practices and technology. The study shares practical information about what is working (and what's not working) as call center managers seek to increase revenues, reduce costs and improve service quality.

Call Center Planning and Design Toolkit - A comprehensive guide to call center strategy, planning and design; an excellent resource for new contact center start-ups, existing call center improvement and future planning with detailed templates and planning roadmaps (more information).

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