• The role of technology in business on a strategic and functional level
• The role of technology in Call Centre management on a strategic and functional level
• Key technological components in Call Centres
  • Telephony: definition, public network, categories, hierarchy
  • definition, key functions, key applications of
  • PBX
  • ACD
  • Headset & phone sets
  • Work bench
  • CTI
  • Workforce management
  • Quality assurance/monitoring system
  • Predictive dialers
• Emerging technologies and next generation Call / Contact Centres: challenges and responses

• Key metrics for tracking Service Level performance
• Understanding these key metrics and their applications
• Understanding the significance of Service Level: the key to customer satisfaction and optimal productivity
• The primary driving force affecting Service Level management: telecommunication traffic
  • The theories and basic laws of telecommunication traffic
  • Random and non-random call arrival
  • Erlang formulae
• The principles and practices of how to achieve Service Level consistently
  • Setting the right Service Level
  • Caller impatience factors
  • Aligning organizational resource to Service Level objectives
  • Planning, forecasting, scheduling, and shrinkage
  • Schedule of adherence; principles and practice
  • Real-time response process: concepts and a practical model for turnkey applications
  • The principle of pooling
• The critical role of the human factor

• Performance management: the how's and the why's
• The concept of the Balanced Scorecard by Norton and Kaplan
• Key metrics for tracking productivity performance
• Understanding these key metrics and their applications
• Root causes of Call Centre inefficiency
  • Call volume management
  • First call resolution management
  • Process engineering/re-engineering management
  • Call handling skills management
  • Systems support management
• The principles and practices of achieving high productivity consistently through the effective management of these root causes of inefficiency
• Avoiding the pitfalls of "unbalanced scorecard" for productivity management

The purpose and objective of this course:

• To provide a common understanding of the components and processes of strategic planning
• To collectively enhance organizational strategic thinking
• To increase innovative group-think

Course content:

• Planning types and hierarchy: corporate / business unit / operational
• Corporate planning: definition, process and common analytic tools
  • BCG Growth Share Portfolio Metric
  • 9 Box Business Screen
  • Experience Curve
• Strategic Business Unit or Competitive Strategic Planning: definition
• Building blocks
  • The Value Chain
  • Business Economic Model
  • Life Cycle
  • Paradigms
  • Core Competencies
• Common analytical tools
  • P.E.S.T.
  • S.W.O.T.
  • Force Field
  • Scenarios
• Putting it together: applications and practices (strategic management, strategic thinking)
• General planning process and applications

Overview of relevant employment laws and regulations in the work place
Learn about human rights, health and safety, and employment equity and standards
Labor laws and labor practices
Interactive learning using real-life case studies.

Assess your own personal Conflict Management style
Insight about your own natural tendencies in the face of conflict

A Conflict Resolution Model and applications
Understand the root causes of most conflicts, and have a process to nip them in the bud.

Personality Dimensions^® helps to explain what motivates behavior in people with different personalities or temperaments. Are you a red, a blue, a yellow or a green?

It fosters increased self-knowledge through a facilitated self-discovery model that will make a lasting positive impact.

It's perfect for team building, as it enhances the basic values of self-esteem, dignity and self-worth. This knowledge can also be applied to recruitment, Customer Relationship Management, creating rapport, and problem resolution.