The document provides details about the contact center supervisor position held by the author from December 2011 to March 2011. It includes responsibilities like executing telecommunication tools, measuring team productivity, applying correctives, and qualitative and quantitative statistical analysis. It also discusses competencies around team building, coaching, managing conflicts, training, and contributing to performance. The software and systems used are described, including CMS Avaya, SOFI, GARM, and specific criteria for call and mail evaluations.

1. CONTACT CENTER
SUPERVISOR
from 2011 december 7th to 2011 march 25th

2. Special thanks to
 Hélène Portail, General Manager of the contact
center and internship advisor.
 Supervisor Linda and to the german team for
the daily management.
 Supervisors-trainer and trained,the new team,
for taking part in the Client CRM training.
 The general manager and the Client’s
representative Romain S. for the statistics
analysis .

3. Competence distribution

6. First activity:
Executing Telecommunication
and measuring tools
 The supervisor is in charge of these
instruments and has the access to the
necessary technical and human
resources.
 Follow teams’ productivity in real time
thanks to performance indicators.
 Apply correctives.

7. Quantitative stats
 DMT= ACD +ACW
 Average treating time per call per day for an agent
 Call duration per agent per day,
 ACW (After Call Work): register information during
the call.
 Service Quality: Taited / received
 Service Level:
 BACKOFFICE PRODUCTIVITY: number of treated
request per agent and per day.

8. Qualitative stats
 Call evaluations
 Picking: mail evaluation
 Comparison of own evaluations with
Client’s evaluations.

9. Indicateurs de
Dimensionnement
 Taux d’utilisation:
 Taux d’emploi:
 D’opérabilité:
 D’occupation:
 Temps production/ ( pauses+attente
+temps de production)
Dossier Synthèse Professionelle

10. Indicateur de
dimensionnement
Dossier Synthèse Professionelle
0%
5%
10%
15%
20%
25%
30%
absence:
congéspayés
support:
encadrement,f
ormation
pauseshors
déjeuner
attente
production
backoffice
production
frontoffice
temps de présence
temps de présence

11. Depuis le lancement
EURACOM
Dans le cadre du secret professionnel, l’analyse statistique est
compromise, néanmoins:
 QS taux d'évolution mensuel
 meilleure progression entre le mois 2 et 3è mois.
 meilleure taux progression entre le premier mois et le maximum, 2 mois
plutard. 11.6
 taux de progression moyen 1,8%
 SL taux de progression mensuel
 meilleure progression entre le mois 2 et 3.
 meilleure évolution entre le 1er et le max, 2 mois plutard. 4.9
 taux de progression moyen 0,6%
 DMC diminution conséquente
 Dès le 2nd mois de démarrage l'ACD chute de 16% => la nouvelle activité
pourrait suivre la même tendance au mois de mars.
Dossier Synthèse Professionelle

12. Cadre règlementaire de la
plannification
usage
Contract
(typologies des
plages horaires,…)
Accords Entreprises.
Convention collective
Code du travail
Dossier Synthèse Professionelle

13. Methodologie globale
d’affectation (1)
Besoin
=
dimensi
onneme
nt
Disponibil
ité des
ressource
s
Base de
compétence
s
Dossier Synthèse Professionelle
Cadre technique et
logistique Cadre règ mentaire.

14. Méthodologie globale
d’affectation (2)
Gestion en temps réel et réajustement.
Distribution aux téléconseillers.
Validation avec le management.
Optimisation et lissage.
Affectation des horaires par conseillers.
Dossier Synthèse Professionelle

15. Methodologie
d’affectation des
ressources(3)
1. mise à jour1: informations effectifs
 Type de contracts
 Contraintes horaires
 Base de compétences
 Mouvements de personnel
2. Mise à jour 2:ressources techniques
 Nombre de positions équipées.
 Locaux.
3. Inventorier les disponibilités ressources.
 périodes de formation
 Demandes de repos compensateurs.
 Absences longue durée ( maladie, congé parental,
formation…)
Dossier Synthèse Professionelle

16. Methodologie
d’affectation des
ressources(3)
 Affecter nominativement les ressources.
 Intégrer le dimensionnement par activité et par ¼
d’heure.
 Positionner d’abord les contrats à horaires fixes.
 Affecter les autres contrats selon
 Disponibilité, les ressources techniques.
 Les règles d’équité.
 Roulements ( repos/horaires/type d’activité) et les
équipes.
 Souhaits de colaborateurs.
Dossier Synthèse Professionelle

17. Methodologie
d’affectation des
ressources(4)
 Optimiser et valider le lissage des ressources avec le chef de
plateau.
 Période de sureffectif:
 planifier les débriefs,
 les formations,
 les campagnes d’appel sortant,
 Activités de backoffice,
 préconiser les RTT, congés
 Sous-effectif
 Analyser les possibilités de mutualisation ponctuelle avec les autres
services
 Décider d’action terrain pour l’amélioration DMT et la qualié.
 S’appuyer sur le volontariat pour les heures supplémentaires.
Dossier Synthèse Professionelle

18. Distribution planning
Dossier Synthèse Professionelle
 Délai de prévenance.
 Zéro papier est recommandé: solution intranet.

19. Gestion
temps réel et encadrement
opérationnel
 Modification d’horaires ponctuels
 Diminuer la DMT en supprimant les tâches
 Réaffecter les activités pour palier les aléas de la
production journalière
 absences,
 pics d’appels
 imprévus, surstaff ponctuel=> organisation de brief
(exemple du problème de PABX avec Orange).
 Ces plans doivent être étudiés et anticipés pour accroître
la réactivité le jour J, à l’instant t ( voir démarrage nouvelle
activité et annexe + commentaires nouvelle activité Call )
Dossier Synthèse Professionelle

20. Règles d’équité
1. Nature des tâches à éxécuter ( back office/ compétences
langues )
2. La pénibilité des tâches
3. Les horaires contraignants
1. Roulement de repos.
2. Roulement d’horaires.
3. Roulement d’activités.
Remarque: ces règles se définissent:
1. Au niveau global
2. Au sein d’un même plateau
3. Au sein d’une même équipe.
Dossier Synthèse Professionelle

21. Daily measuring tools (1)
Task Frequen
cy
Duratio
n
Goals
Log in Log out
observations
Daily 5 min Checking login of staff,
adjustment of competences
Editing CMS-
AUX reports
Daily 5 min Follow up break durations.
Editing last
day’s stats
Daily 5 min Following the daily
progression
Editing stat
totals for the
week
Daily 5 min Following the weekly
progression
Backlog Daily 3*5 min Look into the volume of
remaining emails.

22. Daily measuring tools (2)
Task Frequen
cy
Duratio
n
Objectives.
Calculation of
email
productivity
D-1
Daily 10 min Checking and noticing the
productivity figures and
comparison to the effective
Skills’ login per agent.
Updating the
production fills
Daily 10 min Stacking up the scores that
will be used for individual
and collective diagnostics.
Updating sales’
files
In real
time
Informing staff continuously
Evaluation of
recorded call
Daily 30 min Controlling quality and
transmitting scores to
Client.
Picking daily 10 min Id.

23. Second activity: Team
building
 Managing human resource activities.
 Calculation and animation of marketing campaigns
according to client’s needs.
 Real time listening and briefing
 Evaluation and professionalism development of each
team member.
 Apply code of practice and discipline on a call floor.

24. Diagnostic
 Daily observations on the call
floor.
 Analysis and interpretation of
stats.
 conformity to commercial
standards.

25. Coaching.
 Sandwich briefing methods.
 Define individual action plan
 Motivating and congratulating
colaborators scores.
 Improving service level of the call
floor.

26. Managing conflicts
 In particular case, take decisions for the
colaborator.
 Re-define if necessary the colaborator
behavior on the call floor.
 Re define individual action plan.

27. Specific actions (1)
Task Frequenc
y
duratio
n
objectives
Transmiting
treatment
beyond
compétences
In real
time
Informating the hierarchy
and following call
treatments.
Paperboard
updating
daily Informing, implicating,
motivating and
congratulating the agents.
Be present Sharing , animating and
motivating.
Collective
briefing
15 min
preparing
+15 min
animating
Weekly Sharing information, tools
and methods

28. Specific actions (2)
Tasks Frequenc
y
Duratio
n
Objectives
Individual
scores briefing
Weekly 10 min Developing individual skill
Finding mutual improving
ways.
Planning
transmiting
weekly 10 min Informing.
Real time
listening
weekly 10 min Quality monitoring.
Real time
briefing
weekly 10 min Immediately afterwards.

29. Third activity:
contribution to team
performance
In this frame, he has certain autonomy to
act on his own.
 Hierarchy reporting
 Integrate workshop with other managers,
instructors and supervisor and external
profesional, clients.
 Realizing supports activities,dialogues
and letters’ patterns

30. Hierarchy reporting
 Team results.
 Tasks achieved
 Success and difficulties.
 Necessities for continues improvement
 Requirement of specific tools.
 Suggestions for punctual animation on matters
of organisation and operations on the call floor.

31. MANAGING CHANGE
 Identification of purposes and clarification
of their nature.
 determine the combinative solutions.
 simplify the dialog.
 communicate effectively.
 facilitate the deployment.

32. VP supervisor training
Skills required for the Client CRM.
 Specific software: SOFI and GARM
 Framing of CRM procedures.

33. Fourth activity
E-commerce interface
1- Basics and functioning of the website
2- Different areas of the site ( help & contact / my account)
3- Member registration and invitations.
4- Sales (General and special event sales, Rosedeals, VP Voyage)
5- Placing an order (delivery options and details)
6- VP Voucher / VP Gift / One click payment
7-
8- Cancelling an order.
9- Change of address / Adding to or modifying an order.

34. Fourth Activity
CRM Software: SOFI – GARM (1/2)
1- NPAI / SIPS.
2- Delivery details and parcel tracking / Investigation
3- Return requests: GARM
- Modifying, printing and sending (post, E-mail) of return
documents: return label and return slip.
- CRM Decisions.
4- Missing and undelivered parcels

35. Fourth Activity
Software: SOFI – GARM (2/2)
5- Damaged products
6- Returns
7- Warranty
8- Technical problems
9- Unsettled payments /
10-
11- VP Iphone / VP Belgium
12- Free on tax forms
13-
14- Refunds

36. Fourth Activity
MEMBER DIALOGUE AND COMPARISON OF EVALUATIONS
Identification
Reformulation
Conclusion
Loyalty expression
Call Transfering and call backs
Putting on Hold
Completion of tickets

37. SOFTWARES REQUIRED
 Powerpoint
 Reports
 Project presentations
 Excel
 Planning
 Monitoring data traffic.
 Calculation of provisional figures for inbound and
outbound activity ( AFPA training)

38. Software required (2)
 CMS AVAYA
 DMT,QS,SL
 Real time listening to calls
 Daily reports
 Productivity of incoming calls
 Time of effective production per agent.
 Real time visualization of production per
competences per agent.
 Checking coffee break.

39. Software required (3)
 NICE Performer: recorded inbounds listening.
 SOFI – GARM: CRM treatment
 OUTLOOK: daily reports
 INTRANET: interface between advisors,
managers and the Client.

40. Aditionnal documents

41. SOFI-GARM

42. SOFI & BACKLOG

43. SOFI & PICKING/
ÉCOUTES

44. Call for tender
 VP, leader on the market of online event sales
 Range of exclusive products proposed online
requires adequate personnel and service.
 Since 2007, launch of business on the German
and Spanish markets and since 2008,
continuous development in Italy and UK.

45. Arvato Services
 Specialised in Client Relationship Management.
 Major challenger among Contact centers
worldwide.
 The partnership between VP and Arvato Services
is not exclusive. ( Commearth)

46. Commitments of
the services’ provider
 Transmission of know how on which it has built
its reputation according to specifications
 Leading the activity
 Maintening and updating tools and other
resources.
 Continuous improvement of all the actors.
 Reportings.

47. Aims of externalisation.
Why entrusting the CRM to a specialist?
 Process and the added constrains:
 Secure the service
 Guarantee the accessibility to the service
 Insure flexibility in the management
 Strategy for an Europe-wide development

48. Services provided
 Back office and inbounds
 Evolution of services’ nature by
amendment
 Possible outbound activity

49. Implantation strategy
 Euracom, subcontractors of Arvator
services
 Economical zone with low
exploitations costs.

50. Suivi RH

51. CMS AVAYA

52. Launch of new call activity

53. MAIL FLUX

54. CALL EVALUATION
CRITERIA YES NO N/A
RESPECTING CALL STRUCTURE ( 8
parameters)
ANSWER TO REQUEST( 3 parameters)
DIALOGUE QUALITY( 9 parameters)
RESPECT OF PROCEDURES (5 elements)

55. MAIL EVALUATION
CRITERIA YES NO N/A
MAIL STRUCTURE( 5)
ANSWER TO REQUEST(3)
SYNTAX ( 7 elements)
RESPECT OF PROCEDURES (6)