1027 Call Center Life: PowerPoint 2007 Tutorial

Powerpoint is one of the most powerful presentation tools that is used by many people in the corporate world to relay their messages across. Many of us may know how to manipulate the basics of this particular Microsoft Software but if you really want to get people to listen and and get drawn into what you want them to know and understand then you need to delve a bit further.

Here today in 1027 Call Center Life I have made a playlist of videos that will show you how to use PowerPoint 2007 from the basics to the fundamentals of using it in presentations. I would suggest to grab a notebook, some snacks, and open up powerpoint itself as watch and get to learn from each of these videos.

For more videos on Powerpoint 2007 Tutorial simply visit my video playlist at: PowerPoint 2007

Relaxation tips for the Interview

I have been interviewing a lot of people for call center posts for a long time now. One thing that I have noticed is that the people that make it most of the time are the people who are calm and composed during their interview session. People that are too shy, or over confident get booted out immediately. Those that show a bit of humor and is quick to think out of the box get the best deals in terms of pay and job opportunity. So one of my readers have asked me what can I do to relax during an interview.

Here is what I found from Health Writer Gavin Evans:

1. Have a good night's sleep:
If you arrive exhausted your eyes and body language will probably show it. You won't be quite as sharp as you could be and you may well compensate by coming across as over-anxious.

2. Dress right:
Not the same thing as dressing smart or dressing to kill, but more a case of dressing in a way that is consistent with the impression you want to create. This will not only aid your self-presentation directly but may also make you more relaxed - knowing that you've hit the sartorial mark.

3. Eat right:
Particularly if like most of us your tummy goes funny before the big event. It's usually worth avoiding too much high fibre food (like bran and other cereals and most fruits and vegetables), and to think in terms of binding, starchy carbohydrates like pasta, which will store up your energy reserves. Also think carefully before snacking on a Mars Bar and gulping down a Caffe latte because the "rush" from sugar and caffeine might speed you up too much, too quickly.

4. Make the interview your day's sole priority:
This doesn't mean getting over-excited or obsessed about it, but rather preparing properly. Think about your diet that day, your relaxation techniques, your departure time, the possible questions, how you will present yourself, the small talk even.

5. Chill out:
The ideal is to feel at one with your interviewers and comfortable in your own skin. My own favourite is to go for a half hour morning run which puts me in the right frame of mind, but anything that works for you is worth the effort: A few minutes of quiet, eyes-closed, vacant-minded meditation; two or three deep yoga stretches; a long, hot bath, whatever it takes.

6. Go with the music:
It doesn't work for the tone deaf, but the running Ally McBeal office joke on the relation between mood and music is more ancient wisdom than contemporary American fad. But before bunging in that CD and clapping on those headphones make sure you choose something that fits your needs: soothing, abstract, Simply the Best, whatever.

7. Arrive in good time:
There's nothing more agitating than finding yourself in a tailback with five minutes to go. So plan your route and give yourself at least half an hour's leeway. If you get there too early, have a glass of water, settle yourself and get used to the environment.

8. Watch your bowels:
Think about it - the worst thing that could happen is a sudden urge to empty them two minutes before you're called to account for yourself. So try to "factor-in" a relaxed toilet break, with plenty of room for slack, so to speak.

9. Don't take them too seriously:
Your interviewers may hold your future in their palms, but deep down they're probably just as insecure and hung-up as you, and remember, they also had to sit there once upon a time. The point is they're just ordinary human beings and often the best way to get through is to relate to their humanity.

10. Prepare for surprises:
Interviewers tend to slot into roles, often without realising it. You get your devil's advocate, your inquisitor, your soul searcher, good cop, bad cop. It's easy to prepare for their standard questions - "why do you think we should employ you?" "describe your strengths/weaknesses?" "why do you want to be an investment banker/rocket scientist/secret agent?" , "why do you want to work here?"

You may also be judged more on how you deal with the loose ball. I was once thrown by: "So tell me, do you think we're a sexy company?" Often it's not so much what you say but how you respond. A smile, a chuckle and then a moment's thought can go a long way.

Hope this helps you guys out. Till the next time. :) xoxo

Call Center Life: Principles of Negotiation

As a call center agent one is going to be faced with a lot of conflict, which is only natural especially if you are an inbound or tech support agent as you primarily deal with issues. Summarized below is the basic principles one should remember when dealing with a sticky situation:

1. Don't get personal.

Many business negotiations are not about befriending the other side. Always be courteous and kind, but you need not develop a relationship outside of the negotiation. If you dislike the other side, you don't have to express that dislike. Don't make the other side choose between self-respect and self-interest in order to deal with you.

2. Control your emotions.

Don't get overheated emotionally. This means expressing anger if the negotiations don't go your way. If you feel you've come out a winner don't show it. No one likes to feel they've lost and maybe you'll have to face them again. It very difficult when you face some who wants to get even.

3. Don't talk out of school.

If you discuss your deals in elevators, you have definitely pushed the "down" button. It's a small world ... and the walls have ears.

4. Leave something on the table for the other guy.

Peace treaties are made between enemies, not friends: It usually takes a war to get them to the bargaining table. Deals are made between parties who seek mutual advantage, not unilateral victory. Both sides have to win something, or you don't have a deal, you have a homicide. One way or another, your counterpart will see to it that crime doesn't pay.

5. Your first offer should never be your final offer.

Don't create a situation in which your opponent can't justify his value to his principal by accepting your offer. Give the person on the other side of the table a chance to knock you down a little. Remember the previous point: He or she needs to win something, too.

6. Don't negotiate with yourself.

Once you've made an offer, if the other party doesn't accept it, don't make another offer. Wait for a counteroffer. Don't lower your own demands without getting them to lower theirs.

7. Don't be afraid to take a risk.

Sometimes it's risky not to take a risk. The trial lawyer who says he or she never lost a case settles too easily. Don't let yourself be bluffed by artificial deadlines or "final offers." And don't run bluffs, either. If you are called and you don't follow through, your credibility is shot.

8. Don't be afraid to go to an expert when you're over your head.

You don't know everything. Trying to pretend to your opponent, your client or yourself that you are knowledgeable in some area or have some vital information when you don't harms your position. It makes you appear weak and foolish.

9. Don't attribute more strength to the other side than it possesses.

Remember, in any negotiation, both sides are under pressure to perform. They have bosses, deadlines, pressures, fears and objectives, the same as you do.

10. Sometimes you can get what you want by calling it by another name.

Let's say your opposite number does not "renegotiate" contracts. OK, what if we call it a contract "extension"? They say no to severance pay? OK, it's a "consulting contract." A potential employer does not want to ire you on a permanent basis? OK, it's an "internship."

11. Take your time.

Don't let the other side force a deal. The more time you give yourself, the more information you can gather about their true needs.

So bear in mind that negotiations take place first in your mind prior to the actual meeting. You have to learn to do a lot of research and know the other party. More importantly you have to fully understand yourself as well, both your strengths and weaknesses and find ways to see the consequences of each of your choices.

If you have time to watch here is a video that further discusses the topics on Negotiations:

Call Center Life: Call Center Terms - Glossary

Call Center Terms: Glossary

There are four different types of information on the telephone activity of your call center: Agent data, Queue data, CDN data and Trunk data. A data item (such as Accepted Calls) that appears in a Queue report can be defined differently in a CDN report or in a Trunk report.

Abandoned Calls (CDNs)
The number of calls accepted into the CDN, but abandoned before being answered through the controlled operation or routed according to the CDN's script.

Abandoned Calls (Queues)
An incoming ACD call is counted as abandoned when the caller hangs up before the call is answered by an agent or before the call is routed off-site. The sum includes calls that abandon while waiting for an agent to answer the call at their telephone. Calls that abandon while in the Timed Overflow (TOF) queue are counted against the ACD queue that initiated the overflow.

Abandoned Trunk Calls Before Threshold
A peg count of Calls Abandoned that shows how many calls were abandoned before the threshold time is reached. The threshold time is set in the telephone system for the ACD queue where a trunk route terminates. Do not try to relate these numbers to the numbers of Calls Abandoned in the Queue reports. The number of Call Abandoned in the Queue reports can include Abandoned Calls other than the Abandoned Trunk Calls (such as Overflowed Abandoned, etc.).

Abandoned Trunk Calls After Threshold
A peg count of Calls Abandoned that shows how many calls were abandoned after the threshold time is reached. The threshold time is set in the telephone system for the ACD queue where a trunk route terminates. Do not try to relate these numbers to the numbers of Calls Abandoned in the Queue reports. The number of Call Abandoned in the Queue reports can include Abandoned Calls other than the Abandoned Trunk Calls (such as Overflowed Abandoned, etc.).

Accepted Calls (CDNs)
The number of calls that entered the CDN and were routed by the telephone system according to the Enhanced ACD Routing script. The number of Accepted Calls for the CDN is equal to the number of Calls Answered plus the number Abandoned plus the number Routed to the CDN plus the number Disconnected plus the number Busy plus the number Defaulted to this CDN.

Accepted Calls (Queues)
The number of calls placed in this ACD queue, including any Overflow by Number calls from another ACD queue. Timed Overflow calls from another ACD queue are not included. The number is based on the following:

* If a call is Night Forwarded, it is counted in the Interflow amount for the source ACD queue in the Queue report. If the Night Forwarded number is an ACD queue, then numbers of Calls Accepted, Answered, or Abandoned (among other things) are reflected in the count for the destination ACD queue. The call is not counted as an Accepted call (or Answered, etc) against the source ACD queue.
* If a call is not Night Forwarded (whether or not Night RAN is given), the call counts as an Accepted Call (or Answered, etc) against the source ACD queue. It will not count under Interflow in this case.
* If the Time Overflow feature is used, the Calls Answered value includes answered Time Overflow calls from another queue. Calls to this ACD queue that are answered by another queue (via Time Overflow) are not counted.

ACD
See Automatic Call Distribution

ACD Report Buffer
A component of ACD Performance Reporting that transfers your call center data from the Call Accounting Buffer to the ACD Parser program for processing into your historical database. The ACD Report Buffer is a software application that runs on a computer connected to the Call Accounting Buffer.

ACD state
When an agent is engaged on an ACD call, they are considered to be in the ACD state. Also see Agent states.

ACD time (Talk time, DCP time, ACD time, Customer talk time)
The duration of an ACD call (including ACD hold time), or the length of a customer's call. Basically, from the time the agent answers the ACD call to the time when either the customer or the agent disconnects the call. ACD time is also called Direct Call Processing time, Customer time, ACD Talk time, Call Processing time, or Talk time.

Active
In the Northern telephone system, 'active' is defined as having the ability to receive ACD calls. Agents become active when they log into the telephone system.

Agent
A general term for someone who handles telephone calls in a call center. Other common names for the same job include operator, Telephone Service Representative (TSR), attendant, and representative.

Agent states
The type of telephone activity an agent either performed or is engaged in performing. The time an agent spends in each state is tracked and is included in the information sent by the Northern telephone system.

All Trunks Busy (ATB)
The situation that occurs when a call is received by a trunk group and, because of the level of telephone traffic, the trunk group cannot route the call. If a trunk busy condition exists beyond a single reporting period (for example, it begins during period 1 and is still busy during period 2), that condition may be pegged for both periods.

All Trunks Busy Calls
A peg count of the number of times a call received by a trunk group could not be routed by that trunk group, due to the level of telephone traffic.

All Trunks Busy Time
The total amounts of time calls that were received by a trunk group could not be routed by that trunk group, due to the level of telephone traffic.

All Trunks Busy Longest
The longest amount of time a call was received by a trunk group and could not be routed by that trunk group, due to the level of telephone traffic.

Answered Call (CDNs)
This is the number of calls that entered the CDN and were answered with the controlled operation or according to the scripting of the CDN's routing.

Answered Call (Queues)
A call that was routed to an ACD queue, and was then answered by an agent in that ACD queue. The number of Answered Calls is based on the following:

* If a call is Night Forwarded, it is counted as an Interflowed call for the Source ACD queue in the Queue report.
* If the Night Forwarded number is an ACD queue, the Answered Call is reflected in the count for the destination ACD queue. The call is not counted as Answered against the source ACD queue.
* If a call is not Night Forwarded (whether or not Night RAN is given), then it counts as an Answered Call against the source ACD queue. It will not count under Interflow in this case.
* If the Time Overflow feature is used, the Calls Answered value includes calls that Time Overflowed from another queue to this one (TOF-IN), as well as the number of calls that Time Overflow to another ACD queue (TOF-OUT) from this one.
* This shows the number of ACD calls answered by agents for this queue, including calls that overflow into the queue.

Answered Trunk Calls Before Threshold
A peg count of Calls Answered that shows how many calls were answered before the threshold time is reached. The threshold time is set in the telephone system for the ACD queue where a trunk route terminates. Do not try to relate these numbers to the numbers of Calls Answered in the Queue reports. The number of Call Answered in the Queue reports can include Answered Calls other than the Answered Trunk Calls (such as Overflowed Answered, etc.).

Answered Trunk Calls After Threshold
A peg count of Calls Answered that shows how many calls were answered before the threshold time is reached. The threshold time is set in the telephone system for the ACD queue where a trunk route terminates. Do not try to relate these numbers to the numbers of Calls Answered in the Queue reports. The number of Call Answered in the Queue reports can include Answered Calls other than the Answered Trunk Calls (such as Overflowed Answered, etc.).

ASA
See Average Speed of Answer

ATB
See All Trunks Busy

Automatic Call Distribution (ACD)
A software feature of the Northern telephone system that routes a call to groups of agents (also called a 'queue') based on first-in, first-answered criteria. The guiding principle is that the caller who has been waiting the longest will be first the caller routed to the next available agent. The agent that receives the call will be either the first available agent or the agent that has been available for the longest period of time.

Available state
An agent's telephone is considered in the Available state when the telephone is able to receive ACD calls. A logged on agent enters the Available mode when they log into the telephone system and then exit the Not Ready state. Some telephone systems automatically place agents into the Available state at log in. A line that is available to receive ACD calls is also available to receive Non-ACD incoming calls (internal or external).

Available time
The amounts of time that an agent in the ACD queue spends in the Available state. The Available telephone state is one where an agent is available to take an incoming ACD call.

Average Busy Time
This is the sum of all Position Manned times, minus the sum of all waiting times, divided by the number of positions that had any Position Manned time accumulated against them.

Average Direct Call-Processing (DCP) Time
The average amounts of time per Answered ACD call that an agent (or agents) was engaged with an ACD call. This is the total time (in seconds) that each agent spent handling ACD calls divided by the total number of calls answered (by either the agent or the ACD queue). Handling time is the time from initial answer of the call to final release of the call. When the telephone system data includes Hold time, the average Direct Call Processing time does not include the Hold time. In this situation, the Average DCP time is the time that the agents are active on the call, excluding holding time of ACD calls.

Average Hold Time (HDCP time)
The average amounts of time per Answered ACD call that an agent (or agents) placed an ACD call on hold. Handling time is measured from the time the agent puts the ACD call on Hold to the time the agent becomes active on the call again or the caller abandons the call. The average Hold time is the sum of all ACD call hold times divided by the number of ACD calls answered by the agent or ACD queue. When the telephone system data includes Hold time, the average Direct Call Processing time does not include the Hold time. In this situation, the Average DCP time is the time that the agents are active on the call, excluding holding time of ACD calls.

Average Incoming Call Time
The average amounts of time per Non-ACD call that an agent (or agents) was engaged in a call on their Non-ACD extensions. This is the total duration (in seconds) of all incoming calls on the agent’s Non-ACD key(s) during the report period, timed from call answer to final call release, divided by the total number of Non-ACD calls received during that time period.

Average Incoming Call Time (Trunks)
The average amount of incoming trunk traffic time per Trunk call. This is the total incoming trunk traffic for the trunk route (in CCS) between seizure and disconnect (including non-ACD calls, if any) divided by the total number of calls that came in on this trunk route (including non-ACD calls) during the report period. The total number of calls per ACD queue equals the total number of Incoming Calls for all trunk routes terminating on the ACD queue.

Average Manned Time
The average amounts of time per reporting period agents were logged into the telephone system. This is the sum of all Position Manned times divided by the number of agent positions that had any manned time accumulated. An agent position is considered Manned when an agent logs into the telephone system, and the agent will continue to accumulate Manned time until the agent engages the Make Set Busy key (which logs them out of the telephone system.

Average Non-ACD In Time
The average amounts of time an agent spends engaged on incoming Non-ACD calls. The Average Non-ACD Incoming time is the sum of all times from the initial selection of the individual extension key, including transfer and conference keys, to the final release of the call, divided by the number of incoming calls. The telephone system only accumulates call time for one Non-ACD call per agent position at a time. It is not possible to add multiple simultaneous events (engaging on several Non-ACD calls at once, using the Hold feature) as the total Non-ACD time would exceed real clock time. This means that if an agent position has more than one DN (or extension) key and the agent uses both at once, the reported Non-ACD call time will not be accurate. Agent positions should be configured with only one extension key unless you are willing to forego the accuracy of Non-ACD call statistics.

Average Non-ACD Out Time
The average amounts of time an agent spends engaged on outgoing Non-ACD calls. The Average Non-ACD Outgoing time is the sum of all times from the initial selection of the individual extension key, including transfer and conference keys, to the final release of the call, divided by the number of outgoing calls. The system only accumulates call time for one Non-ACD call per agent position at a time. It is not possible to add multiple simultaneous events (engaging on several Non-ACD calls at once, using the Hold feature) as the total Non-ACD time would exceed real clock time. This means that if an agent position has more than one DN (or extension) key and the agent uses both at once, the reported Non-ACD call time will not be accurate. Agent positions should be configured with only one extension key unless the customer is willing to forego the accuracy of Non-ACD call statistics. If an agent is involved in a conference call or an outgoing Non-ACD call, or is transferring a call when the telephone data is generated, the Non-ACD Outgoing time includes the call start time minus the current time. The Non-ACD Out and Transferred IDN amounts are not incremented until the call is released, and they are reflected in the next reporting period.

Average PCP Time (Not Ready)
The average amount of time per ACD call that an agent (or agents) was in the Post Call Processing (or Not Ready) state. The Average PCP time is measured from the time the agent goes into Not Ready (the NRD key activated) until the occurrence of any event that removes the agent from the Not Ready state. The average PCP time is the total time accumulated against all Not Ready states divided by the total number of ACD calls answered by an agent or ACD queue.

Average Speed of Answer (ASA)
The Average Speed of Answer for calls received by an ACD queue. The timing for answering the call begins when the call is queued for the ACD queue and ends when an agent (either in the primary or overflow ACD queue) answers the call. If an agent in an overflow group answers the call, Average Speed of Answer is counted in the overflow group. This is the sum includes Enhanced Overflow Calls from other queues, but not including Timed Overflow In Calls from another queue nor Network ACD calls that are answered by a remote target agent.

Average Wait Time before Abandon
The average amounts of time per Abandoned call the customer waited to be answered before abandoning the call. This is the total of all waiting times for Abandoned calls divided by the number of calls abandoned in the ACD queue this reporting period.

Average Waiting Time
This is the average amount of time that an agent was available to receive an ACD call. It is the total amount of waiting time divided by the number of incoming ACD calls answered.

Busy (CDN)
The number of calls given a busy tone when routed to this CDN, due to a setting in the telephone system (Supervisor Control of Queue Size). Calls treated with the busy tone are noted with a B next to the entry in the telephone system data.

Busy (Queue)
An agent is considered Busy when he/she is logged into the telephone system and is engaged on an ACD call, engaged on a Non-ACD call, or in the Not Ready state. An agent is not considered Busy when he/she is in the Waiting state (waiting for an ACD call to be routed to the agent's telephone).

Busy Time
The cumulative amounts of time that an agent in the ACD queue spends in the ACD state, the Not Ready state, or the Non-ACD state. Basically, the total amount of agent position manned time minus the total amount of agent position waiting time.

Call Accounting Buffer
A hardware data collection device that receives data broadcast by the telephone system and stores that data until the ACD Report Buffer program asks for it. The device is slightly larger than the standard external modem, and connects to the telephone system via standard data cabling.

CCR
see Customer Control Routing

CCS
see Centi-Call Seconds

CDNs
see Control Directory Numbers

Centi-Call Seconds
A unit used for the measurement of telephone traffic analysis, equivalent to one hundred seconds of telephone usage.

Connection
A two-way communication path between terminations that allows the transmission of speech (or other information) and supervisory signals.

Control Directory Numbers
A Control DN (CDN) is a special Directory Number not associated with any physical telephone or equipment. The CDN specifies a destination ACD queue to which incoming calls are directed. Multiple CDNs can place calls into the same ACD queue. The parameters of the CDN, not those of the ACD queue, determine call treatment.

Customer Control Routing (CCR)
Customer Controlled Routing enables the customer to customize the treatment and the routing of incoming calls

DCP
see ACD Time

Default DN (CDN)
The number of ACD calls routed to the Default DN for this CDN. This is usually an ACD queue.

Directory Number
A numbered code (usually a four or five digit number) used to route calls to a collection of telephones, otherwise know as an ACD queue.

Directory Number Key (DN Key, Extension, Non-ACD line)
A Directory Number Key is a button on a person's telephone that allows them to take calls routed directly to their telephone or to make calls to other telephone extensions. When a person calls your telephone directly, they are dialing the number for one of the DN keys on your telephone. When an agent presses a DN key to make or receive a call, any other call in progress is automatically released (unless on hold). When the call on the DN key is released, the agent position is automatically returned to whatever state it was in before the DN key was pressed. Any call being presented to the ACD In-Calls key, but not yet answered by the agent when the DN key is pressed, is moved back to the head of its priority grouping in the incoming call queue for the ACD queue.

Disconnect
The total number of controlled calls that were given forced disconnect by the system. If you want to set a time limit to long conversations, you can implement a Timed Forced Disconnect timer on each route. Any conversation that reaches that timer threshold will be disconnected instantly.

Division
A user-defined collection of ACD queues. Divisions are usually organized along the lines of functionality or type of telephone activity (i.e. the Sales division and the Support Division).

DN
see Directory Number

EAR
see Enhanced ACD Routing

Enhanced ACD Routing
An optional ACD feature that allows supervisors to regulate ACD traffic and to give different RAN and music treatments to calls queued at the same ACD queue.

HDCP
see Hold Direct Call Processing Time

Hold Direct Call Processing Time (HDCP)
The time (in seconds) that each agent spent with an ACD call placed on Hold. Hold time is measured from the time the agent puts the ACD call on Hold to the time the agent becomes active on the call again or the caller abandons the call. When Hold time appears, the DCP time does not include the HDCP time; the DCP time is the time that the agents are active on the call, excluding holding time of ACD calls. HDCP only appears in the data from the telephone system is the data output is set for Totals (rather than the usual Averages).

High Priority Trunks (HPR)
The number of trunks designated as High Priority. Calls being routed to an ACD queue via a High Priority Trunk are presented before another queue's Timed Overflow queue (TOFQ) calls.

HPR Trunks
see High Priority Trunks

IDs
see Log In IDs or Position IDs

Incoming Calls (Agent or Queue)
A phone call received by an agent in the ACD queue on their telephone extensions.

Incoming Calls (Trunk)
This is the total number of calls that came in on this trunk route (including non-ACD calls) during the report period. The total number of calls per ACD queue equals the total number of Incoming Calls for all trunk routes terminating on the ACD queue. The number of Incoming Calls equals the numbers of (Calls Abandoned Before Threshold) plus (Calls Abandoned After Threshold) plus (Calls Answered Before Threshold) plus (Calls Answered After Threshold). Do not try to relate this number to those of the ACD reports (Answered Calls, Accepted Calls, and Abandoned Calls). This number applies to auto-terminating trunks and reflects how the trunk was first handled (answered or abandoned).

Incoming Non-ACD Calls
This is the number of incoming calls that arrived on an agent’s DN key(s) (or telephone extensions) during the report period.

Interactive Voice Response (IVR)
An option of the Northern telephone system that gives you the ability to route calls according to the caller's response to your recording. Most IVRs take the form of a recording that states (for example) 'If you want Sales, press one. If you want Support, press two'.

Interflows
The number of calls removed from this queue and directed to another (internal or external) queue by the interflow mechanism. This number does not include Time Overflow calls. The Interflow (ENI) key allows the supervisor, during excess traffic periods, to redirect incoming ACD calls to another pre-designated ACD queue. If a call is Night Forwarded, it is counted as an Interflow for the source ACD queue in the Queue report.

IVR
See Interactive Voice Response

LAN
see Local Area Network

Local Area Network (LAN)
A group of computers connected via a networking protocol (such as Ethernet, Novell, etc.), that can communicate and share resources with each other.

Log In IDs
When an agent wants to receive ACD calls at their telephone, they first must log into the telephone system. Depending on how the telephone system is programmed, there are two different methods an agent can use to log in. The first method uses a Log In ID. When the agent wants to take ACD calls, they enter a (usually four-digit) number. The Northern telephone system then tracks their telephone activity according to that log in number. The other method uses a Position ID. When the agent wants to take ACD calls, they hit their ACD button twice. The Northern telephone system then tracks their telephone activity according to the position ID of the telephone that they used to log in. The major difference between the two different methods is that Log In IDs track the telephone activity of a number (which may appear at different telephone locations) and Position IDs track the telephone activity of a particular telephone (regardless of whose using it). If your agents always sit at the same telephones, then the Position ID method will track the telephone activity of the agents (because the activity of the telephone is always the same as the activity of the agent). If your agents sometime sit at different telephones, then, in order to track the telephone activity of the agents correctly, the Northern telephone system needs to be configured to use Log In IDs.

Longest Wait before Answer
The longest time a call had to wait before being answered by an agent in the ACD queue. This excludes Time Overflow calls answered by a target agent, but includes Recall to Source calls answered by a source agent.

Make Set Busy (MSB)
Engaging the Make Set Busy key on the agent's telephone logs the agent out of the telephone system. Telephone sets that are logged out of the telephone system cannot receive ACD calls.

Manned
An agent is considered Manned if they are logged into the telephone system and able to take ACD or Non-ACD calls. When Manned, agents can be in the Available, Not Ready, ACD, or Non-ACD states.

Manned time
The period of time an agent was logged into the ACD queue. Manned time includes time spent in the Available, ACD, Not Ready, or Non-ACD states. Manned time is accumulated when an agent logs into the telephone system and stops when the agent engages the Make Set Busy key (which logs the agent out of the telephone system).

MSB
see Make Set Busy

Non-ACD Calls
A peg count of the number of times that agents initiated or received a call on their individual extension telephone keys. Transfer and conference keys are also included in this category. The peg count is increase each time the agent engages an extension (or DN) key, regardless of whether or not they dial a number or whether a telephone connection takes place.

Non-ACD state
A Non-ACD call is a call that is either placed or received on one of an agent's extensions. Non-ACD calls include Incoming, Outgoing and Internal calls that were placed from, or received at, an agent's extension.

Not Ready (PCP)
A state an agent can engage to finish paperwork associated with a recently finished ACD call. Not Ready is also called the Post Call Processing state. Agents enter the Not Ready state by engaging the Not Ready Key on their telephone sets. Agents should only engage the Not Ready key when performing work directly related to completing ACD calls. The Not Ready state should not be used for other activities not related to ACD calls (i.e., bathroom breaks, lunch, etc.).

Outgoing Non-ACD Calls
The number of outgoing calls from an agent position using extension (DN), conference, or transfer keys.

Outgoing Calls (Trunk)
The total number of calls outgoing on this route. These are non-ACD calls, but could include outgoing calls made from the DN keys of the ACD agent positions.

Overflow
The number of calls redirected to another queue with the Automatic Overflow feature, excluding Timed Overflowed calls.

PBX
see Private Branch Exchange

PCP
see Not Ready

Peg Count
A simple count of the number of times an event has occurred, like moving a peg on a cribbage board or making notches on a piece of wood.

Position IDs
When an agent wants to receive ACD calls at their telephone, they first must log into the telephone system. Depending on how the telephone system is programmed, there are two different methods an agent can use to log in. The first method uses a Log In ID. When the agent wants to take ACD calls, they enter a (usually four-digit) number. The Northern telephone system then tracks their telephone activity according to that log in number. The other method uses a Position ID. When the agent wants to take ACD calls, they hit their ACD button twice. The Northern telephone system then tracks their telephone activity according to the position ID of the telephone that they used to log in. The major difference between the two different methods is that log in IDs track the telephone activity of a number (which may appear at different telephone locations) and position IDs track the telephone activity of a particular telephone (regardless of whose using it). If your agents always sit at the same telephones, then the position ID method will track the telephone activity of the agents (because the activity of the telephone is always the same as the activity of the agent). If your agents sometime sit at different telephones, then, in order to track the telephone activity of the agents correctly, the Northern telephone system needs to be configured to use log in IDs.

Post Call Processing (PCP)
see Not Ready

Private Branch Exchange (PBX)
A switching system providing telephone communications between internal stations and external telephone networks. The term generally refers to manually operated switching equipment as opposed to computer operated switching.

Queue
A queue is a number of calls that are waiting to be answered by agents in an ACD queue. The calls are usually assigned to available agents in a first-arrived, first-answered basis. The queue is the "line up" where incoming calls wait until they are answered. The queue sometimes refers to the group of agents available to answer incoming calls to an ACD queue.

RAN
see Recorded Announcement

Raw Data
The unprocessed data output from the telephone system. This data is passed to the Call Accounting Buffer box on an hourly, half-hourly or hourly on the half-hour basis. The periodic raw data reports are a summation of the telephone activity of your call center, and are processed into your historical database by the ACD Parser application.

Recalled to Source
If a call Time Overflows while in the target ACD queue (because it previously Overflowed or Interflowed by number from a source queue), it will then be recalled back to the source ACD queue. The call is then linked to the source ACD queue’s Timed Overflow queue, and the Recall To Source number is increased.

Recorded Announcement (RAN)
An option of the Northern telephone system, which plays a recorded announcement for callers waiting for an available agent. An example would be when a caller is waiting and hears 'Your call is important to us. Please remain on the line, and your call will be answered by the next available agent'. A call can only get one First RAN treatment and one peg against the 1ST RAN amount. Each time that a call receives second RAN treatment, it is pegged against 2ND RAN amount. The 1ST RAN and 2ND RAN peg counts do not necessarily equal the Accepted Calls peg counts for an ACD queue. It is possible for a caller to hear RAN both before and after a transfer. In this case, the Accepted Calls count would tally only one call while there are two RAN peg count increases.

Routing
The way a call is passed through the Northern telephone system. The telephone system handles the way a call is sent, and the route the call takes through the telephone system. Different version of the Northern telephone system can route a call in different ways, according to the available routing features.

Routed by IVR
The Route By IVR field is incremented if the call is queued to receive IVR treatment and the IVR routing initiates a call modification to another field. This is the number of IVR controlled calls given a Route To command (and no additional processing).

Routed by CCR
The number of calls routed by CCR and given a Route To command by the CCR script (and no additional processing).

Supervisor
A user-defined group of agents, usually collected under a designated supervisor.

Team
A user-defined group of agents, usually collected under a group specific label (such as French, Spanish, East, West, etc.).

Telephone Service Factor (TSF)
The TSF measures how quickly incoming calls are answered. The customer specifies the time (in seconds) in the programming of the telephone system. The percentage of incoming calls answered or abandoned before that time (in seconds) is the TSF. A value of 100 means all calls were answered or abandoned within the customer-defined time threshold. Calls Time Overflowed and calls answered by target agents (TOF In Calls) are included in these calculations because TOF In Calls accumulate a Before Time Threshold value. However, TOF In Calls do not last in the target queue long enough to accumulate an After Time Threshold value. Calls Time Overflowed from a source ACD queue (TOF-Out) are not counted in this field because the TSF factor does not apply to calls answered by the source agent.

Timed Overflowed In
ACD calls that hit the call's primary ACD target and then are either assigned to an ACD agent as an Overflow ACD target or are assigned to an ACD agent in an ACD queue where the group is defined as an Overflow ACD target. The source and target queues must have the Timed Overflow option turned on for accurate reports. For example, the source ACD queue has the option turned off and the target ACD queue has the option turned on. When an overflowed call is answered by the target queue, that call is pegged as answered for the target queue but not for the source queue, resulting in an inaccurate report.

Timed Overflowed Out
ACD calls that hit the call's primary ACD target and then are either assigned to an ACD agent as an Overflow ACD target or are assigned to an ACD agent in an ACD queue where the group is defined as an Overflow ACD target. A call is also counted as Overflowed Out of the ACD queue when it is assigned (by the Northern telephone system) to an extension or when the call is routed off-site. Calls answered by voice mail are counted as Overflowed Out. The source and target queue must have the Timed Overflow option turned on for accurate reports. For example, the source ACD queue has the option turned off and the target ACD queue has the option turned on. When an overflowed call is answered by the target queue, that call is pegged as answered for the target queue but not for the source queue, resulting in an inaccurate report.

TOF
see Timed Overflow In or Timed Overflow Out

Transferred Internal DN Calls (IDN)
The Transferred IDN number is the sum of all the calls the agent Transferred or Conferenced while on an active Non-ACD call. The number increases when the Transfer or Conference is complete.

Transferred ACD Calls
The Transferred ACD number is the sum of all the calls the agent Transferred or Conferenced while on an active ACD call. The number increases when the Transfer or Conference is complete.

Trunk
Trunks are the physical links that enable telephone communication. A trunk route carries calls from outside to answering positions in your ACD queue.

TSF
see Telephone Service Factor

Work Trunks
This is the number of trunks (including non-ACD trunks) that are currently enabled.

Call Center Life: Power Dressing For Interviews

Many have always thought of preparing their mental abilities alone when they go to a company interview, however what they do fail to understand is that their appearance is just as important when it comes to getting the job.

here is a video that best explains why:


And to help you out here is a video on what to wear:

For Females

Other things to remember:
The Suit and Blouse

Suit Color: Women should choose a dark suit in black, navy blue, or gray for a job interview. Avoid patterned suits other than hose with subtle stripes. Ideally you'll want to own at least two interview suits of varying colors. You can, however, simulate a second suit by simply using different blouses underneath the same one.

Blouse: While white or ivory are always safe bets, any light tone that matches your suit is appropriate. The fabric should always be natural—either silk or cotton.

Style: Skirts are traditionally preferable to pantsuits as they are more formal, but in all the most conservative of environments either are acceptable. Your suit should be comfortable, but not casual or sporty in appearance. The climate may factor into your decision; a skirt is preferable in wet weather since pants may get damp, but wrap-around skirts can be tragic on windy days.

Fit: Avoid tight-fitting suits! Suit jackets should fit so that they can be easily buttoned without any noticeable pull marks across the fabric. Skirts should at least reach your knees.
Accessories - The Shoes, Purse and Belt

Shoe Color and Style: Interviewees should wear dark, polished, closed-toe leather pumps that match the interview suit or are one shade darker than it. The heel should be one to two inches high, according to your height. Try not to wear a brand new pair of shoes since walking may be awkward or uncomfortable at first. If necessary, break new shoes in at home before your interview.

Belt: If you are wearing a belt, choose a small, conservative, solid-colored leather style belt with a simple buckle. It should match your shoes and purse.

Purse: Your purse should be small and plain, matching your the shoes and belt. Avoid using an everyday purse for an interview, especially if it is filled with belongings. If you are carrying a cell phone or pager in your purse, turn it off before you begin your interview!
Finishing Touches

Make-up and Nails: If you wear make-up, be sure to use light shades for an interview. Apply it in a bright room to simulate the lighting conditions in most offices. Nail polish should also be of a light shade or clear. Of course, make sure your nails are properly manicured and are clean.

Stockings: Wear plain stockings that best match your skin tone. Keep a spare pair tucked away in your purse for emergencies.

Jewelry: Jewelry should be kept to a minimum. If you wear earrings, plain studs are the most cautious. A single necklace is acceptable, as is a watch and a ring or two. You may wish to add a pin to your suit jacket to add color and pizzazz, but be sure to shy away from any controversial insignias.

Perfume: Use only a little perfume, or none at all. People can be allergic to certain perfume scents, plus you'll probably be seated in a confined space.

Hair: Your hair should be clean, dry and neatly combed. Women with longer hair should wear it back so it doesn't become a distraction. Dressy hair clips should replace more bulky, everyday clips. If it is damp on the day of your interview, take this into account and adjust your hairstyle accordingly to avoid frizzing. Always carry an umbrella if there's even a remote chance of rain or snow.

For Males

Other things to remember:
Fragrance
On the day of our interview, before you even begin to get dressed, there is one thing you should avoid. You may be tempted to follow your normal routine of splashing your favorite cologne or aftershave on after you hop out of the shower. Don’t do it for your interview, you don’t want to overwhelm the interviewer. They may not like your fragrance as much as you do.

What to Wear. . .
To a more formal interview: It helps to know how formal the company you will be interviewing with is and if wearing a suit is necessary. I hate to state the obvious, but it is important to go in a suit and tie to any company that's part of a more formal industry, such as banking, law or brokerage. Choose a basic black, dark gray or navy suit. Also opt for black leather lace-up shoes and a black belt. Blue shirts are a great choice since they compliment most skin tones and easily coordinate with most suit colors. Choose a flattering tie that goes well with both the suit and shirt you have chosen.

To a less formal interview: Some less formal industries such as software development and technology companies will not require a suit. However, it's better to wear something a little nicer than what everyone in the office is wearing. So choose something dressy but casual. Such ensembles might include pressed khakis or trousers, a well pressed button-down shirt, and of course some sort of nice looking dress shoe and matching belt. You may even want to thrown on a blazer. Navy blazers look great with khaki pants.

Shoes and Belts
Pay attention to details such as matching your belt to the color of your shoes. Choose black shoes if your outfit consists of dark gray, navy, brown or black. Opt for dark brown shoes if you'll be wearing tans or medium toned colors. I hate to sound like your mother, but polish or clean your shoes before your interview. Scuff marks on your shoes make you look tattered, and we can't have that.

Accessories
Keep interview accessories minimal and professional. Use some sort of bound portfolio to carry your resume, references or other papers. Men should limit jewelry to a wristwatch and cufflinks if you wear them. Earrings, necklaces, nose rings, and such are not interview material (for the man who wants the job anyway). Whatever the type of industry, men should wear jewelry sparingly.

I do hope that you found this article helpful for you, remember that sometimes to get the part you have to look it first :) xoxo

Call Center Life: The Keys to Multi-Tasking Success:

Contrary to popular belief, multi-tasking is not about “piling on the work” to the point of exhaustion. It’s about training the brain to channel energy in an efficient and effective manner so you can accomplish more in less time. And believe it or not, one of the hallmarks of learning to multi-task is to actually slow down to accomplish more.

Following are some techniques that will help you mentally slow down so you can finally learn how to multi-task and master this essential business skill.

Practice how to multi-task: Whether you’re learning how to play the piano, use a computer program, or multi-task, practice is essential to mastering the skill. Why? Because practice makes something seem routine, and when something is routine, it’s no longer stressful. Look at all the things you do in a day. Pick a few routine tasks to start with. As you master doing multiple routine things, then move on to slightly more difficult tasks. Gradually work up to the number of tasks you normally do.

During this process, remember that learning takes time. Very often people jump into a new role or responsibility without gradually gearing up their workload. Then they wonder why they feel stressed and can’t multi-task effectively. So if you want to do all the things you do each day in a more efficient manner with less stress, take a step back and teach your body and mind how to work up to the production level you desire. Such a gradual process will make multi-tasking easier than ever before.

Know when a task requires undivided attention: Switching brain channels (focus) repeatedly actually reduces your memory recall. Think of your brain like a computer. If you are working within multiple programs and have numerous windows open on your screen so you can quickly jump from program to program, you may find that your computer has a higher tendency of locking up. That is, when you have fifteen windows open at once on your computer, and you attempt to pull up your word processing document, it’s not uncommon for your computer to run slow or to totally freeze up, often causing you to lose all the data since your last “save.”

The same thing happens in your brain. When you’re performing multiple tasks that require your undivided attention, your brain gets overloaded, as it can only process information from one channel at a time. Therefore, do not multi-task if the assignment requires your full attention. Once that urgent or detailed task is complete, then you can go back to doing the other tasks you normally do. This step will save you lots of rework, as you’re more prone to make mistakes when your brain is overloaded.

Use a tool to help you multi-task: To refrain from taxing your brain, write down items you can refer to quickly. For example, if you have a list of items you need to refer to often (such as pricing or shipping information or keyboard shortcuts) put the list next to your phone or computer for quick recall. Not only will others think you are brilliant because of your amazing ability to rattle off information, but you won’t have to waste brain energy on such mundane information. You can then use your brainpower for true multi-tasking purposes.

Allow your mind to re-boot: Shift multi-tasking to single tasking throughout the day to allow your mind to re-boot. The human brain uses more energy than any other part of the body. As such, it needs constant replenishment. Rest is one of the key components to increasing personal energy and productivity. So every two to three hours, stop multi-tasking and allow yourself to do just one thing for fifteen to twenty minutes. At the end of this rest period, you’ll feel refreshed, alert, and ready to tackle more tasks—and you’ll do so with fewer mistakes than if you plowed through your tasks without this re-boot period.

Take a brain break: Most employers offer their full-time staff a lunch break and two fifteen minute breaks throughout the day. Do you take yours? Most people do not, and as such, they’re not giving their mind a true break from the stresses of the day. Use this break time to walk around the building, sit outside, or just close your eyes and meditate. Do whatever you like during these fifteen minutes to clear your head and give your brain a rest. If you really can’t afford a fifteen-minute break in your day, then turn off your mind as you walk to the water cooler or restroom. Give your mind some kind of total break from the workday tasks. To function at peak levels on a consistent basis, regular breaks are essential.

Do More with Less Stress: Multi-tasking is a part of our business world. If you truly want to succeed, then you need to learn how to multi-task so it doesn’t overwhelm you and cause unnecessary stress. By simply slowing down and working up to the performance level you desire, you can multi-task effectively and increase productivity. Simply put, learning how to maintain your highest level of mental functioning is your key to multi-tasking success.

To quickly summarize what was mentioned above here are 7 simple steps to increasing your productivity when multitasking is required:

1. Ensure the spam guard in your email is turned on so that your spam mails are filtered out. Avoid wasting time by being bogged down by spam mails.

2. Seek to delegate where possible and cooperate with your colleagues by redistributing the specialized tasks amongst each other.

3. Have a really clear idea of what truly demands priority and what can be done later.

4. Keep the end vision in mind. Avoid the trap of being busy for the sake of being busy. Instead work on being busy for the results.

5. Make a list of tasks; insist on a reasonable duration with specific time to accomplish them. This will help sort out all the jumbled-up thoughts and prevent being overwhelmed by the things to do.

6. Keep an organizer to help you schedule your time. This will also allow you to manage with a bigger picture in mind.

7. Understand thoroughly the flow of a standard operating procedure or system. This will speed up the regular tasks that you have to do because you already know what to do. If you don’t have a procedure - Create one now.

Here is a video to help you more on the topic of multitasking:

Call Center Life: Managing Difficult Employees

"When managing difficult people, if it isn't written down, it's as if it didn't happen." Colleen Kettenhofen

Many managers and supervisors are promoted to management positions based on their hard skills. Yet few of them have had training in the area of managing people. Especially managing difficult people. In conducting seminars on managing people, one challenge I hear managers and supervisors face is how to manage a difficult employee. You can't control them, but you can control their environment in the hopes of coaching the employee to better performance.

Here are 10 Management Tips for Managing Difficult People:

1. Document, document, document. As far as the courts are concerned, if it isn't written down it's as if it didn't happen. Even if you have a prospective employee sign a form saying they know they can be terminated at any time, without cause, and without warning or reason. You never want to terminate without proper documentation. Terminating an employee without cause, reason, or prior warning, can make it easier for the difficult person to win a wrongful termination lawsuit.

2. Document training and coaching when managing difficult people. Any type of training you provide for your difficult employee is considered coaching. In managing difficult people, many managers assume the documentation is to build a case for termination. It is not! It's really to show everything you did to try and salvage the difficult employee. This includes any and all training. Whether you trained the employee, someone else trained them, or you sent them to a seminar to be coached to better performance.

3. Avoid the word "attitude." In managing difficult people, why would you want to avoid saying something like, "Pat, I don't like your attitude?" Because it's too subjective. It's not specific enough.

4. Focus instead on specific behaviors or the quality of their work. For example, what should you do if every time you delegate a special project to the difficult person, they fold their arms, exhale loudly, roll their eyes, and sarcastically mutter under their breath, "Okay, whatever?!" You would want to say in a low controlled tone something like, "Pat, every time I delegate a special project to you, the arms are folded, you're rolling your eyes, muttering under your breath, 'Okay, whatever.' What seems to be the cause of this?" Notice I listed specific behaviors. So focus on facts.

5. Be objective, not subjective. As mentioned, when managing difficult people, be objective by mentioning specific behaviors, or specific declines in their work. For example, when documenting the employee's "attitude," you might document the following: "Every time I delegated a special project to Pat so-and-so, he/she would fold their arms, exhale loudly, roll their eyes, and mutter under their breath, "Okay, whatever!" Now, if this were read by a jury, or your Human Resources department, they would have a clear picture of this person's attitude.

"When managing difficult people, it's imperative that you make their goals and objectives measurable, specific, quantifiable, and in writing for accountability."

6. Provide specific examples of the behavior or quality of work you want. Put it in writing for accountability. When managing difficult people, it's imperative that as their manager or supervisor, you're making their goals and objectives clear. For example, if they're doing clerical work, they are to, "Correct and proofread all required reports for the quality control department." Or if they're in customer service, and example of a measurable, quantifiable, specific goal would be that they are to, "Respond to all customer complaints within 48 hours of receiving them." If they're in manufacturing, they are to, "Produce 35% more wingbats by December 15 of this year." You get the idea.

7. Be aware of how you present yourself. When managing difficult people, remember, you are their role model. Be aware of your eye contact. Typically look at the person for two to five seconds. You don't want to stare at them bug eyed! But you also don't want to avoid looking at them because you'll come across as too passive, too wishy-washy. They'll sense you're fearful of confrontation.

Having lots of eye contact can be difficult for some people because in some cultures, children are brought up that it's disrespectful to have eye contact with their elders. It can be difficult to unlearn these habits. Also, watch your tone of voice. Use a low controlled tone. Be aware of your body language, too. Study after study shows that fully 93% of what people notice and believe about you in face-to-face communication is based on your tone and body language.

8. Be very clear and concise in spelling out the consequences of what could happen if they don't improve. For example, if this is a verbal warning, you might say to the employee, "You know our policy here, and right now this is a verbal warning. As it says in our handbook, if there isn't sustainable and maintained improvement including and beyond the next thirty days, it could result in further disciplinary action. Or, it could even result in termination." In managing difficult people, one of the golden rules is you don't want the employee to ever be able to say that they "weren't warned." Or, "I didn't know. You didn't tell me that."

9. Get at the root cause of what is causing the employee to be difficult in the first place. For example, do they simply not like their job? Would they rather be in a different department? Are there personal issues going on with the difficult person that you need to know about? While it's not your business to know what they do outside of work, it is your business if it's something that's affecting their work performance.

You can simply say to the difficult person, "Is everything okay? Is there anything going on that I need to know about? Because this drop in performance just doesn't seem like you. As your manager/supervisor I want to see you succeed. And I've noticed a real decline in the quality of your work, for example...." Then, give very specific examples. Remember, be objective not subjective. Focus on facts. Attack the problem not the difficult person. Attack the behavior not the person.

In managing difficult people, a lot of this is common-sense. Yet, as mentioned earlier, most managers, supervisors and team leaders are promoted to leadership positions based on the fact that they were doing a great job. But that doesn't mean they know how to instinctively manage difficult people.

10. In managing difficult people, have follow up performance-related meetings with the difficult employee. First, it's what the courts want to see. Second, it does the employee a great disservice if they make a big turn-around and you don't acknowledge it. Have a date and a time in writing for when you and the difficult person are going to meet again. And do meet! According to research one of the main reasons employee improvement plans fail is lack of follow-up on the part of the manager.

"When managing difficult people, most of us know what to do. We just don't always 'do' with what we know." Colleen Kettenhofen

---

Colleen Kettenhofen is an Arizona motivational speaker,author and workplace expert. She is co-author of The Masters of Success, featured on NBC's Today Show. For free video clips, articles, e-newsletter visit http://www.ColleenSpeaks.com Colleen is available for keynotes, breakout sessions and seminars. (800)323-0683. colleen@colleenspeaks.com http://www.ColleenSpeaks.com

Here is a video presentation that will also help you out in learning how to manage difficult employees:

Call Center Life: Call Center Agent Typical Requirement and Interview Guide

Call Center knowledge requirements will vary depending on the company, product and scope of the job. However typical knowledge requirements for a call center position include:


* Typing/keyboard (usually over 30 wpm)
* basic computer and technological knowledge
* knowledge of relevant software applications
* numeric, oral and written language applications
* administrative procedures and information processing
* customer relationship principles and practices


Questions around the knowledge requirements can be answered by reviewing your resume or resume as they refer directly to your qualifications, training and work experience. Prepare for call center interview questions that explore your relevant training and work task experiences relating to the specific knowledge requirements listed.

Examples include:

"What are your computer skills and what software applications have your used?"

"What size was the customer database you dealt with?"

"How many calls did you take/make in an average day?"

"What was the average length of each call?"

The interviewer will focus on questions that look for evidence of call center-related competencies. You will be asked to give specific examples of when you have shown the required competency in your previous jobs.

Reflect on your past experiences, select appropriate examples and plan your response using the following structure:

* Describe the specific situation or task you were involved in
* Detail the action and steps you took in the situation
* Outline the results and outcome of your actions. What happened, what was accomplished, what did you learn?

Scroll through the call center interview questions that explore each core competency. Use the answer guidelines to help you prepare your own excellent answers.
call center interview

Team Work

Call centers all involve some degree of team work so expect call center interview questions that explore your ability to function as part of a team.

"Tell me about one of the toughest groups you have had to work with in order to achieve a task or objective."

"Tell me about a time when you were able to help out a team member."

"Describe a situation when you felt a team member was not contributing enough. What steps did you take?"

Answer Guidelines : Show how you are able to work effectively with other people towards task and goal accomplishment, how you interact with others to establish and build efficient working relationships that contribute to team and organizational success. Indicate your value, respect and encouragement of colleagues, your enjoyment of working as part of a team and how you put the team first.

Customer Service

Key to success in a call center position are your customer service skills and orientation.

"Describe a situation when you had to deal with demands from an unreasonable customer."

"Tell me about a time when you went the extra mile for a customer."

"Describe a situation when you had to calm down a very angry customer."

Answer Guidelines : Show how you proactively develop the relationship with the customer, make the extra effort to listen and understand the customer and give high priority to meting the customer's needs. Describe your ability to handle negative customers in the call center without being intimidated or getting upset.

How to answer other common customer service interview questions such as:
"What does excellent customer service mean to you?"

Problem-solving and Judgment

An essential competency for dealing successfully with customers in the call center.

"Describe a tough problem you recently had to sort out for a customer."

"Give me an example of a decision you had to make quickly while dealing with a customer recently."

"What steps did you take when you found out that a problem was a result of inefficient service by your company or colleagues?"
call center interview Answer Guidelines : Discuss your ability to take an appropriate course of action after considering all the relevant facts. How you are willing to analyze and resolve issues promptly, use your troubleshooting skills and follow a logical path to a positive outcome.

Learning Skills

Call center positions often require the successful candidate to undergo both product and technical training. In the call center interview you will be asked questions that explore your ability to learn and apply new information quickly and willingly.

"Tell me about a time you were able to learn something complex in a short time period."
"Describe the last time that you volunteered to gain new knowledge at work or in your own time, without being asked to."

"How have you gone about getting answers to questions you have about your work?"

Answer Guidelines : Detail how you are able to learn and apply new job-related information in a timely manner. Describe your activities towards self-development and ongoing learning.

Stress tolerance

A call center is usually a very pressurized environment to work in, your ability to deal with stress is core to your success.

"Describe a situation when a customer really upset you but you had to remain composed."

"Tell me about a stressful interaction you had with a team member, how did you handle it?"

"How have you handled conflicting demands in the past?"

Answer Guidelines : Describe your ability to maintain work performance under pressure or provocation. Detail how you reduce your stress levels and what coping techniques you have developed. Give examples of how you have dealt appropriately with demanding tasks, customers and colleagues.


Persuasiveness

call center interview

A call center interview will explore the candidate's ability to persuade and influence customers.

"Describe a situation when you had to change your approach because your first attempts to persuade a customer failed."

"Tell me about your approach when calling a brand new prospect."

"How have you managed to overcome a customer's objections in a recent call?"

Answer guidelines: Show how you are able to select the right approach according to the situation, determine customer needs and convince them of the benefits of your product or service. Describe how you overcome objectives to gain commitment from customers. Highlight your successes.

Your competency in communicating effectively and your listening skills will be assessed as you interact with the interviewer. Make sure you speak clearly and concisely, choosing your words with care and using correct grammar. Listen carefully to questions during the call center interview and ask for further clarification if you do not properly understand a question. For comprehensive advice on how to communicate effectively in the job interview go to the expert interview communication strategies.

During the call center interview expect questions that explore your motivation to work in the call center and your commitment to staying in the position, such as:

"What do you enjoy about working in a call center?"

"Why have you chosen a career in this industry?"

View the call center job description which details both the inbound and outbound call center function.

For a comprehensive guide to answering competency based or behavioral questions go to the Behavioral Interview and review the sample questions and answers.This will help you in preparing for call center interview questions.

Whatever position you are applying for, interviewers use some general interview questions to assess the candidate. Review these common job interview questions and answers with sample answers to help prepare for your call center interview.

Here is a video presentation as to why many have opted to try to get into the call center industry:

Call Center Life: 50 General Interview Questions

Many have sent me emails on how to answer certain interview questions and I have finally compiled them to the top 50 most commonly asked questions and the expectations that the Interviewers may have with regards to each one. Please feel free to leave comments on your own points of view and experiences with these questions. I would also like to hear and see if you have or want to add to the list of questions listed here and give feedback as to what you think would be the most appropriate way to answer it.

1. Tell me about yourself
The most often asked question in interviews. You need to have a short statement prepared in your mind. Be careful that it does not sound rehearsed. Limit it to work-related items unless instructed otherwise. Talk about things you have done and jobs you have held that relate to the position you are interviewing for. Start with the item farthest back and work up to the present.

2. Why did you leave your last job?
Stay positive regardless of the circumstances. Never refer to a major problem with management and never speak ill of supervisors, co-workers or the organization. If you do, you will be the one looking bad. Keep smiling and talk about leaving for a positive reason such as an opportunity, a chance to do something special or other forward-looking reasons.

3. What experience do you have in this field?
Speak about specifics that relate to the position you are applying for. If you do not have specific experience, get as close as you can.

4. Do you consider yourself successful?
You should always answer yes and briefly explain why. A good explanation is that you have set goals, and you have met some and are on track to achieve the others.

5. What do co-workers say about you?
Be prepared with a quote or two from co-workers. Either a specific statement or a paraphrase will work.

6. What do you know about this organization?
This question is one reason to do some research on the organization before the interview. Find out where they have been and where they are going. What are the current issues and who are the major players?

7. What have you done to improve your knowledge in the last year?
Try to include improvement activities that relate to the job. A wide variety of activities can be mentioned as positive self-improvement. Have some good ones handy to mention.

8. Are you applying for other jobs?
Be honest but do not spend a lot of time in this area. Keep the focus on this job and what you can do for this organization. Anything else is a distraction.

9. Why do you want to work for this organization?
This may take some thought and certainly, should be based on the research you have done on the organization. Sincerity is extremely important here and will easily be sensed. Relate it to your long-term career goals.

10. Do you know anyone who works for us?
Be aware of the policy on relatives working for the organization. This can affect your answer even though they asked about friends not relatives. Be careful to mention a friend only if they are well thought of.

11. What kind of salary do you need?
A loaded question. A nasty little game that you will probably lose if you answer first. So, do not answer it. Instead, say something like, That's a tough question. Can you tell me the range for this position? In most cases, the interviewer, taken off guard, will tell you. If not, say that it can depend on the details of the job. Then give a wide range.

12. Are you a team player?
You are, of course, a team player. Be sure to have examples ready. Specifics that show you often perform for the good of the team rather than for yourself are good evidence of your team attitude. Do not brag, just say it in a matter-of-fact tone. This is a key point.

13. How long would you expect to work for us if hired?
Specifics here are not good. Something like this should work: I'd like it to be a long time. Or As long as we both feel I'm doing a good job.

14. Have you ever had to fire anyone? How did you feel about that?
This is serious. Do not make light of it or in any way seem like you like to fire people. At the same time, you will do it when it is the right thing to do. When it comes to the organization versus the individual who has created a harmful situation, you will protect the organization. Remember firing is not the same as layoff or reduction in force.

15. What is your philosophy towards work?
The interviewer is not looking for a long or flowery dissertation here. Do you have strong feelings that the job gets done? Yes. That's the type of answer that works best here. Short and positive, showing a benefit to the organization.

16. If you had enough money to retire right now, would you?
Answer yes if you would. But since you need to work, this is the type of work you prefer. Do not say yes if you do not mean it.

17. Have you ever been asked to leave a position?
If you have not, say no. If you have, be honest, brief and avoid saying negative things about the people or organization involved.

18. Explain how you would be an asset to this organization
You should be anxious for this question. It gives you a chance to highlight your best points as they relate to the position being discussed. Give a little advance thought to this relationship.

19. Why should we hire you?
Point out how your assets meet what the organization needs. Do not mention any other candidates to make a comparison.

20. Tell me about a suggestion you have made
Have a good one ready. Be sure and use a suggestion that was accepted and was then considered successful. One related to the type of work applied for is a real plus.

21. What irritates you about co-workers?
This is a trap question. Think real hard but fail to come up with anything that irritates you. A short statement that you seem to get along with folks is great.

22. What is your greatest strength?
Numerous answers are good, just stay positive. A few good examples: Your ability to prioritize, Your problem-solving skills, Your ability to work under pressure, Your ability to focus on projects, Your professional expertise, Your leadership skills, Your positive attitude .

23. Tell me about your dream job.
Stay away from a specific job. You cannot win. If you say the job you are contending for is it, you strain credibility. If you say another job is it, you plant the suspicion that you will be dissatisfied with this position if hired. The best is to stay genetic and say something like: A job where I love the work, like the people, can contribute and can't wait to get to work.

24. Why do you think you would do well at this job?
Give several reasons and include skills, experience and interest.

25. What are you looking for in a job?
See answer # 23

26. What kind of person would you refuse to work with?
Do not be trivial. It would take disloyalty to the organization, violence or lawbreaking to get you to object. Minor objections will label you as a whiner.

27. What is more important to you: the money or the work?
Money is always important, but the work is the most important. There is no better answer.

28. What would your previous supervisor say your strongest point is?
There are numerous good possibilities: Loyalty, Energy, Positive attitude, Leadership, Team player, Expertise, Initiative, Patience, Hard work, Creativity, Problem solver

29. Tell me about a problem you had with a supervisor
Biggest trap of all. This is a test to see if you will speak ill of your boss. If you fall for it and tell about a problem with a former boss, you may well below the interview right there. Stay positive and develop a poor memory about any trouble with a supervisor.

30. What has disappointed you about a job?
Don't get trivial or negative. Safe areas are few but can include: Not enough of a challenge. You were laid off in a reduction Company did not win a contract, which would have given you more responsibility.

31. Tell me about your ability to work under pressure.
You may say that you thrive under certain types of pressure. Give an example that relates to the type of position applied for.

32. Do your skills match this job or another job more closely?
Probably this one. Do not give fuel to the suspicion that you may want another job more than this one.

33. What motivates you to do your best on the job?
This is a personal trait that only you can say, but good examples are: Challenge, Achievement, Recognition

34. Are you willing to work overtime? Nights? Weekends?
This is up to you. Be totally honest.

35. How would you know you were successful on this job?
Several ways are good measures: You set high standards for yourself and meet them. Your outcomes are a success.Your boss tell you that you are successful

36. Would you be willing to relocate if required?
You should be clear on this with your family prior to the interview if you think there is a chance it may come up. Do not say yes just to get the job if the real answer is no. This can create a lot of problems later on in your career. Be honest at this point and save yourself future grief.

37. Are you willing to put the interests of the organization ahead of your own?
This is a straight loyalty and dedication question. Do not worry about the deep ethical and philosophical implications. Just say yes.

38. Describe your management style.
Try to avoid labels. Some of the more common labels, like progressive, salesman or consensus, can have several meanings or descriptions depending on which management expert you listen to. The situational style is safe, because it says you will manage according to the situation, instead of one size fits all.

39. What have you learned from mistakes on the job?
Here you have to come up with something or you strain credibility. Make it small, well intentioned mistake with a positive lesson learned. An example would be working too far ahead of colleagues on a project and thus throwing coordination off.

40. Do you have any blind spots?
Trick question. If you know about blind spots, they are no longer blind spots. Do not reveal any personal areas of concern here. Let them do their own discovery on your bad points. Do not hand it to them.

41. If you were hiring a person for this job, what would you look for?
Be careful to mention traits that are needed and that you have.

42. Do you think you are overqualified for this position?
Regardless of your qualifications, state that you are very well qualified for the position.

43. How do you propose to compensate for your lack of experience?
First, if you have experience that the interviewer does not know about, bring that up: Then, point out (if true) that you are a hard working quick learner.

44. What qualities do you look for in a boss?
Be generic and positive. Safe qualities are knowledgeable, a sense of humor, fair, loyal to subordinates and holder of high standards. All bosses think they have these traits.

45. Tell me about a time when you helped resolve a dispute between others.
Pick a specific incident. Concentrate on your problem solving technique and not the dispute you settled.

46. What position do you prefer on a team working on a project?
Be honest. If you are comfortable in different roles, point that out.

47. Describe your work ethic.
Emphasize benefits to the organization. Things like, determination to get the job done and work hard but enjoy your work are good.

48. What has been your biggest professional disappointment?
Be sure that you refer to something that was beyond your control. Show acceptance and no negative feelings.

49. Tell me about the most fun you have had on the job.
Talk about having fun by accomplishing something for the organization.

50. Do you have any questions for me?
Always have some questions prepared. Questions prepared where you will be an asset to the organization are good. How soon will I be able to be productive? and What type of projects will I be able to assist on? are examples.