I have a lot of questions about call centers but the most common question I have received is the question about what is a call center. To help those out with this same question I did a little research to try to get the best answer and this is what I got:
A call centre or call center[1] is a centralised office used for the purpose of receiving and transmitting a large volume of requests by telephone. A call centre is operated by a company to administer incoming product support or information inquiries from consumers. Outgoing calls for telemarketing, clientele, product services, and debt collection are also made. In addition to a call centre, collective handling of letters, faxes, live chat, and e-mails at one location is known as a contact centre.
A call centre is often operated through an extensive open workspace for call centre agents, with work stations that include a computer for each agent, a telephone set/headset connected to a telecom switch, and one or more supervisor stations. It can be independently operated or networked with additional centres, often linked to a corporate computer network, including mainframes, microcomputers and LANs. Increasingly, the voice and data pathways into the centre are linked through a set of new technologies called computer telephony integration (CTI).
Most major businesses use call centres to interact with their customers. Examples include utility companies, mail order catalogue retailers, and customer support for computer hardware and software. Some businesses even service internal functions through call centres. Examples of this include help desks, retail financial support, and sales support.
A contact centre, also known as customer interaction center is a central point of any organization from which all customer contacts are managed. Through contact centers, valuable information about company are routed to appropriate people, contacts to be tracked and data to be gathered. It is generally a part of company’s customer relationship management (CRM). Today, customers contact companies by calling, emailing, chatting online, visiting websites, faxing and even instant massaging and vise versa.
Here is a cool and fun video clip that shows what one would expect in a call center:
Pesto is one of my favorite ingredients and so for today I would to share with you one of my favorite recipes including how to make your own home made pesto.
Grilled Pesto Chicken Boneless, Skinless Chicken Breasts Basil Pesto (make fresh - see recipe below) Salt and pepper
Rub the chicken with pesto and sprinkle with salt and pepper. If you have time, let it marinate in the fridge for 2-12 hours. Grill on a hot grill until cooked through.
Serve chicken sliced over the pasta of your choice tossed with pesto or with a fresh, green salad. For the salad pictured above toss spring greens, feta cheese, red onion and kalamata olives with olive oil and red wine vinegar. Sprinkle with salt and pepper.
As a substitute for chicken you can also use Boneless Tuna Belly
Basic Basil Pesto 3 garlic cloves 1/2 cup toasted pine nuts 1/2 cup Parmesan cheese, grated 1 teaspoon salt 1/2 teaspoon black pepper 3 cups loosley packed fresh basil 2/3 cup good quality olive oil
With food processor running, drop in garlic and finely chop. Stop motor and add nuts, cheese, salt, pepper, and basil, then process until finely chopped. With motor running, add oil slowly, blending until incorporated. Store in a tight container in the fridge for up to a week. Or, put pesto in an ice cube tray and freeze. Store pesto cubes in a frozen bag and use on pasta, chicken and salads throughout the year!
Here is a video of another version of this recipe:
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:
"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 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:
I was browsing through the net surveying what would be the best place to live and found that Zurich is on the top of everyone' s list.
Zürich or Zurich is the largest city in Switzerland and the capital of the canton of Zürich. The city is Switzerland's main commercial and cultural centre and sometimes called the Cultural Capital of Switzerland, the political capital of Switzerland being Berne. Zürich can be counted as one of the world's pre-eminent global cities. According to several surveys from 2006 to 2009, Zürich was named the city with the best quality of life in the world as well as the wealthiest city in Europe. The Zürich metropolitan area has a population of about 1.68 million people.
The city is situated where the river Limmat issues from the north-western end of Lake Zurich, about 30 km north of the Alps. Zürich is surrounded by wooded hills including the Gubrist, the Hönggerberg, the Käferberg, the Zürichberg, the Adlisberg and the Oettlisberg on the eastern shore; and the Uetliberg on the western shore. The river Sihl meets with the Limmat at the end of Platzspitz, which borders the Swiss National Museum. The geographic and historic center of the city is the Lindenhof, a small natural hill on the west bank of the Limmat, about 700 meters north of where the river issues from Lake Zürich. Today the incorporated city stretches somewhat beyond the natural hydrographic confines of the hills and includes some neighborhoods to the northeast in the Glatt Valley and to the north in the Limmat Valley.
The previous boundaries of the city of Zürich (before 1893) were more or less synonymous with the location of the old town. Two large expansions of the city limits occurred in 1893 and in 1934 when the city of Zürich merged with many surrounding municipalities, that had been growing increasingly together since the 19th century. Today, the city is divided into twelve districts (known as Kreis in German), numbered 1 to 12, each one of which may contain anywhere between 1 and 4 neighborhoods:
* District 1, known as Altstadt, contains the old town, both to the east and west of the start of the Limmat river. * District 2 lies along the west side of Lake Zurich, and contains the neighborhoods of Enge, Wollishofen and Leimbach. * District 3, known as Wiedikon is between the Sihl river and the Uetliberg, and contains the neighborhoods of Alt-Wiedikon, Sihlfeld and Friesenberg. * District 4, known as Aussersihl lies between the Sihl and the train tracks leaving Zürich Hauptbahnhof. * District 5, known as Industriequartier, is between the Limmat and the train tracks leaving Zürich Hauptbahnhof, it contains the former industrial area of Zürich which has gone under a large-scale rezoning to create upscale modern housing, retail and commercial real estate. * District 6 is on the edge of the Zürichberg, a hill overlooking the eastern part of the city. District 6 contains the neighborhoods of Oberstrass and Unterstrass. There neighborhoods are home to Zürich's wealthiest and more prominent residents. * District 7 is on the edge of the Adlisberg hill as well as the Zürichberg, on the eastern side of the city. District 7 contains the neighborhoods of Hottingen and Hirslanden. * District 8, known as Riesbach, lies on the eastern side of Lake Zurich. * District 9 is between the Limmat to the north and the Uetliberg to the south. It contains the neighborhoods Altstetten and Albisrieden. * District 10 is to the east of the Limmat and to the south of the Hönggerberg and Käferberg hills. District 10 contains the neighborhoods of Höngg and Wipkingen. * District 11 is in the area north of the Hönggerberg and Käferberg and between the Glatt valley and the Katzensee (Cat's Lake). It contains the neighborhoods of Affoltern, Oerlikon and Seebach. * District 12, known as Schwamendingen, is located in the Glattal (Glatt valley) on the northern side of the Zürichberg.
Most of the district boundaries are fairly similar to the original boundaries of the previously existing municipalities before they were incorporated into the city of Zürich.
Zürich has a humid continental climate according to the Köppen climate classification, with four distinct seasons.
Summers are warm with average high temperatures of 21 - 24 °C (70 - 75 °F) and lows of 10 - 12 °C (50 - 54 °F), while winters are cold with average temperatures range from -4 to 5 °C (25 - 41 °F). Spring and autumn are generally cool to mild. Temperatures do sometimes exceed into the 25 °C+ during the summer.
Precipitation is abundant throughout the year, with 42.4 inches (1,102 mm) annually. Summers are wetter than winters. Zürich is a mixed hub for railways, roads, and air traffic. Zürich Hauptbahnhof is the largest and busiest station in Switzerland and is an important railway hub in Europe. It has several other railway stations, including Oerlikon, Stadelhofen, Hardbrücke, Tiefenbrunnen, Enge, Wiedikon and Altstetten. The Cisalpino, InterCityExpress, and even the TGV high-speed trains stop in Zürich.
The A1, A3 and A4 motorways pass close to Zürich. The A1 heads west towards Berne and Geneva and eastwards towards St. Gallen; the A4 leads northwards to Schaffhausen; and the A3 heads northwest towards Basel and southeast along Lake Zurich and Lake Walen towards Sargans.
Zürich International Airport is located less than 10 kilometres northeast of the city in Kloten. There is also an airfield in Dübendorf, although it is only used for military aviation.
Within Zürich and throughout the canton of Zürich, the ZVV network of public transport has traffic density ratings among the highest worldwide. If you add frequency, which in Zürich can be as often as 7 minutes, it does become the densest across all dimensions. Three means of mass-transit exist: the S-Bahn (local trains), trams, and buses (both diesel and electric, also called trolley buses). In addition, the public transport network includes boats on the lake and river, funicular railways and even the Luftseilbahn Adliswil-Felsenegg (LAF), a cable car between Adliswil and Felsenegg. Tickets purchased for a trip are valid on all means of public transportation (train, tram, bus, boat). The Zürichsee-Schifffahrtsgesellschaft (commonly abbreviated to ZSG) operates passenger vessels on the Limmat river and the Lake Zürich, connecting surrounding towns between Zürich and Rapperswil. Demographics
There are officially 358,540 people living in Zürich (as of 2007[update]), making it Switzerland's largest city. Of registered inhabitants, 30.6% (115,379 people) do not hold Swiss citizenship. Of these, German citizens make up the largest group with 22.0%, followed by Italians. The population of the city proper including suburbs totals 1.08 million people. However, the entire metropolitan area has a population of around 1.68 million people.
Languages
The official language used by the government and in most publications is German, while the most commonly spoken dialect in Zürich is Zürich German, which is a local dialect of Swiss German. As of 2000, German is the mother-tongue of 77.7% of the population. Italian follows behind at 4.7% of the population. Other native languages spoken by more than 1% of the population include South Slavic languages (2.2%) — this includes Serbian, Croatian, Macedonian, and Slovenian, Spanish (2.2%), French (2.1%), English (1.8%), Portuguese (1.6%), Albanian (1.5%).[14]
Religion
Since the reformation led by Huldrych Zwingli, Zürich has remained the center and stronghold of protestantism in Switzerland. In the course of the 20th century, this has changed as Catholics now make up the largest religious group in the city, with 33.3%. An increasing number of residents, about 16.8% of the population in 2000, declares themselves as being without religion.
Social
The level of unemployment in Zürich was 2.6% in August 2007. About 4% of the city population, 15,500, live either directly or indirectly on welfare payment from the state (April 2005).
Main sights
Further information: Zürich old town Zunfthaus zum Rüden (2008) Zunfthaus zur Haue (2008) Zunfthaus zur Meisen, Fraumünster square (2008)
Zürich has a number of notable churches including:
* Grossmünster (great minster) (near Lake Zürich, in the old city), where Zwingli was pastor; first built around 820; declared by Charlemagne imperial church * Fraumünster (our lady's minster) first church built before 874; the Romanesque choir dates from 1250-70; Marc Chagall stained glass choir windows; (on the opposite side of the Limmat).
During 2004 the Fraumünster was fully renovated. During this period the installed scaffolding went above the tip of the tower allowing a unique and exceptional 360° panoramic view of Zürich.
* St. Peter (downstream from the Fraumünster, in the old city); with the largest church clock face in the world.
Notable museums include:
* Kunsthaus Zürich, one of the largest collections in Classic Modern Art in the world (Munch, Picasso, Braque, Giacometti, etc.) * Museum of Design Zürich * Swiss National Museum (Landesmuseum), located in the Platzspitz park opposite to the Hauptbahnhof * Haus Konstruktiv, constructive, concrete and conceptual art and design * Uhrenmuseum Beyer, a museum documenting the history of timekeeping and timekeepers, located on Bahnhofstrasse 31
* Lindenhof hill near St. Peter; site of the Roman and medieval castle. * Guild houses (Zunfthaus) along the Limmat river: Meisen, Rüden, Haue, Saffran, Schneidern, Schmiden, Zimmerleuten, and some more. * Old town (Altstadt), District 1, on both sides of the Limmat river * Bahnhofstrasse, Zürich (shopping avenue) starting at main train station * Parade-Platz, Plaza in the middle of Bahnhofstrasse, Zürich, a center of financial activity, with the world-headquarters of several Swiss banks including UBS and Credit Suisse. * Zoological garden * Neu Oerlikon, part of City District Oerlikon: northern quarter of the city - Oerliker Park, MFO Park, Center-11 Building, Price Waterhouse Building, ABB Building, UBS Building, and other modern public spaces. * Lake Zurich, running from Zürich to Rapperswil and linking with the Obersee * Uetliberg, a hill with a great view over the city. Located to the west of the city at an altitude of 813 meters above sea level * Fluntern Cemetery * Cabaret Voltaire, birthplace of Dada * Sihlcity, opened in March 2007 and built on the foundations of the former Sihl Paper Factory. Among other things it includes a shopping center and a movie theater. * Sunrise Tower, built in 2005 are two towers located in the Seebach district. * China Garden Zürich in Seefeld quarter nearby Zürichhorn * Old Botanical Garden Zürich in City quarter
Last year I was diagnosed with a heart condition called RBBB. This was discovered through an ECG after I had been complaining of chest pains and difficulty in breathing. This was something that worried my doctor quite a bit especially since my family has a history of heart disease. To help others that were diagnosed with this condition I have done a little research myself into the matter coupled with what my doctor has described about this particular condition.
Here is what I have discovered about Bundle Branch Block:
Bundle Branch Block
Your heart has a natural "pacemaker" called the sinoatrial (SA) node. The SA node is a specialized group of cells at the top of your heart's upper-right chamber (the right atrium). Anywhere between 60 and 100 times a minute, the SA node sends an electrical impulse throughout your heart to cause it to beat (contract).
When the SA node sends an electrical impulse, that impulse first travels through the heart's upper chambers (the atria). It then passes through a small group of cells called the atrioventricular (AV) node. The AV node checks the impulse and sends it along a track called the bundle of His. The bundle of His divides into a right bundle branch and a left bundle branch, which lead to your heart's lower chambers (the ventricles).
Sometimes the electrical impulse cannot travel throughout the heart because part of the heart's conduction system is "blocked." If an impulse is blocked as it travels through the bundle branches, you are said to have bundle branch block.
What causes bundle branch block?
For the left and right ventricles to contract at the same time, an electrical impulse must travel down the right and left bundle branches at the same speed. If there is a block in one of these branches, the electrical impulse must travel to the ventricle by a different route. When this happens, the rate and rhythm of your heartbeat are not affected, but the impulse is slowed. Your ventricle will still contract, but it will take longer because of the slowed impulse. This slowed impulse causes one ventricle to contract a fraction of a second slower than the other.
The medical terms for bundle branch block are derived from which branch is affected. If the block is located in the right bundle branch, it is called right bundle branch block. If the block is located in the left bundle branch, it is called left bundle branch block.
The block can be caused by coronary artery disease, cardiomyopathy, or valve disease. Right bundle branch block may also occur in a healthy heart.
What are the symptoms of bundle branch block?
If there is nothing else wrong with your heart, you probably will not feel any symptoms of bundle branch block. In fact, some people may have bundle branch block for years and never know they have the condition. In people who do have symptoms, they may faint (syncope) or feel as if they are going to faint (presyncope).
So why should we worry about bundle branch block? Because it can be a warning sign of other, more serious heart conditions. For example, it might mean that a small part of your heart is not getting enough oxygen-rich blood. Also, researchers have found that people who have left bundle branch block may be at greater risk for heart disease than are people who do not have the condition.
How is bundle branch block diagnosed?
Doctors can use an electrocardiogram (EKG or ECG) machine to record the electrical impulses of your heart. Bundle branch block shows up on the EKG tracing. The electrical patterns recorded by the EKG machine can even show your doctor whether the block is located in the right or left bundle branch.
How is bundle branch block treated?
In most cases, bundle branch block does not need treatment. But patients who have bundle branch block along with another heart condition may need treatment. For example, if bundle branch block develops during a heart attack, you may need a pacemaker. After a heart attack, your heart is fragile, and bundle branch block may cause a very slow heart rhythm (bradycardia). A pacemaker will help regulate the heart's rhythm after a heart attack.
For patients with both bundle branch block and dilated cardiomyopathy, a new type of pacing called cardiac resynchronization treatment (CRT) may be used. Normally, pacemakers pace only one of the lower heart chambers (the ventricles) at a time. But CRT re-coordinates the beating of the two ventricles by pacing them at the same time. Recent studies have shown that CRT works for certain patients with both bundle branch block and dilated cardiomyopathy.
Even if you do not have other conditions, you should still see your doctor regularly so that he or she can be sure there are no other changes in your heart.
Here is a video of how one would identify Bundle Branch Block in an ECG reading:
I have a lot of questions about call centers but the most common question I have received is the question about what is a call center. To help those out with this same question I did a little research to try to get the best answer and this is what I got:
