Effective Presentations Skills

Objective

n Skills required for a good presentation.

n Problems faced while presenting.

n Do’s and Don’ts in the presentation.

What is in it for you

n Learn the basics of a good presentation.

n How to mesmerize your audience.

Why Give A Presentation?

Two Main Purposes

1. Inform
2. Educate

Definitions

Presentation

n “ Presentation is the process of showing and explaining the contents of your product to an audience“

Effective

n “…producing a desired result”

Effective Presentations

n Audience Centered

n Fun For Audience

n Fun For You

n Conducted Within Time Frame

Planning Your Presentation

Plan Space

n Number of Seats

n Seating Arrangement

n Audio/Visual Equipment

n Distracters

Build Rapport

n Start Before You Begin

n Mingle; Learn Names

n Correct audience assessment

n Good First Impression

#2: Opening Your Presentation

n Introduce Yourself – Why Should They Listen

n Get Attention, Build More Rapport, Introduce Topic

n Humor

n Short Story

n Make Audience Think

n Invite Participation

n Get Audience Response

Concluding Your Presentation Goal

n Inform audience that you’re about to close

n Summarize main points

n Answer questions

Common Problems

n Verbal fillers

n “Um”, “uh”, “like”

n Any unrelated word or phrase

n Swaying, rocking, and pacing

n Hands in pockets

n Lip smacking

n Failure to be audience-centered

5 Presentation Tips

1. Smile
1. Breathe
2. Water
3. Notes
4. Finish On Or Under Time

Great speakers aren’t born, they are trained.”

Presenting is a Skill…

Developed through experience

and training

Provide team leadership and coaching

Provide team leadership and coaching

• Create an environment oriented to trust, open communication, creative thinking, and cohesive team effort
• Provide the team with a vision of the project objectives
• Motivate and inspire team members
• Lead by setting a good example (role model) - behavior consistent with words
• Coach and help develop team members; help resolve dysfunctional behavior
• Facilitate problem solving and collaboration
• Strive for team consensus and win-win agreements
• Ensure discussions and decisions lead toward closure
• Maintain healthy group dynamics
• Intervene when necessary to aid the group in resolving issues
• Assure that the team members have the necessary education and training to effectively participate on the team
• Encourage creativity, risk-taking, and constant improvement
• Recognize and celebrate team and team member accomplishments and exceptional performance

Focus the team on the tasks at hand or the internal and external customer requirements

• Coordinate with internal and external customers as necessary
• Familiarize the team with the customer needs, specifications, design targets, the development process, design standards, techniques and tools to support task performance
• Assure that the team addresses all relevant issues within the specifications and various standards
• Provide necessary business information
• Serve as meeting manager or chairman
• Initiate sub-groups or sub-teams as appropriate to resolve issues and perform tasks in parallel
• Ensure deliverables are prepared to satisfy the project requirements, cost and schedule
• Help keep the team focused and on track

Coordinate team logistics

• Work with functional managers and the team sponsor to obtain necessary resources to support the team's requirements
• Obtain and coordinate space, furniture, equipment, and communication lines for team members
• Establish meeting times, places and agendas
• Coordinate the review, presentation and release of design layouts, drawings, analysis and other documentation
• Coordinates meetings with the product committee, project manager and functional management to discuss project impediments, needed resources or issues/delays in completing the task

Communicate team status, task accomplishment, and direction

• Provide status reporting of team activities against the program plan or schedule
• Keep the project manager and product committee informed of task accomplishment, issues and status
• Serve as a focal point to communicate and resolve interface and integration issues with other teams
• Escalate issues which cannot be resolved by the team
• Provide guidance to the team based on management direction

©2008 Team Fusion LLC. All rights reserved.

January 2008

Team Roles & Responsibilities Guide

Let‛s start off the year by clarifying terminology around two areas:

1. What positions are necessary on a team (Roles)

2. What tasks those positions need to carry out (Responsibilities)

There are many good teambuilding resources for a leader in today‛s work environment. The

issue arises in navigating through which resource best fits your organization. If you are

looking for simplicity, my guide takes the complexity out of understanding a team structure.

Team Roles

Every team needs to have the following positions covered in order to function effectively:

TEAM SPONSOR – Higher “ranking” employee (usually a Department Manager or Vice

President) who identifies improvement projects, has authority to allot resources to the

team, reviews results, and takes team recommendations further into the organization.

TEAM MEMBER – Anyone who contributes their knowledge, skills, and abilities to the work

of the team. In essence, everyone assigned to a team is considered a team member.

TEAM LEADER – The person who serves as the link between team members and the rest of

the organization by coordinating team activities and maintaining all team documentation.

TEAM COACH – An individual experienced in teambuilding skills, communication, resolving

problems, and analyzing data. This person helps any team member.

That‛s it. Four basic team roles exist: Team Sponsor, Team Member, Team Leader, Team

Coach. Now let‛s focus on exactly what each role is to accomplish within a team framework.

©2008 Team Fusion LLC. All rights reserved.

Team Responsibilities

For ease, the chart below outlines only the major tasks of each team role:

ROLE RESPONSIBILITY

Team Sponsor · Maintains overall authority and accountability

· Selects improvement project and drafts team charter

· Establishes resources

· Selects all team role assignments and evaluates their progress

· Monitors implementation changes for improvement project

Team Member · Participates fully in all meetings to share their knowledge

· Communicates completely by listening without assumptions

· Completes all assigned tasks

Team Leader · Establishes and sustains ways for team members to complete

their tasks

· Uses multiple problem-solving methods; data analysis

· Creates communication channels between team, Sponsor, and

all other organization departments

· Updates Sponsor on project progress

· Has management authority to implement recommended changes

Team Coach · Uses interpersonal communication skills effectively (how to

build a team, giving and receiving feedback, conflict resolution)

· Maintains technical aspects (project management, root cause

methodology, planning)

· Serves as team trainer for both interpersonal and technical

information

When shifting your company into a team-based structure, remember to educate everyone in

the organization on each of the new roles and responsibilities. Consistency is key and is well

worth the time investment.

Until next month…Live like you mean it!

Call Center Workforce Management

Call Center Workforce Management Competency Definition Outlines

Workforce Management

The purpose of this document is to provide definition around the Call Center Management Competencies for the

Workforce Management domain. Call center management professionals pursuing Certification will be required to know

and apply the principles upon which these competencies are established. The left hand column lists the Workforce

Management competencies; the right hand column provides detail and definition of these competencies.

Competency Domain Competency Definition Outline

I. Planning and Strategy

1. Define workforce management

processes and the role of WFM in the

contact center.

· Define workforce management/workforce optimization.

· Describe the implications of overstaffing and understaffing.

· Identify the contact center characteristics that make staffing challenges unique.

· Identify the entities affected by the workforce management process.

2. Define the roles and responsibilities

required to implement an effective

workforce management team

organizational structure and strategy.

· Describe the functions associated with workforce planning.

· Identify job responsibilities of workforce professionals.

· Describe various approaches for organizing workforce teams.

· Identify tasks to be completed outside of the team.

· Develop short-term and long-term personnel budget.

· Develop performance measures for each role on the WFM team.

· Develop ongoing development plans for the department and individuals in it.

· Develop interdepartmental relationships that will position the contact center as a

proactive unit that serves the needs of its internal customers.

3. Identify the tools and technologies that

are applicable to the workforce

management process and when they can

be used to good advantage.

· Identify justification points for automating workforce management processes.

· Evaluate technology options for basic workforce management tasks.

· Evaluate technology options for adjunct workforce management tasks.

· Identify tools to enable simulations and “what if” scenario analysis. ©SWPP 2005 2

· Identify vendors that supply various workforce management/optimization products.

4. Define the data gathering and analysis

that serves as the foundation of the

forecasting process.

· List possible sources of planning data.

· Identify processes for data collection.

· Describe process for data cleansing and adjustment.

· Identify business factors that have an impact on call volume/pattern.

· Describe contact routing options and impact on data collection and forecasting.

· Describe role of self-service technologies and impact on call data.

· Describe the process of data collection for non-call contacts.

· Describe the data sources for outbound call workload.

5. Develop both long-, and short-term

forecasts of workload.

· Define the purpose and process of forecasting.

· Calculate trend rates using historical data.

· Identify seasonal factors for monthly forecasts.

· Describe the impact of special events on the forecast.

· Identify handle time and incorporate into the forecast of workload.

· Calculate daily and half-hourly workload patterns.

· Identify forecasting short-cuts and when to use them.

· Identify the impacts of cycles and campaigns on the workload forecast.

II. Staffing and Scheduling

1. Describe staffing options and the

advantages/disadvantages of each.

· Describe advantages and disadvantages of in-house staffing.

· Describe advantages and disadvantages of remote staff alternatives.

· Describe advantages and disadvantages of outsourcing.

· Identify the WFM requirements in an environment that uses both in-house and

outsourced staffing.

2. Calculate staff requirements.

· Identify the components of staff workload.

· Calculate staff workload.

· Define service in terms of speed of answer/speed of response.

· Outline the steps of calculating staff needs for all media.

· Identify the factors that influence staffing numbers.

· Determine the impact on service when staff are added or reduced.

· Explain the effect of size on contact center efficiencies.

· Define and calculate staff occupancy/productivity.

· Describe the relationship between service and cost.

· Describe the challenges of staffing calculations in skill-based routing environments.

· Identify the impact of long handle times on both data gathering and staffing

calculations.

3. Calculate telephone resources.

· Identify the components of trunk workload.

· Calculate trunk workload.

· Define service goals for blockage and recall.

· Apply appropriate traffic engineering models for trunk requirements.

· Describe the relationship between staffing and trunking resources.

©SWPP 2005 4

4. Create workforce schedules.

· Define elements of workforce shrinkage.

· Use shrinkage to translate “bodies in chairs” requirements into schedule

requirements.

· Identify the elements of shrinkage that apply to long-term planning and those that

apply to short-term planning.

· Identify the different perspectives that must be considered in scheduling call center

staff.

· Identify most likely conflicts in scheduling process.

· Define the basic components of a work schedule.

· Define the options of identifying schedule preferences in manual and automated

configurations.

· Identify the impacts of off-phone time requirements such as research, call-backs

and help desk environments.

· Describe benefits/drawbacks of part-time staffing alternatives.

· Describe benefits/drawbacks of flexible work schedules (i.e., longer days, different

length of day through week, rotations, etc.).

· Describe schedule optimization techniques.

· Describe the complications of skill-based scheduling.

· Identify ways that call center schedules can be assigned to staff (i.e., seniority,

ranking, performance, preferences, bonus points, bidding, etc.).

· Describe the implications of team scheduling and other efforts to match staff to

supervisors’ shifts.

· Identify the implications of the schedule horizon (how long the schedule will be in

force).

· Identify the implications of a union environment on scheduling options.

· Identify the implications of a shared-seat versus dedicated seat configuration on

scheduling options. ©SWPP 2005 5

5. Identify the WMF planning options in

a multi-site contact center operation.

· Define multi-site operations including both those that include outsourcers and all

in-house configurations.

· Identify the technologies and techniques that support multi-site contact routing and

the implications they have on the forecasting and scheduling processes.

· Identify alternatives for division of labor and responsibility within a multi-site

WFM team.

· Identify the advantages/disadvantages of centralizing versus decentralizing the

forecasting, staff calculation, scheduling and daily tracking processes.

· Identify the process of “follow the sun” scheduling.

· Define the elements of fairness in distribution of schedule choices in a multi-site

operation, particularly those spanning several time zones.

· Define the processes for managing shift trades and time off requests within and

across sites. ©SWPP 2005 6

III. Managing Daily Staffing

and Service

1. Identify the elements of Intra-Day

Management.

· Identify the components used to track daily performance.

· Outline the process for intra-day monitoring.

· Develop the processes for identification of schedule exceptions including minimum

length, approval process, submission to WFM team, data entry responsibilities, and

tracking.

· Identify available technologies to assist in intra-day monitoring and how they are

used to manage daily service delivery.

· Identify communications strategies when alterations are required.

· Identify reaction strategies for both overstaffing and understaffing.

· Describe methods of managing and optimizing off-phone time.

· Identify steps to take when service goals are missed.

2. Identify the elements of managing

attendance and adherence.

· Quantify the impact of poor schedule adherence.

· Identify the impact of missing staff on service, occupancy and cost.

· Describe options for setting adherence performance goals and selling to the staff.

· Identify the common reasons for attendance and adherence problems.

· Describe ways to educate staff on the “power of one” in contact center staffing.

· Identify reward and consequence programs that support adherence goals.

· Outline strategies for addressing the most troublesome attendance problems.

· Describe negotiation/communication strategies for effective interacting with

frontline staff and supervisors. ©SWPP 2005 7

3. Identify ongoing workforce

management practices.

· Identify alternatives for managing vacation and time-off accruals and requests.

· Identify processes for managing shift trades among staff in both traditional and

skill-based configurations.

· Describe the option for banking time off versus overtime.

· Identify “what if” scenario options to be considered to support budgeting and other

management decision processes.

· Identify processes to support hiring and training planning in all skills required.

· Identify the process of a “mini-bid” to accommodate a new hire class.

4. Define reporting and communications

processes.

· Develop real-time reporting process to support intra-day management.

· Develop reporting mechanisms for communicating workload trends.

· Develop “dashboard” reporting to communicate key workforce metrics to staff and

management.

· Develop presentations to educate staff and other areas of the enterprise about

workforce management.

formula's

No.	Item Description	Metric	Formulae	Remarks
Program
1	End User Satisfaction (Client)	%age in top 3 boxes	On a 5 point scale, Sum of % in Top 3 boxes for 5 questions on Service Offered	For a 4 point scale rating, Sum of % in Top 3 boxes for 5 questions on Service Offered
2	End User Satisfaction (COPC)	%age in top 2 boxes	On a 5 point scale, Sum of % in Top 2 boxes for the question on Overall Satisfaction	For a 4 point scale rating, Sum of % in Top 2 boxes for the question on Overall Satisfaction
3	End User Dissatisfaction (COPC)	%age in bottom 2 boxes	On a 5 point scale, Sum of % in Bottom 2 boxes for the question on Overall Satisfaction	For a 4 point scale rating, % in Bottom box for the question on Overall Satisfaction
4	Attrition	%age annualized - External	(Staff Attrited during the Month / Staff count at the End of the Month) * 100 * 12	• Staff attrited during the month would include resignations, terminations and absconding staff. • Staff count at the end of the month=(Opening Balance for the month + New recruits - Attrited staff)
5		%age annualized - Internal	(Staff Transferred during the Month / Staff count at the End of the Month) * 100*12	• Staff transferred during the month would include staff who have been transferred from on department to another within the same process or staff who have been promoted within the same process. • Staff count at the end of the month=(Opening Balance for the month + New recruits-transferred staff)
6	Absenteeism	% Staff Absent ( All Unscheduled Leaves)	(Total unscheduled absenteeism for the process for the month / Total scheduled working days)* 100	• Total unscheduled absenteeism = (SLs+UCLs+ULWPs) • Total Scheduled working days = (Total present + Total unscheduled absenteeism)
7	Schedule Adherence	% Adherence	1- [(Total Exceptions + Non Adherent hrs) / (8.5*total staff present during the month)]*100
8	Processing inbound end-user calls	On Time - Service Level	( Number of calls answered within the service level / Total calls offered ) * 100	Calls Offered includes Terminated Calls
9		Abandonment Rate	(Calls Abandoned + Calls Terminated) / Calls Offered	Calls Offered includes Terminated Calls
10		Calls Answered % (Client Definition)	Calls Answered / Calls Offered	Calls Offered includes Terminated Calls
11		On Time - Grade of Service (Client Definition)	( Number of calls answered within the service level / Total calls Answered) * 100
12		Accuracy	(Number of passed transactions / Transactions Monitored)*100
13		Non-Fatal Error Accuracy	[1- ( Non Fatal Errors / ( Transactions Monitored * Opportunities for Non Fatal Errors per Transaction))]*100
14		Critical Error Accuracy	(1- (Critical Error Transactions / Transactions Monitored ))* 100
15		Volume	Calls Answered + Calls Abandoned + Calls Terminated	Calls Offered includes Terminated Calls
16		Efficiency - Occupancy	(AHT * Calls Handled) / (Staffed Time - Aux Time)
17		Efficiency - CSR Utilization	((AHT * Calls Handled) + Idle Time) / Staffed Time
18		Efficiency - AHT	Average Talk Time + Average After Call Work Time	Talk Time in Nortel includes Hold Time.
19		Efficiency - Cost per Transaction	Total Costs / Total number of Calls Answered	Target Calculated as Bugdeted Cost / Forecasted Calls
20	Processing External escalations ( Sent to Client)	Percentage	(No. of L2 Escalations / No. of Calls logged in Siebel) * 100
21		Volume	No. of Calls Escalated	Data sent by Onshore

formula's operation

Punjab Prepaid	Unit	Data Source	Formula
% to forecast	%	Formula	Calls offered/Calls forecasted
SVL% (Split 1,4,11)	%	Formula	(Calls answered in threshold- short calls)/(Calls offered-Calls abandoned <5 secs- short calls)
Abn % (Split 1, 4, 11)	%	Formula	(Calls offered- Calls Answered)/Calls Offered
AHT (Split 1,4,11)-Certified agents	no's	Formula	ATT+AOHT+ACW
AHT (Split 1,4,11)- Under Certification agents	no's	Formula	ATT+AOHT+ACW
Service Level % (Split 1)	%	Formula	(Calls answered in threshold- short calls)/(Calls offered-Calls abandoned <5 secs- short calls)
Service Level % (Split 4)	%	Formula	(Calls answered in threshold- short calls)/(Calls offered-Calls abandoned <5 secs- short calls)
Service Level % (Split 11)	%	Formula	(Calls answered in threshold- short calls)/(Calls offered-Calls abandoned <5 secs- short calls)
Abn % (Split 1)	%	Formula	(Calls offered- Calls Answered)/Calls Offered
Abn % (Split 4)	%	Formula	(Calls offered- Calls Answered)/Calls Offered
Abn % (Split 11)	%	Formula	(Calls offered- Calls Answered)/Calls Offered
Average Staff time-Certified agents	hours	Formula	Total staff timeof certified agents/Certified agents logged-in
Average Net login time(excluding Aux1,2,9)-Certified agents	hours	Formula	Total staff timeof certified agents- Aux1,2,9/Certified agents logged-in
Average Productive time-Certified agents	hours	Formula	Total staff timeof certified agents- Total Aux(Certified)/Certified agents logged-in
Telephone Occupancy%	%	Formula	AHT*Calls Answered/(Aht *Calls answered+Avail time)	AHT*call answered/aht*call ans+availtime
CSAT%-Certified agents	%	Formula	Yes(Yes+No)
CSAT%-Under Certification agents	%	Formula	Yes(Yes+No)
Tagging # - Certified agents	nos.	Formula	Sum of E,C,R for certified agents
Tagging%- Certified agents	%	Formula	Tagging#/ Calls answered
Unique Tagging%- Certified agents	%	Formula	Unique Tagging#/ Calls answered
FLC#- Certified agents	nos.	Formula	Sum of E,C,R for certified agents where it is FLC
FLC%	%	Formula	FLC#/Tagging#)
Incorrect Tagging%- Certified agents	%	Formula
Incomplete Tagging%- Certified agents	%	Formula
Login hour adherence%	%	Formula	Avg Login hour inclisive of approved downtimes/10
Max Calls in queue	nos.	CMS	Not avalable as of now
Max Wt Time	nos.	CMS	Maximum delay
% of intervals not met-Service e=level	%	Formula	No. of intervals not met target/Total no of intervals(48 or 96)
CSAT SMS Sent	No	Formula	Yes+No+Blanks
Response%	%	Formula	(Yes+No)/(Yes +No + Blanks)
FCR %	%	Formula	C& R(Y)/C&R (Y+N)

output and process metrics

Ops Metrics
Results
Transaction Type	KCRP	Metric
I/Bound Voice Cust Service	EU Calls	Service Level
		Abandonment Rate
		Fatal Error Accuracy
		Non Fatal Error Accuracy
		Contact Resolution
		Revenue Generation
		Volume
		Utilization
		Average Handle Time
		Cost per Transaction
	Call Backs	On Time
		Backlog
		Fatal Error Accuracy
		Volume
		Average Handle Time
	Escalations	On Time
		Backlog
		Fatal Error Accuracy
		Volume
		Average Handle Time
O/Bound Voice Contacts	O/B Calls	RPConnect rate
		List Backlog
		Compliance Accuracy
		Fatal Error Accuracy
		Non Fatal Error Accuracy
		Cost per unit
		RPC per hour
		Yield per hour
		Dialer Completion Rate
		Abandonment Rate
		Utilization
Collections	O/B Calls	Amount Collected
		Recovery Rate
		Promise to Pay
		Kept Promises Rate
		RPConnect rate
		List Backlog
		Compliance Accuracy
		Fatal Error Accuracy
		Non Fatal Error Accuracy
		Cost per unit
		RPC per hour
		Yield per hour
		Dialer Completion Rate
		Abandonment Rate
		Utilization
Transaction Processing	Transactions	On Time
		Backlog
		Fatal Error Accuracy
		Non Fatal Error Accuracy
		Volume
		Average Handle Time