Call Centre Establishment Guideline

NSW Department of Commerce
Government Chief Information Office

Call Centre Establishment Guideline
Issue No: 1.0 First Published: Dec 2000 Current Version: May 2002
Table of Contents
1. INTRODUCTION ................................................................................................3
2. STRATEGY AND OBJECTIVES ........................................................................4

2.1 Why do you need a Call Centre? ........................................................................................ 4
2.2 How can a Call Centre enhance an agency's service? ...................................................... 4
2.2.1 ACHIEVING SPECIFIC OUTCOMES ........................................................................5
2.3 Assessing the current situation ........................................................................................... 5
2.3.1 EXISTING CALL VOLUMES ......................................................................................6
2.3.2 COMPLAINT AND CALL TRACKING ........................................................................6
2.3.3 CURRENT RESOURCE ALLOCATION ....................................................................6
2.3.4 THE IMPORTANCE OF UNDERTAKING CUSTOMER RESEARCH .......................7
2.4 Range of alternatives to consider ....................................................................................... 7
2.4.1 HOTLINES..................................................................................................................7
2.4.2 SHARED ARRANGEMENTS .....................................................................................8
2.4.3 OUTSOURCING ........................................................................................................9
2.4.4 WHEN WOULD AN AGENCY USE AN OUTSOURCED BUREAU? ........................9
2.4.5 CONTRACT MANAGEMENT...................................................................................11
2.5 Overall implementation and management issues............................................................. 12
2.5.1 MANAGING LATENT DEMAND ..............................................................................12
3. PLANNING AND DEVELOPMENT ..................................................................14
3.1 Role of the Call Centre...................................................................................................... 14
3.1.1 VISION STATEMENT FOR THE CALL CENTRE....................................................15
3.2 Outsourcing vs Insourcing ................................................................................................ 15
3.3 Call-handling strategies ......................................................................................................... 15
3.3.1 CALL OBJECTIVES .................................................................................................15
3.3.2 INBOUND AND OUTBOUND...................................................................................16
3.3.3 ACCESS CONSIDERATIONS .................................................................................16
3.4 Service Level Objectives................................................................................................... 16
3.5 Centralisation vs Decentralisation..................................................................................... 17
3.6 Size considerations ........................................................................................................... 17
3.7 Location (site) considerations ........................................................................................... 18
3.8 Financial considerations ................................................................................................... 20
3.8.1 ESTABLISHMENT COSTS ......................................................................................20
3.8.2 OPERATING EXPENSES........................................................................................21
3.9 Review of current procedures ........................................................................................... 22
3.10 Key implementation stages .......................................................................................... 22
4. MAJOR ESTABLISHMENT FACTORS ...........................................................24
4.1 Telecommunications ......................................................................................................... 25
4.2 Information systems requirements.................................................................................... 28
4.2.1 HARDWARE ............................................................................................................28
4.2.2 SOFTWARE .............................................................................................................28
4.3 Other technology............................................................................................................... 29
4.4 Assessing new technology................................................................................................ 30
4.5 Backup sites and redundancy........................................................................................... 30
4.6 Facility planning ................................................................................................................ 31
4.6.1 CALL CENTRE LAYOUT .........................................................................................32
Call Centre Establishment Guideline Page 1 of 44

4.6.2 WORKSTATIONS ....................................................................................................33
4.6.3 ENVIRONMENTAL ISSUES ....................................................................................33
4.6.4 OFFICE EQUIPMENT..............................................................................................34
4.6.5 SECURITY ...............................................................................................................34
4.7 Staffing.......................................................................................................................... 34
4.7.1 CALCULATING STAFF NUMBERS.........................................................................35
4.7.2 HOURS OF OPERATION ........................................................................................36
4.7.3 ROSTERING ............................................................................................................36
4.7.4 STAFFING MIX ........................................................................................................36
4.8 Organisational structure.................................................................................................... 37
4.9 Recruitment and selection ................................................................................................ 38
4.9.1 OTHER EMPLOYMENT CONSIDERATIONS .........................................................40
4.9.2 POSITION DESCRIPTIONS ....................................................................................40
4.9.3 INITIAL TRAINING AND INDUCTION PROGRAM..................................................41
4.9.4 TRAINING PROGRAMS ..........................................................................................41
4.9.5 TRAINING STRATEGIES ........................................................................................41
4.10 Marketing and communication strategies ..................................................................... 41
APPENDIX 5 ABBREVIATIONS FOR COMMON CALL CENTRE TERMS ................43

1. Introduction
The rapid growth of the teleservices industry within Australia has largely been driven by
the need for organisations to adopt more cost-effective strategies for delivering
services. Call Centres, or more accurately Customer Contact Centres, now play an
important role in the delivery of Government services.
These guidelines outline the key criteria that a Government agency should use when
considering the value of Call Centres as part of their service strategy. They also provide
advice on the major aspects of establishing an internal Call Centre, in line with industry
best practices.
There are three main sections to this publication. Section 2 discusses the strategic
decisions to be made on whether a Call Centre should be established, the objectives to be
achieved and the range of alternatives that should be considered. It also covers some
typical implementation and management issues experienced by Government agencies.
Section 3 focuses on the major planning and development decisions that must be made
by government agencies when choosing a Call Centre as part of their service delivery. It
outlines the role of the Call Centre, call-handling strategies, service level objectives and
financial and site considerations. It also provides a time-frame that covers the key stages
in the establishment process.
Critical factors that need to be considered when setting up an internal Call Centre are the
focus of the fourth and final section of the guidelines. This covers practical matters that
are vital to the successful establishment of a best practice Call Centre, such as
telecommunication and information systems requirements, office facilities and design.
Resource issues such as staffing, structure, recruiting, initial training and the development
of integrated marketing and communication strategies are also covered.
These Establishment Guidelines are complemented by Operational Guidelines for

Government Call Centres, the second publication in this series. The Operational
Guidelines focus on managing a best practice Call Centre.

2. Strategy and Objectives
When an agency is considering the establishment of a Call Centre as part of its overall
service strategy, some fundamental decisions must be made before the process begins. It
is important that the agency's current service strategy is assessed and the range of
possible alternatives considered. This section concludes with a brief overview of some
typical implementation and management issues that may occur when establishing a Call
Centre.
2.1 Why do you need a Call Centre?
There are many reasons to consider establishing a Call Centre. Often a number of
critical events provide the catalyst for re-evaluating existing service strategies.
Some examples include:

• An increasing number of customer complaints, perhaps escalating to
ministerial complaints, are received;
• Adverse publicity regarding the level of customer service;
• A departmental focus on reducing costs while increasing service levels;
• Increasing customer contact and call volumes throughout the agency, with a
growing number of agency staff required to take telephone calls;
• The development of agency initiatives, such as specific hotlines and
community campaigns, leading to expected and unexpected increases in call
volumes;
• Unpredictable crisis or emergency situations, such as contamination of
drinking water, oil spills and hailstorms;
• Agency business with a large number of customer interactions;
• Higher level agency staff providing basic customer information;
• Recognition that the role of the agency’s switchboard is more than simply
connecting customers to various sections in the department and that existing
facilities are not up to standard.
Agency-wide reviews may also conclude that the delivery of customer service
needs to be improved. The process of identifying areas in need of improvement
invariably focuses on how an agency can provide more efficient and cost-effective
service. Adopting a Call Centre as part of the agency’s future service strategy is
one alternative that should be considered.
2.2 How can a Call Centre enhance an agency's service?
A Call Centre can provide a number of important benefits. First, an increased focus
on customer service is likely to lead to more efficient methods in handling significant
levels of customer interactions. This, in turn, leads to a reduction in transaction
costs where the majority of simple customer interactions are handled by dedicated,
well-trained, frontline staff. The more senior and experienced staff can then be
assigned to more complex tasks.
Achieving further internal efficiencies may also allow the agency to initiate contacts
with clients and can streamline the handling of incoming calls to a central area,
rather than being spread across various sections throughout the agency.
By replacing over-the-counter transactions with telephone contacts, agency and

customer costs can be reduced. As long as telephone contacts are handled
efficiently, customers who do not have time for, or access to, face-to-face
transactions will view the change favourably.
A variety of customer contact channels may also be utilised, ranging from facsimile
to technology-based services, such as Interactive Voice Response (IVR) units and
Web-based services via the Internet.
2.2.1 ACHIEVING SPECIFIC OUTCOMES

When considering the need for a Call Centre, an agency should begin by
looking at the specific outcomes that are required. Existing New South Wales
(NSW) Government agencies with Call Centres cite many reasons for using
this strategy. The main ones are the need for uniformity, cost efficiencies,
reducing complaints and improving customer service and access.
Key reasons for establishing a Call Centre include the following:

• An increased or new business role;
• A need to provide information and advice;
• Public education;
• Greater access to agency services including equity of access;
• A desire to raise the agency's profile;
• Consolidation / centralisation issues - concentration of expertise;
• Achieving greater understanding of what the customer wants, through
feedback and comments;
• Tracking of customer needs and determining the marketing direction of
an agency.
There are a number of improved customer service delivery outcomes that may
be expected from an effective Call Centre. Call Centres improve customer
access and choice while lowering the cost of service. They can provide
consistent responses and improved quality of information, which leads to higher
customer satisfaction. There is also less customer frustration as inquiries are
directed to the proper area, reducing the common problem of caller run-around.
Analysing calls to the Call Centre can also prevent problems by allowing early
identification of customer service trouble spots and problem issues.
2.3 Assessing the current situation
Once a decision to establish a Call Centre to improve customer service levels is

made, current telephone call handling strategies should be assessed to determine
the extent of the improvements required.

2.3.1 EXISTING CALL VOLUMES
Details of the current level of call volumes need to be collected. Most agencies
can conduct a basic analysis of telephone traffic through their
telecommunications provider at the telephone exchange level. The analysis will
help to identify basic calling patterns and provide information on call frequency.
As an example, call volumes of about 500 calls per day equate to 2,500 calls
per week, 10,000 calls per month, and more than 100,000 calls per year.
Generally speaking, a minimum of five dedicated staff would be required to

manage call volumes of this order, assuming 100 calls are handled per staff
member per day. A method to calculate the required staff numbers, based on
call volume, is outlined in 4.7 Staffing.
An evaluation of the nature and complexity of the calls should also be made. By
categorising the calls into the levels of expertise required, it may be possible to
identify, for example, that the majority of calls (80 per cent) may be simple
transactions that can be handled in less than three minutes and usually relate
to 20 or 30 common questions.
2.3.2 COMPLAINT AND CALL TRACKING

Most agencies have some type of system in place to track the number and
types of complaints received. A review of the nature of complaints can help to
identify the various issues associated with the current levels of service provided
by the agency and the kinds of standard responses that are needed.
Agencies with a Telephone Information Management System (TIMS) will also

be able to track actual calls and time periods they were received, problems with
unanswered calls and the rates of abandoned calls. Management Information
Systems (MIS), such as those integrated with an Automatic Call Distributor
(ACD) used by Call Centres, can provide detailed information on calling
patterns to help identify particular trends.
2.3.3 CURRENT RESOURCE ALLOCATION

At first glance, assessing the extent of resources currently allocated to
telephone call handling may appear to be relatively straightforward. If, however,
staff handling calls also have other administrative duties and / or face-to-face
customer contact, it can be difficult to get an accurate count of the time staff
spend on calls. This can result in difficulties in managing calls, particularly when
staff absences occur.
Agency switchboards and hotlines can provide an initial indication of the current
resource allocation for call handling. Agency staff whose principal duties
include telephone answering are another obvious source of information.
Not so obvious are agency staff who are not assigned to handling calls but who
are contacted directly on an ad hoc basis. They may be the first point of contact
for various issues that may or may not be related to their particular area of
expertise.
Despite the difficulty, determining the extent of resources currently assigned to
handling telephone calls is important. The better the information, the more
accurate will be the determination of the minimum resources necessary to
handle ongoing customer telephone contacts.
2.3.4 THE IMPORTANCE OF UNDERTAKING CUSTOMER RESEARCH

The requirements and preferences of customers who contact an agency must
be understood before deciding on which technology will be most useful and
have the greatest acceptance by callers. While Government agencies can get
some type of feedback from their customers on an informal basis, by studying
complaints received, exit surveys and customer feedback, it may also be
necessary to conduct targeted market research.
Customer feedback collected within the previous 12 months would be the most
useful, and should be focused on measuring customer satisfaction levels. If
customer feedback is not readily available, then primary research should be
undertaken. If the agency does not have the relevant expertise to conduct the
research, the agency should engage an external market research firm, with
knowledge of Call Centres.
Following is a checklist of the key information needed to understand customer

requirements:
Market Research Checklist

• Customer satisfaction levels with the service provided;
• Frequency of agency contact;
• Preferred method of contact;
• Services utilised;
• Areas that require improvement.
Research should also include customers’ reactions to different technologies,

such as the telephone, facsimile, Interactive Voice Recognition and the
Internet. This will help to determine the most appropriate technology for use
within the Call Centre.
2.4 Range of alternatives to consider
Agencies should consider all of the options before developing a service strategy
using Call Centres. The major options include the use of hotlines, shared
infrastructure arrangements, outsourcing, or establishing an internal Call Centre.
2.4.1 HOTLINES
Agencies with short-term needs can use hotlines for the management of new or
changing community or business issues, crises management and event-
predictive demand peaks. Election announcements or changes to legislation
that will cause an increase in calls from the public are typical examples. The

Department of Education and Training's Back to School allowance campaign is
an example of the effective use of a short-term hotline.
Generally speaking, hotlines use numbers such as 1300 (cost of a local call) or
1800 (toll free). Currently, there are more than 250 different 1800 and 1300
numbers in use within the NSW Government.
Hotlines do not require a sophisticated telephony or information systems

infrastructure and can be rapidly deployed using existing agency staff, on a
short-term basis. Agency staff need to be well trained and briefed on the overall
purpose of the hotline and the likely issues that will arise. Agencies should
develop a procedure to ensure a dedicated contact number can be provided
quickly from the agency's telecommunications provider.
Hotlines are generally classed as an unsophisticated customer contact strategy

given their use of simple technology and the application of short-term
resources. If the frequency of use of a hotline increases, along with the need for
more dedicated resources, then a longer-term solution is required. Hotlines
should not be a permanent, ongoing strategy. Where an ongoing requirement
for such a service is identified, a Call Centre should be considered.
Crises management is particularly important for natural disasters, such as

hailstorms and oil pollution. Dealing with crises demands proper guidelines and
procedures that allow for rapid expansion of call handling capabilities and
provide immediate information to public inquiries. Temporary hotlines are
probably the best choice here.
2.4.2 SHARED ARRANGEMENTS

There are considerable costs involved in establishing a Call Centre, when all
associated expenses are recognised. Before making that decision an agency
should carefully consider an alternative option, such as shared arrangements.
A shared Call Centre facility can become an efficient contact strategy for
smaller agencies. Such a strategy provides significant savings on infrastructure,
advanced technology and ongoing running costs. In a shared arrangement only
the personnel and the information provided is specific to each agency, along
with separate 1300 and 1800 numbers.
One option is a shared arrangement with a Government agency that already

has a Call Centre. This will require some kind of fee for service or a recovery of
some of the other agency’s establishment costs. It would also be beneficial to
establish a Service Level Agreement so that both parties are clear on the scope
of the arrangement and each party’s responsibilities. The NSW Premier’s
Department booklet Service Level Agreements: Guidelines for Public Sector
Organisations (1999) has helpful information on this.
Alternatively, sharing all of the costs of developing a Call Centre with another
agency that wants to set one up will provide large savings, particularly in the

costs associated with the essential telephony and information systems
technology platforms.
2.4.3 OUTSOURCING
Outsourcing is another option for agencies considering a Call Centre. There are
two main types of outsourcing: full customer contact outsourcing or partial
outsourcing, involving a specific task, function or campaign. The latter option is
generally considered when organisations wish to focus on their core business
or may already have a Call Centre that is operating at full capacity.
Agencies considering outsourcing should do so within the context of the

Service Competition Guidelines 1997. The guidelines outline ways to look for
improvements within an agency as a first step, while considering value for
money. One further document to study is the Employee Relations Aspects of
Service Competition 2000.
2.4.4 WHEN WOULD AN AGENCY USE AN OUTSOURCED BUREAU?

The outsourced Call Centre industry within Australia is growing rapidly as
organisations are becoming more adept in offering a wider range of Call Centre
services. There are many examples of Government organisations that have
outsourced their Call Centre operations, including SOCOG and the State
Transit Authority's Information Line.
Outsourcing is ideal for relatively simple customer contact. If the agency has no
Call Centre expertise, the benefits and expertise offered by an outsourced
bureau can be considerable. Some of the major benefits include no capital
costs or expensive investments in sophisticated technologies; no interruption to
the agency’s core business and savings in cost-per-call because there are no
establishment expenses.
However, using an outsourced bureau for a Call Centre may not be appropriate
in certain circumstances.
Such circumstances would include the following:

• Problems with privacy and confidentiality issues;
• The complexity of the information sought;
• Interdependence of other sections or personnel;
• Constant need to update information;
• Internal agency systems and processes that are not easily transferable;
• Proprietary database information maintained by the agency's
information technology (IT) section;
• The service provided is more cost-effective if handled internally over the
long-term;
• Difficulties integrating a number of agency functions through an
outsourced service.

Outsourcing may also result in problems of agency employees lacking
motivation and a feeling of connection to agency customers when an external
organisation handles customer contacts.
The effectiveness of the service will be influenced by the strength of the

relationship that is established between the agency and the bureau on an
ongoing basis. Clear expectations and lines of communication are essential for
the outsourced service to work effectively. Service Level Agreements will assist
in this process.
Organisations also should be aware of the need for extensive support to the
outsourced bureau in the form of adequate briefings, agency-specific training,
constant updating and regular reporting and feedback.
In order to assess the overall quality of an outsourced bureau, the following

criteria should be considered, but the importance of each of these criteria will
vary with each agency’s needs.
Assessment of Outsourced Bureaus

• The ability to rapidly acquire the necessary level of product knowledge;
• The fundamental human resources management philosophy an
environmental facilities provided;
• The degree of responsiveness and flexibility in meeting agency needs;
• The potential to integrate Call Centre strategies with other agency
functions;
• Reporting mechanisms and performance management criteria;
• Extent of confidentiality and security.
The decision to utilise an outsourced bureau for partial or complete customer

contact services will depend on the relative expertise of the agency, the
complexity of agency information and customer contact, privacy issues, internal
procedures and the extent of database support and maintenance that currently
exists.
Testing a customer contact strategy before full-scale implementation is a

recommended procedure. There is a greater likelihood of a successful trial
using an outsourced bureau, given their expertise and use of sophisticated
technology.
The choice of an outsourced bureau for customer contact may not be a

permanent one.
Some agencies have decided to establish an internal Call Centre after using an
outsourced bureau because of their:
• Desire to retain greater control of customer contact;
• Dissatisfaction with the basic service provided;
• Need to develop specific expertise internally for long-term strategic
development;
• Ability to provide more cost-effective service with existing resources.

2.4.5 CONTRACT MANAGEMENT
Effective contract management of external service suppliers is vital, whether
the suppliers are an outsourced bureau or telephony and information systems
vendors. There is more likely to be a problem if there is no department or
individual within the agency responsible for the contract management.
Prior to entering into any contractual arrangements, an agency should

undertake a full risk analysis of all the factors associated with service continuity.
The analysis should include a requirement for the service contractor to develop
redundant systems and contingency plans in the event of loss of service.
An unconditional financial undertaking in the form of a bank guarantee may be

appropriate should the contractor be unable to provide the required service, for
whatever reason. Non-performance issues must also be addressed from a
legal perspective. Service contractors may also be required to pay
compensation to the agency when unsatisfactory service performance occurs.
The definitions of unsatisfactory service performance should be specified in the
service contract.
The contractor must also ensure that adequate insurance policies are in place
concerning such issues as equipment, software, safety and welfare of staff,
public liability and liquidation. In addition, an agency should specify mandatory
service requirements that include the following:
Service Specification and Mandatory Service Requirements

• Call service performance standards;
• Unsatisfactory service performance;
• Unconditional financial undertaking;
• Contractor service technology components;
• Service components maintenance;
• Service staffing;
• Contingency plans;
• Insurance;
• System security;
• Data issues and maintenance;
• System backup;
• Quality assurance;
• Service management reporting.
The requirements of the NSW Government panel period contract, ITS 2304
Provision of Teleservices (Call Centres), outline specific conditions that may be
relevant to the Call Centre service being provided. The contract may be
adjusted to provide higher or lower requirements than the standard State
contract, depending upon the level of service continuity required by the agency
and the implications of loss of service.

2.5 Overall implementation and management issues
Agencies considering the establishment of a Call Centre need to address a wide

range of issues as part of their planning processes.
These include:
• Adequate resources;
• Senior management commitment and support;
• Recruiting the right staff;
• Accurately forecasting call volumes;
• An appropriate technology infrastructure in place with vendor support;
• Buying-in expertise;
• Effectively managing latent demand.
The need for extensive planning and careful projections of the number of calls
expected were key issues noted by a number of agencies. In particular, one agency
cited the importance of ensuring that all major processes and procedures were in
place within a Call Centre before the Centre became operational, rather than
making refinements at a later stage.
Associated with adequate resources was the need to obtain the understanding and
commitment of senior management. Without such support or with only lukewarm
support, it was extremely difficult to obtain sufficient additional resources to service
further requirements.
A number of agencies reported on the importance of obtaining the right staff. When
selecting staff, recruiters should keep in mind the repetitive nature of the work and
the associated stress.
The importance of buying-in expertise with operational experience cannot be

overstated. Experienced management and staff can understand and anticipate the
problems the Call Centre will face.
Agencies also reported that having in place the right technology infrastructure was
critical to achieving a balance between containing costs and having the ability to
increase capacity to respond to latent demand. A well-designed database was also
cited as a key component of an effective Call Centre.
2.5.1 MANAGING LATENT DEMAND

When a Call Centre is established, it is normal for call volumes to increase, as
customers become more aware or familiar with the service available.
Implementing communication strategies that increase awareness of the Call

Centre, also leads to a corresponding increase in usage, often well beyond
what was anticipated. Such demand can increase calls by as much as 30 to 50
per cent over existing volume. Unless additional resources are provided, the
result will be decreased service levels and a rise in caller dissatisfaction.

There are a number of strategies that may be used to cope with the increases
in call volumes. First, the communication strategies can be delayed until the
Call Centre is fully operational and resourced with sufficient staff. Second,
progressively moving agency telephone calls to the Call Centre in a staged
approach can be adopted to ensure that existing call volumes are adequately
managed with the resources available. Increasing the initial allocation of
Customer Service Officers (CSOs) over and above the number needed to
handle current call volumes will allow for latent demand as well as being useful
for training and development purposes.
A good strategy to help meet the problem of increased call volumes is to

employ temporary staff. Finally, the possibility of using an external service
provider, such as an outsourced bureau, to manage overflow calls should be
considered.

3. Planning and Development
Once the decision has been made to implement a Call Centre, a business plan needs to
be developed. The plan must clearly set out the customer contact strategy and relate it to
the agency’s overall strategic direction. The plan must also establish a sound financial and
organisational justification for the adoption of such as strategy. This includes describing
the role of the Call Centre and its service level objectives and outlining size and site
considerations, financial requirements, the extent of organisational process re-engineering
and the time-frame for implementation.
If internal expertise is not available, the decision to obtain outside assistance should be
made at this stage. The selection of an appropriate person should be based upon the
consultant’s experience in start-up operations, reputation in the market and value for
money for services provided. The Teleservices Consortium Contract, NSW State Contract
ITS 2304, managed by the NSW Department of Information Technology and
Management, provides agencies with an opportunity to select consultants who have
already been screened for appropriate expertise in this area. In addition, agencies should
consult the Guidelines for the Engagement and Use of Consultants (1996) before
engaging an external consultant for a Call Centre project.
3.1 Role of the Call Centre
The primary role adopted by the Call Centre will be a major influence on a
number of critical decisions regarding its function, call-handling strategies,
internal or external contact strategy and its configuration, namely, centralised or
decentralised.
Key Decision Criteria

• What will be the role of the Call Centre and where does it fit in the agency's
organisational structure?
• Will an outside organisation be contracted to deliver the Call Centre strategy?
• What will be the call-handling strategies adopted by the agency?
• Will a centralised, decentralised or distributed Call Centre network be
established?
A Call Centre typically serves as a first point of contact for the majority of customer
inquiries or service issues of a basic nature. This means that 80 per cent or more of
Call Centre calls can be answered without the need for referral to other parts of the
agency. More complex inquiries can also be managed, provided that adequate
training and knowledge-based systems are developed.
The primary goal of any Call Centre is the delivery of quality service to satisfied
customers. The basis for delivering this quality service is to develop enhanced
relationships with customers.
Decisions must also be made on just where the Call Centre fits in to the overall
organisational structure. It may be beneficial for the Call Centre to have direct
reporting lines to an executive manager within the agency's line management
structure. This ensures that the Call Centre remains integral to the achievement of
the agency’s service outcomes.
3.1.1 VISION STATEMENT FOR THE CALL CENTRE

Creating a vision statement for the Call Centre can have an impact on service
level objectives, call-handling strategies and the way the Centre fits in to the
organisation. The vision statement can articulate the basic purpose of the Call
Centre and identify its objectives as part of the agency’s overall strategies and
service delivery aims. This will help shape the long-term development of the
Centre.
3.2 Outsourcing vs Insourcing
Once the need for a Call Centre is established, a detailed analysis of internal
expertise and available resources should be made to decide whether the Centre
should be based internally or externally. 2.4 Range of alternatives to consider.
discusses the range of alternatives to consider for both internal and external
solutions to call-handling problems.
3.3 Call-handling strategies
The specification of the way calls will be handled determines the overall resource
requirements of the Call Centre in terms of required staff numbers, training and
extent of organisational support. Key decision criteria associated with call-handling
strategies include the overall call objectives, the functional operation of the Call
Centre, and the extent of inbound / outbound call orientation needed.
3.3.1 CALL OBJECTIVES

The overall call-handling objective needs to be carefully determined. This
directly influences the length of calls (call talk times), the staff numbers required
to handle the calls, the experience levels of staff, and the overall information
systems and telephony requirements.
For instance, if the call handling objective is simply to provide a call referral
service to more experienced staff within the agency, then the call talk times will
be considerably reduced (under 90 seconds). This will mean shorter training
and fewer staff are required. However, staff must also have the appropriate
knowledge to switch calls through to the proper sections within the agency and
to track the ultimate resolution or outcome of the calls.
If the call-handling objective is to provide a 95 per cent call resolution, that is

responding to the caller without referral to other sections, then a corresponding
increase in call talk times, CSO knowledge, sophistication of information
systems and intensive training will be necessary.

3.3.2 INBOUND AND OUTBOUND
The Call Centre’s role needs to be clearly defined from the outset. There will be
different resource requirements for Centres handling inbound calls only,
outbound calls only or a combination. This has an effect on the staff skill mix
required as well as the use of particular technology, such as predictive diallers
(to filter engaged or no-answer callers) for outbound calling.
3.3.3 ACCESS CONSIDERATIONS

As well as clearly defining the role of the Call Centre, the agency's marketing
channels or customer contact strategies need to be considered. This can range
from straight telephone and facsimile services to electronic mail and Internet-
based strategies. Service level objectives should be established for each type
of access, in terms of response times and workflow procedures. This will allow
performance to be measured for each access area.
For instance, the Bank of Canada (1999) has established the following
minimum standards for each contact channel:
• Telephone: 80 per cent of all calls answered within 20 seconds;
• Text chat: 80 per cent in three minutes;
• Facsimile: 75 per cent in four hours;
• Voice mail: 75 per cent within four hours;
• E-mail: 90 per cent in four hours.
In addition, the hours of operation of the Call Centre and after-hours service
requirements need to be specified. Extended hours of operation will increase
resource requirements in terms of shift length, supervision levels and staff
numbers. If the Centre will be operating on a 24-hour basis, one alternative is to
use an external service bureau for after-hours services.
3.4 Service Level Objectives
An important part of the business plan is to identify the likely impact of the
introduction of the Call Centre, both internally within the agency, and externally on
customer satisfaction levels.
If the service level objective is set at industry standards, where 80 per cent of all
calls are answered within 20 seconds, then much higher staffing numbers will be
required than if the objective is set at 70 per cent of calls answered within 30
seconds.
Too often, service level objectives are set without considering the appropriate level
for the customer segments that are being served. For instance, many organisations
use Interactive Voice Response (IVR) technology to answer all calls and then
require customer to select particular numbers in order to direct their inquiry to the
most appropriate person. Measurement of the call answering time should only
begin once the call is held in queue and not when the IVR initially answers the call.
Furthermore, many customers do not like using IVR technology when dealing with
an organisation. It is essential that research be conducted on customers’ preferred
contact methods. The importance of such research is discussed in 2.3
Assessing the current situation.
The analysis of the call traffic undertaken in the initial assessment should identify
patterns in call volumes, throughout a typical day and week. For example, many
Call Centres experience higher call volumes at the beginning of the week, with
peaks during the 9 am to 11.30 am and 2.30 pm to 4.30 pm periods. During the
peak call periods, part-time and casual staff can be used.
3.5 Centralisation vs Decentralisation
Another key decision in establishing a Call Centre is the determination of the overall
configuration of the Call Centre in terms of centralisation, decentralisation or a
distributed Call Centre network.
Some important issues that relate to choosing a configuration are:

• Capital costs: costs generally will be higher with a decentralised and
distributed configuration and lower in a centralised arrangement, since
centralised operations allow significant economies of scale and capital
utilisation.
• Culture change visibility: the introduction of a Call Centre will be much
more visible in a centralised operation.
• Communication flows: internal communication will be much easier in a
centralised Call Centre than in a decentralised option.
• Performance management: experience shows that it is much easier to
maintain consistent service levels and performance standards in a
centralised operation than in a decentralised one.
• Motivation and support dynamics: maintaining staff motivation and
productivity is much easier in a centralised operation.
• Defined accountability: accountability is much more easily defined and
maintained in a centralised operation. Lower levels of accountability are
more common in decentralised operations.
• Staffing: a decentralised Call Centre may require the appointment of
additional levels of team leaders.
• Expansion costs: expansion costs tend to be higher in a decentralised
operation, because of the duplication of expansion costs. Often, the capacity
to expand has not been factored into the overall planning process.
• Local response: a decentralised operation or distributed network can
arguably respond more quickly to local regional issues than a centralised,
universal operation.
• Backup site: the need for uninterrupted operation is an important
consideration. If this is essential, multiple sites, such as those in
decentralised or distributed Call Centre arrangements, may be the best
configuration.
3.6 Size considerations
Planning the size of the Call Centre fundamentally begins with the determination of
the volume of calls, average talk time and after-call work processing time involved.
If an average talk time is based on three minutes per call, then 15 calls will take one
hour with time added for after-call processing. That breaks down to 45 minutes call
time and 15 minutes after-call work time. On an eight-hour shift there would be six
hours of actual work time (assuming two hours for breaks and other downtime), for
a total of 90 calls per day for a Customer Service Officer (CSO). If 900 calls per day
are received, then 10 staff will be required. A method to calculate the required
number of staff is detailed in 4.7 Staffing.
As the number of staff increases at the Call Centre, a corresponding increase in

office space and facilities, telecommunications and information systems equipment
and supervision will be required. For example, in a 20-seat Call Centre only one to
two team leaders will be required, but three to four team leaders are needed in a
larger 50-seat Call Centre. In a 100-plus seat Call Centre at least seven to eight
team leaders are necessary. The number of team leaders required also depends
on the team sizes adopted by the Call Centre.
Once the Call Centre expands beyond 50 seats, additional support personnel such
as a workforce analyst, staff development manager and quality assurance manager
will also be required, with these functional roles becoming an integral part of
workforce management and development.
Another consideration in determining the initial size of a Call Centre is the need to
factor in latent call demand and future growth. Too often Call Centres are
established without adequate attention to the possibility of larger-than-expected
initial call demand and with little capacity to expand as additional responsibilities are
taken on board. For a discussion on managing latent demand see 2.5
Overall implementation and management issues.
3.7 Location (site) considerations
Deciding on the actual location of the Call Centre is a major part of the overall
planning and development process. Governments actively encourage the siting of
Call Centres in regional areas, instead of prime city locations. In addition, local
councils often offer attractive incentives to encourage organisations to locate in
their areas.
The decision on locating the Call Centre is not a simple one. Often, the initial site
advantages and location incentives are not sufficient to overcome another
important factor, the availability of an adequate staffing pool. As an example,
Queensland Transport located a Call Centre in Emerald but now has to deal with a
staff turnover in excess of 30 per cent, because of a transient workforce in this
mining area.
There are a number of other important factors to be considered when choosing a

location. These are identified in the following table

Major Site Considerations
• Occupancy costs of the Central Business District (CBD) vs other site locations;
• Labour pool availability - profiles of area demographics, unemployment rates;
• Access to public transport, parking;
• Telecommunications infrastructure;
• Building requirements - universal power supply (UPS), cabling, security, ease
of access, building suitability, extent of required modifications;
• Proximity to suppliers.
Occupancy costs are a major part of the ongoing operational costs associated with
a Call Centre and tend to be higher in CBD locations. This situation is likely to
worsen as the demand for inner city locations continues to escalate. Outlying areas
and regional locations, such as Newcastle and Wollongong, may be attractive
alternatives. Ultimately, given recent advances in technology, it does not matter
where the Call Centre is located, provided an adequate labour supply is available.
Assessing labour availability in the various locations under consideration is an

important part of the overall site evaluation process. A demographic profile of the
area should be obtained, including unemployment rates and the location of various
tertiary institutions. Universities and TAFE colleges represent an excellent source of
part-time and casual staff.
Transport is an important issue to staff and information on the availability of

transport services will be required. Security issues, such as the site’s proximity to
reliable public transport and busy streets, on-site car parking, exterior lighting and
well-lit and secure exits need to be considered. The question of car parking should
also be addressed at the time of site selection as staff will want access to adequate
staff parking facilities, particularly if they work extended hours. Convenience and
safety issues take on added significance if the Call Centre intends to operate
outside of the traditional five days per week, 9 am to 5 pm work patterns. Instead of
selecting a remote industrial site, a site near shops will make attracting staff easier.
If the Call Centre will be serving interstate customers, Australia's different time
zones and changes to and from daylight savings need to be factored into the hours
of operation.
An adequate telecommunications infrastructure that can cater for growth is also

required. Not all telephone exchanges in outlying regional areas are fully equipped
to handle the large volume of calls that might occur.
Building considerations include the need for basic infrastructure requirements, such
as access to a universal power supply, telecommunications, and IT (information
technology) and electricity cabling. Other considerations include the extent of
building modifications required and whether the Call Centre will be located on one
level or multiple levels. Ideally, a one-level structure is more suitable as it
encourages better communication and team development.
The building selected should also allow room for expansion as responsibilities
increase. Adequate space requirements are an essential component of growth

strategies. The proposed site will also have to meet all of the normal legislative
requirements, such as the availability of fire equipment, first aid areas and access
and support facilities for physically challenged staff.
The location’s proximity to suppliers is important in both the start up phase and
during ongoing operational maintenance. Many suppliers charge significant
additional travel expenses when the Call Centre is located in a remote area. The
availability of suppliers to quickly restore telecommunications and information
systems to prevent business interruptions is of paramount importance to efficient
service delivery.
3.8 Financial considerations
It is clear that the decision to establish a purpose-built internal Call Centre can be
an expensive exercise, and one that should not be undertaken without adequate
planning and development. It is vital that adequate resources are allocated to the
Call Centre to enable agreed service level objectives and call volumes to be
effectively met.
A critical consideration is the extent of support and understanding from senior
management. Without their full support and commitment from the original planning
phase, there is a danger that ongoing resource allocation may not be available.
3.8.1 ESTABLISHMENT COSTS

Among the fixed costs incurred in the establishment of a Call Centre are
purchases of hardware and software. Labour and telecommunications are the
major operational costs, but there are also ongoing costs for items such as
office supplies and stationery.
One option to consider that will cut capital costs is to lease equipment, rather
than purchase it. Leasing provides advantages in areas other than costs. It can
make affordable a higher level of required technology and can provide the
latest models in telephony and communications equipment, important tools in a
mission-critical Call Centre.
The following table provides a checklist of items that should be included in the
initial Call Centre establishment budget. A more detailed establishment costs
checklist can be found at Appendix 1.
Checklist for Call Centre Establishment Costs

1. Capital expenditure:
building - purchase or lease, fit out;
telecommunications – telephone system, fax, ACD, IVR,
handsets, headsets;
information systems – hardware, software, systems development,
backup systems.
2. Other site expenditure:
architect or facility planner;

agents’ commission.
3. Recruitment and training
4. Other expenditure:
project management and consultancy;
legal fees;
redundancy costs (if agency staff are displaced);
job search and retraining (if agency staff are displaced).
Total Establishment Expenditure:
3.8.2 OPERATING EXPENSES

One of the most significant operating expenses in a Call Centre is the cost of
labour, which is estimated to be 65 per cent of a Call Centre's overall budget.
One method of calculating operational costs for a Call Centre is based on an
industry per seat allocation of $75,000. However, the calculation of operational
costs by this method will prove to be less accurate than a carefully itemised
establishment and operational budget.
Remuneration levels for Call Centre staff are currently around $32,000 to
$39,000. Salaries, plus on-costs of 30 per cent, represent a major component
of the operational costs. For team leaders, the salary levels range from $38,000
to $50,000, plus on-costs.
The annual operating costs should be calculated in the initial planning process
to ensure that an ongoing commitment to this level of expenditure is made.
Checklist for Call Centre Operating Costs

1. Facility costs:
electricity;
maintenance.
2. Telecommunications:
maintenance and development.
3. Information systems:
maintenance and development.
4. Recruitment and training – ongoing;
5. Salaries, plus on-costs;
6. Advertising and communication;
7. Miscellaneous, such as consultancy fees.
Total operating expenditure:
Treasury Planning
Call Centres invariably involve large expenditures, particularly in recurrent
spending. A strong business case must be made to both agency senior
management and Treasury to justify the expenditure. The agency relationship

manager within Treasury can very helpful. Specific advice relevant to the
process and information requirements can only be obtained from this source.
The Treasury Web site (http://www.treasury.nsw.gov.au) contains many useful

guidelines and policy documents.
Some of the more useful that pertain to the planning of Call Centres are:
• Guidelines for Financial Appraisal;
• Guidelines for Economic Appraisal;
• Guidelines for Private Sector Participation in the Provision of Public
Infrastructure.
3.9 Review of current procedures
The importance of streamlining key procedures is vital. Process mapping, which

involves flow-charting and documenting all processes and procedures within a Call
Centre, should take place. The processes and procedures are then subsequently
reviewed in order to assess areas that require further streamlining. The revised
processes and procedures also form an integral part of the training and
development plan.
As part of the overall establishment process, actual workflows – how work will flow
to and from the Call Centre – need to be determined. Clear and specific operating
procedures also need to be established to support these workflow procedures.
Inadequate documentation of processes and procedures, or the extensive use of

manual procedures will reduce the benefits derived from the establishment of a Call
Centre.
3.10 Key implementation stages
Once the initial decision is made to establish an internal Call Centre and the role
and function of the Centre is identified, specific decisions on the size, configuration,
location, and financial requirements will be needed to justify the business case.
Key Process Elements in Establishing a Call Centre

• Justifying the business case;
• Agency-wide involvement;
• Managing expectations;
• Launching the project;
• Implementing the Call Centre – going live.
Part of justifying the business case involves obtaining both executive and budget
approval. This includes an overall strategic analysis that specifies time-frames and
a comprehensive description of operations requirements and both capital and
operating budgets. In the business case, agency objectives must be translated into
specific Call Centre goals.
Obtaining agency-wide involvement is critical to the long-term success of the Call
Centre. Communicating the expected benefits and outcomes is an important part of
gaining support. Key stakeholders should be identified and involved early in the
project, and asked to participate in all aspects of the planning process. Regular
stakeholders meetings should be held throughout the planning and establishment
process.
Managing expectations is another a key aspect. It is important to decide who will be

affected by the establishment of the Call Centre, who should be involved in the
planning and what are the cultural expectations of the agency. Part of the process
of managing expectations is to establish a communications strategy that reaches all
of these parties and includes executive briefings.
Once executive and budget approval has been obtained, the next step in launching
the project involves identifying members of the project team. The project team
needs to be cross-functional to ensure that key stakeholder involvement occurs. A
Call Centre manager should be recruited at an early stage to ensure his / her input
into the establishment and operational issues.
Launching the Call Centre project will require a detailed task analysis (outlined in
Section 3), a facility project plan and a time-frame for each key stage of the project.
All of the Call Centre planning comes to fruition at the going-live stage of the
project. Before going-live it is vital that all systems are tested to show they are fully
operational and that processes and procedures are working as originally planned.

4. Major Establishment Factors
This section provides in-depth detail on the critical factors associated with establishing an
internal Call Centre. It addresses all major factors, including telecommunication and
information systems, facilities management, resourcing, staffing and integrated marketing
and communication strategies.
The detailed task analysis listed below provides a checklist of the key elements related to
the establishment of a Call Centre.
Detailed Task Analysis

• Business model:
business case analysis;
business performance and expectations.
• Processes:
performance reporting;
processes and procedures;
key performance indicators (KPIs);
forecasting / scheduling;
quality assurance.
• IT Systems and telephony:
PABX / ACD;
call monitoring;
local area network (LAN);
data, desktop support;
server platform;
mainframe;
software;
security.
• Facilities planning:
site selection;
detailed facilities design – requirements / specifications;
viable location analysis;
fit out and construction;
space planning.
• Organisational design: span criteria – number of levels and functions
− Support roles: infrastructure – important technology and telecommunications
(IT&T), facilites management, financial analysis;
− General: human resource manager, staff development and training manager,
administration / office support manager;
− Operations: quality assurance manager, resource manager, forecasting /
scheduling and reporting analyst.
• Human resources management:

critical competencies and job standards;
job descriptions;
roles;
accountabilities;
pay and rewards;
human resource policies.
• People:
skills;
knowledge and competencies;
recruitment;
training.
• Business recovery:viable operating options to maintain business operations in the
event of business interruptions and unplanned disasters.
Timing issues
The timetable for the effective implementation of a new Call Centre depends on a number
of key factors, both internal and external. With careful project management and allowance
for supply problems, realistic deadlines are achievable. However, if there is a large degree
of customisation in the plans or building information systems, then the implementation
process will take longer.
The telecommunications and information systems, both hardware and software, make up
the engine of the Call Centre. Adequate time should be allowed to assess all
requirements. In particular, the information systems hardware installation process will
need to be coordinated with the telecommunications installation and any building
modifications.
Developing a Facility Plan

Facility planning for a 50-seat Call Centre can take up to 12 months to complete, from
deciding on the size to moving-in. The Gantt Chart at Appendix 2 illustrates key
milestones for a typical facility establishment plan.
Obtaining the appropriate technology for a Call Centre can result in significant cost savings
and efficiencies from both an organisational and customer perspective. An overall
technology platform for a Call Centre would typically include a PABX or exchange-based
switch, an ACD-MIS, rostering software, a customer database and an Internet site.
4.1 Telecommunications
It is important to put the right telecommunication systems in place from the

beginning, as mistakes are expensive and difficult to rectify. The right technology
for a Call Centre is very difficult to determine as understanding technology requires
a comprehension of the terminology that is being used. Compounding the problem
is the rapid advances in technology and its deployment.
An agency should allow sufficient time to develop an effective telecommunications

plan. The initial audit of the existing telephony infrastructure and call analysis will
provide the basis for deciding future telecommunication requirements for the Call
Centre.
Some strategic decisions that assist with telephony planning are listed in the
following table:
Strategic Telephony Decision Criteria
• Whether to lease or buy?
• Will the telephone system be separate for the Call Centre or integrated with the
agency's existing system?
• Will the telephone exchange be able to accommodate the call traffic expected?
• Who will be the preferred carrier?
• Will FREECALL 1800 or 13 / 1300 numbers be used?
• To what extent will the telephony and information systems be integrated?
If major telephony hardware or software installation is needed, adequate lead-time

for delivery and installation should be factored into the telecommunications plan. In
addition, a Call Centre site will need access to telephone exchanges and fibre optic
cables. Disaster recovery plans should also accommodate dual telephone access.
Telecommunications Options
There is a wide range of telecommunications equipment available, from the basic to
very sophisticated exchange-based technology.
A basic option is to adopt a single contact number. A common service is

FREECALL 1800, a free telephone service to callers. Other special number
services allow customers to call in for the price of a local call, such as the 10-digit
1300 number. There is also the six-digit 13 number, a service that can identify the
source of a call and direct it to a single answering location. The 13 number is also
available at the cost of a local call, but the annual rental to the agency will be
significantly higher than for a 1300 number.
A basic telephone system for a Call Centre begins with a key telephone system,
where the telephones have multiple buttons and allow the user to select lines for
outgoing or incoming calls directly.
A PABX (Private Automatic Branch eXchange) is specialised equipment that acts

as an extension of the public network. It allows different telephones within an
organisation to have their own number (or extension) where calls can be made or
transferred internally. Outside callers can dial a specific extension to reach a person
or section. PABXs are normally purchased or leased from associated vendors.
Automatic Call Distribution (ACD) systems provide flexibility in distributing and

managing inbound calls by automatically keeping callers on hold until the next CSO
is available. An ACD can also prioritise calls in a queue.
Automatic Call Distribution-Management Information Systems (ACD-MIS) give

comprehensive management information in real-time, as well as historical
information, for effective call management analysis and reporting. It provides
reports on 15-minute and 30-minute call traffic patterns and individual groups or
CSOs. Overall Call Centre performance can be reported and aggregated on a daily,
weekly, monthly and year-to-date basis.

Centrex is a sophisticated network service with advanced call-handling capabilities
that replaces the need for a PABX, as the infrastructure is provided within the
exchange. ACD capabilities and MIS reporting are available, direct from the
exchanges. However, Centrex does not offer the functionality and full range of
reporting that a standard PABX / ACD system offers.
IVRs are increasingly being used by inbound Call Centres to manage call volumes
more efficiently. Calls are screened by offering callers a choice of options that can
be selected by pressing a button on their telephone handset. The IVR then directs
the call to the CSO responsible for that area.. This is commonly known as skill-
based routing.
Agencies need to be aware, however, of a consumer backlash against IVRs. The

often extensive menu options that customers are required to navigate in order to
get to a real live person can be very frustrating. The fewer the menu options on
offer, the better.
The installation of a computer-assisted telephone contact system can provide

simple information for customers if they key in an account number or a personal
identification number (PIN). They can receive information on areas such as account
balances or listen to prerecorded announcements.
Computer Telephone Integration (CTI) provides an intelligent link between the

telephone system and the information system to put customer information on the
screen as the call arrives, using Calling Line Identification (CLI). Advanced CTI can
be an extremely expensive option and is typically only used in large Call Centres. It
should be noted that handsets are not necessary if the telephone and computer
systems are integrated.
Predictive diallers are useful if a large number of outbound calls are made. The
equipment dials numbers from a master list and can filter engaged and no-answer
calls. On receiving a voice answer from a customer, the system switches the call
through to the first available CSO.
Another technological enhancement for a Call Centre is the use of automatic call
recording equipment. This type of technology provides the Call Centre with a digital
transcript of telephone conversations that can be used for dispute management and
for CSO feedback on call quality. If automatic call recording equipment is being
used, an organisation must inform the customer that their call may be monitored.
Customers then have the right to ask for the call not to be monitored.
The 1997 Commonwealth Telecommunications Act makes call monitoring legal, but
with identifying tones in place to inform callers.
Headsets play a key role in creating a quieter environment. This facilitates the
speed of telephone answering time and computer data entry. Headsets need to be
lightweight but sturdy enough to handle the rigours of everyday use. A number of
different types of headsets should be trialled to find out which are most suitable for
the CSOs. Given potential noise problems, the headsets with built-in noise
reduction facilities are a good option.

4.2 Information systems requirements
One of the key building blocks of a Call Centre is the information systems that will
be installed. The suitability of the existing information system will need to be
assessed. A consultant and / or systems integrator should be consulted to help
choose the most appropriate technology for the agency's needs.
4.2.1 HARDWARE
Hardware, the physical equipment used to operate the software, includes the
screens, processing unit or drive, CD-reader, keyboard and printer. There are a
number of different hardware figurations, including stand-alone personal
computers (PCs), networked PCs that are part of a local area network (LAN)
linked to a central database and management control system, and an existing
mainframe computer.
If an existing mainframe computer is used, check that its processing capacity

will give fast response times (instant access to information). It may be possible
to have a separate processor dedicated to the Call Centre, but on-line to the
mainframe’s client and transactional database.
4.2.2 SOFTWARE
One of the most important considerations in choosing software is the question
of compatibility with the hardware that will be used.
Customer contact software should provide CSOs with relevant customer

information so that they can handle inquiries properly. The system should have
the ability to manage new callers as well as regular customers, and allow for
easy and flexible scripting. It should also incorporate automatic tracking of call
outcomes and have a calendar and diary that records date and time
automatically when entries are made and can schedule follow-up calls as
appropriate.
Designing in-house systems can be difficult and time-consuming, but there are
already sophisticated Customer Relationship Management (CRM) programs
available that can be customised for an individual organisation's needs.
In general, the criteria for selecting the right type of software should be based
on the following:
• Relationship management capabilities;
• Compatibility with existing hardware;
• Ability to meet required response times (processing speed);
• User friendly;
• Call management and scheduling facilities;
• Input / output options to link with other systems;
• Local support when things go wrong, training and ongoing
maintenance;
• Compatibility with other systems, eg, windows-based, Microsoft.
A corporate database interface is used when a database already exists. By
integrating the key fields from the database with the customer contact software,
CSOs can view appropriate screen information. The interface allows data to be
transferred between the corporate mainframe and the customer contact
system.
There are also software enhancements for existing information systems that
can help organisations achieve significant efficiencies. Using fewer keystrokes
and developing a simpler process for inquiries and / or amendments are two
such examples.
A well-maintained customer database is critical for managing ongoing customer

relationships efficiently. A relational database links data from all parts of the
organisation and allows the development of a useable database. A customer
contact management system collects, stores, organises and updates
information so that it can be easily retrieved and used within the Call Centre.
Customer information, transactional information and call contact information
can all contribute to identifying trends and customer segments for the
development of marketing and communication strategies.
4.3 Other technology
Reader boards are commonly used within Call Centres to provide real-time
information to both management and CSOs on a range of material. These include
number of calls in queue, average wait times, average speed of information and
overall daily call volume. In addition, reader boards can be used to provide
information to CSOs, such as planned events, visitors arriving or the CSO of the
month.
The electronic scanning of documents, such as faxes, reduces the need for office
paper and provides the ability to access information quickly when required. CSOs
should also have ability to fax or e-mail information to customers from their
computers, in order to streamline the entire process and provide an efficient audit
trail.
The development of an easy reference knowledge-based system of commonly

asked questions is also recommended. The knowledge-based system could include
the nearest regional office and its hours of operation, geographical information and
policies and procedures. This system may stand-alone or be integrated into the
current information systems platform.
Workforce Management Systems

One of the most difficult challenges within a Call Centre is to achieve efficient
staffing levels. Specialised software tools are available to predict the staffing levels
required, based on historical call traffic volumes together with key service
parameters. A workforce management system can be installed to work in
conjunction with the ACD, or as a stand-alone system, to forecast call volume and
associated staffing requirements.

The ultimate goal of workforce management is to determine the optimum ratio of
staff to call volumes and service level standards. The use of rostering software can
provide significant staffing efficiencies.
4.4 Assessing new technology
Requesting information from a variety of suppliers will provide a good indication of

the technology available in the marketplace. Once a decision is made on the most
suitable technology, a tender process will enable the agency to acquire it at a
competitive price.
Another important part of the establishment process is the effective contract

management of technology suppliers. 2.4 Range of alternatives to consider
provides some guidelines on how to effectively manage external organisations.
Clear performance requirements and time-frames must be specified so that the go-
live date for the Call Centre can be met. Sufficient time to thoroughly test the
systems prior to becoming fully operational is vital.
Timeliness and risks involved

Given the rapid changes in both information systems and telephony, agencies need
to understand the risks and costs involved in keeping abreast of new advances. In
general, it is a good idea not to be the first, only or last user of a technology.
Most agencies will find themselves choosing proven technology. This equipment is
widely used, competitively priced and has proved to be reliable. This type of
technology can generally be installed within three months.
When establishing a new Call Centre, using proven technology is the solution with
fewest risks and least time taken for effective installation and operation.
More sophisticated state-of-the-art technology is available with advanced features,

but it is more expensive, takes longer to install and there is limited backup support it
is needed.
4.5 Backup sites and redundancy
A primary requirement of business continuity planning is providing redundancy in

both the telephone and information systems. The Operational Guidelines for
Government Call Centres includes more detail on the way an organisation can
provide a continuous service. However, in the establishment process, plans should
be made to establish a backup site in the event that the primary Call Centre shuts
down. Agencies with multiple Call Centre locations will not have this problem. The
backup site can be often used as a full-scale training facility or after-hours service
facility.

4.6 Facility planning
A primary goal in the design of a Call Centre facility is to maximise staff

performance. Effective Call Centre design can be the difference between a
comfortable, teamwork-oriented, low stress environment and one that is confused,
cramped and likely to cause high staff turnover. The work environment has a direct
impact on staff satisfaction and job performance.
The Call Centre environment should take into consideration ergonomic design,
acoustics, lighting levels, air quality, and personal space and privacy. Well-
designed furniture will minimise repetitive strain injury and allow staff to work in
comfortable surroundings. Consideration of occupational health and safety issues is
a key component in the design of an effective workplace.
Proper facility planning will have a major impact on the operational performance of
the Call Centre.
The following table outlines the key project steps involved in facility planning.
Facility Plan Key project steps

Elements
1. Sizing • Estimate call volumes;
• Determine staffing and position levels;
• Estimate furniture and space required.
2. Benchmarking • Identify similar Call Centres to visit;
• Site visits to three or four Call Centres;
• Incorporate information gained into design.
3. Site selection • Determine selection criteria;
• Site visits to buildings in top two or three locations;
• Select top two sites - begin lease negotiations.
4. Site design • Incorporate furniture and room requirements;
• Infrastructure: cabling, conduits and rooms;
• Select preliminary finishes, lighting, décor;
• Validate space required.
5. Agency approval • Lease signed, approve final floor plan;
• Approve all furniture;
• Approve infrastructure design.
6. Construction • Permits;
documentation • Lighting and plumbing plans;
• Furniture and electrical plans.
7. Bidding / • Approve final finishes, lighting, décor;
contracting • Order furniture;
• All infrastructure hardware / software ordered;
• General contractor hired.
8. Actual construction • Demolition / construction: walls;
• Infrastructure: rooms, cabling, electrical, plumbing.
9. Voice / data • Network conduits and cabling;
infrastructure • Infrastructure hardware / software installed;
installation • All vertical and horizontal cabling complete.
10. Furniture • Modular furniture base installed;
installation • Infrastructure cabling installed within furniture;
• All communications outlets wired & tested.
11. Finish • Lighting, ceiling, security installed;
construction • Finishes - painting and décor;
• Office furniture installed.
12. Site preparation • Supporting vendor contracts installed;
and move-in • Transition of facilities management;
• Move-in.
Developing a facility plan is an important part of the business development and

planning process. Such a plan will help ensure that the implementation process is
subject to fewer problems and is move likely to achieve the expected time-frames.
As facility planning is a specialist role, a project manager or specialist facility

planner should be appointed to handle these responsibilities.
4.6.1 CALL CENTRE LAYOUT

Planning the layout of the Call Centre is an important step in providing the right
environment for maximum staff performance. The plans should be made with a
view to future expansion as the volume of calls may be underestimated and the
Call Centre may take on additional responsibilities at a later date.
Checklist for Call Centre Layout

• Workstations;
• Interview / meeting rooms;
• Coaching and training rooms;
• Lunch room and kitchen facilities;
• Staff breakout room (relaxation room);
• Computer and telephony room;
• Lockers and stationery / storage areas;
• Toilets.
There are many different layouts to consider. Work space should be allocated
so that it meets the demands for both cost-effective communication and
reasonable levels of privacy. Call Centres with open plan layouts and with a
modular format provide flexibility for future growth, as well as allowing a team-
based environment.
Grouping staff in teams will help maintain team development and motivation.
Team leaders should be grouped with their teams so that they can quickly
identify and resolve problems. Team leaders should also be allocated
additional work space for meetings and tracking work performance.
Cabling for telephones and computers also needs to be planned carefully.

Cables must be easily accessible but also well concealed. Sufficient space
should be left for wires and cables that may be added later. Adequate space
should also be assigned for a telecommunications and computer equipment
room.
4.6.2 WORKSTATIONS
An appropriate ergonomic workstation design is a critical factor in staff
productivity. A good design for the placement of workstations will prevent the
staff from feeling like battery hens.
Chairs should be adjustable to provide both comfort and good back support.
Casters on the chairs will give free movement around the workstation. CSOs
spend a lot of time sitting, so the importance of quality chairs cannot be
overestimated.
The size of the workstation should be large enough to accommodate

computers, telephones, manuals and shelf space. Adjustable desk heights are
preferable, but they are also expensive. The workstation partition should be just
high enough to allow for privacy and to retain the workstation's acoustic
advantages, but low enough to ensure staff members don’t feel isolated from
the rest of the team.
The Australian Standard for Workstations, AS/NZS 44.43:1997, specifies the

minimum depths and sizes of desk or workstation bench tops. Correct
application of the workstation standards will not only help protect Call Centres
from occupational health and safety problems but will improve staff comfort and
lead to increased productivity.
Some workstation configurations are included at Appendix 3 to illustrate typical

arrangements in Call Centres.
4.6.3 ENVIRONMENTAL ISSUES

Environmental issues also need to be considered in the overall design of the
Call Centre facility. These include lighting, ventilation, noise levels, recreational
space, kitchens, lunchrooms and staff parking.
Lighting: natural and diffused lighting should be used where possible within
the Call Centre to minimise glare, reflections and shadows. One option is
installing vertical blinds for daylight control and using glare guards to prevent
problems with glare from artificial lighting. The standard lighting in most offices
is not suitable for a screen-based Call Centre environment. Anti-glare options
include fluorescent lights with triphosphor tubes and up-lights on the top of
workstations.
Ventilation: the Call Centre should have its own air conditioning temperature
controls and provide comfortable and consistent temperature and humidity. If
there are extended shifts, the air conditioning in the building must be
programmed to accommodate these requirements.

Noise: background noise can be stimulating within a Call Centre environment,
but excessive noise levels can cause problems with communication. A
relatively noise-free environment is desired. Soft furnishings, such as carpets,
partitions, and window blinds will help to absorb sound and minimise noise
levels. Headsets with built-in noise reduction facilities will also help.
Recreational Space: given the repetitive nature of telephone call handling and
the desk-bound nature of the job, it is important that CSO’s have a recreation
area separate from the workplace. Here they can get away from the phones for
short and longer breaks. Special breakout or quiet rooms with comfortable
chairs are ideal for this activity.
Kitchen and Lunchrooms: a dedicated kitchen / lunchroom area for staff will
help minimise food consumption at workstations and encourages staff to have
a proper break away from the phones.
Other rooms: where possible, fit out of the Call Centre should include training
rooms, interview rooms and a utility area. A dedicated area for specialist
coaching and training sessions and a confidential meeting room for discipline or
other issues are also worthwhile inclusions.
4.6.4 OFFICE EQUIPMENT

Among the resources required for the efficient day-to-day running of the Call
Centre are office equipment such as fax machines, photocopiers and printers,
whiteboards, training room furniture and equipment, TV / VCR, overhead
projector and shelves for stationery and other office items.
Place noisy and distracting support equipment away from the Call Centre.
4.6.5 SECURITY
Adequate provision should be made for security in the Call Centre. This
includes restricted access to customer records and the database, confidential
material, and personnel files. Secure areas for files, together with a system of
passwords to restrict access to information, are two methods that can be used.
The telecommunications and information systems room is also likely to be a

restricted area with access codes required. In addition, access codes are likely
to be required for overall access to the Call Centre facility.
The Call Centre must also have adequate protection against fire, water and
other damage. Proper backup facilities, with redundant telephone and
information systems, will also be required.
A secure carpark will be needed for staff safety, especially if the Call Centre
operates outside normal hours. An escorted security service is another option.
4.7 Staffing

Appropriate staffing is one of the most critical aspects in establishing a Call Centre.
Ensuring that correct numbers of staff are recruited and deciding on what levels
they will be hired are two key decisions in effective human resource management.
Elements of a typical staffing plan include:
Key Staffing Plan Elements

• Determine critical competencies and job standards;
• Develop position descriptions and person specifications;
• Set a process for staff selection;
• Decide on internal or external management of the process;
• Calculate number of staff initially required;
• Implement recruitment and selection process;
• Design the initial induction training program.
4.7.1 CALCULATING STAFF NUMBERS

The number of calls and their duration are the two important factors in
determining the staff numbers required in a Call Centre. Estimating call
volumes is more difficult in an inbound Call Centre than in an outbound Call
Centre.
The basic process for estimating staff numbers is as follows:

• Step 1 - Determine the number of calls to be made / received;
• Step 2 - Determine the average talk time for each call and after-call
work time;
• Step 3 - Determine the actual productive time of a CSO.
These are the definitions used as the basis for the calculations:
• Call time is the actual call time spent on the telephone;
• After-call work time is the time spent on the paperwork or data
processing associated with that call;
• An average CSO’s day is generally considered to be a six-hour shift or
360 minutes;
• Average contact time = call time + after-call work time;
• Average number of calls per day = 360 ÷ average contact time.
Staff Number Requirements Calculations Formula

minutes per CSO day = 360 minutes A
average call length 2 minutes (120s)
+ average after-call work time 1.5 minutes (90s)
= average contact time 3.5 minutes (210s) B
average number of calls per CSO A ÷ B = 360 ÷ 3.5 = 103 calls C
total number of calls per day 1500 D
STAFF REQUIRED = D ÷ C = 1500 ÷ 103 calls =
14.6 staff or 15 staff

When calculating staff, the number of calls handled per CSO is directly linked to
the service level objectives and call quality outcomes. In other words, a focus
on call quality outcomes may mean fewer calls handled per CSO. A further
discussion on key performance indicators and the focus on quality versus
quantity can be found in the Operational Guidelines.
4.7.2 HOURS OF OPERATION

An analysis of calling patterns early in the morning and late in the afternoon will
identify call trends (see 2.3 Assessing the current situation). This information
should be used to plan optimum operational hours of the Call Centre. A
decision to extend the operation of a Call Centre beyond a typical day (9 am-5
pm) will have significant implications in terms of the length of shifts required,
levels of supervision and the staff numbers required (see 3.3 Call-handling
strategies).
4.7.3 ROSTERING
The efficient rostering of staff to manage call volumes effectively is a vital role
within Call Centres. Overstaffing can lead to increased call costs while
understaffing leads to poor service levels, such as delays in answering calls
and increased abandonment rates.
If the Call Centre is constantly understaffed, there is a high risk of staff burnout.
This can have a significant effect on the overall quality of service delivery and
customer satisfaction levels. The result of understaffing may lead to customers
getting an engaged signal or being forced to wait on hold before having their
call answered.
In order to minimise staffing costs, staff need to be rostered according to call

peaks and troughs. If the Call Centre has more than 25 seats, a workforce
analyst may be needed to optimise resource allocation and associated costs.
Decisions also have to be made on the length of a shift. Seven-hour shifts in a

Call Centre may not be ideal given the repetitive nature of the work. Based on
call patterns, the use of four or five hour shifts to cope with peak call volumes at
various times during the day and week may be more appropriate. This would
also reduce the potential for stress and fatigue associated with the repetitive
nature of the calls.
It is also important to build up a pool of casual staff for optimum resource

flexibility or to use alternative technology solutions, such as call queue back,
IVRs or Internet-based technology.
4.7.4 STAFFING MIX

Call Centres tend to have a staff employment mix of full-time, part-time and
casual staff. The majority of Call Centres use permanent part-time staff who
work between 20 and 40 hours per week, with casuals handling peak call
times, evenings and weekend periods.

Many Call Centres use university students in shorter shifts. Using trainees can
also be very effective, given their ability to develop eventually into fully
productive Call Centre CSOs.
Most public sector awards are based on a 35-hour week. However, some
agencies operate Call Centres with a successful strategy of employing part-
time staff to cover peak periods, such as weekends. Helpful publications that
discuss flexible work options include Flexible Work Practices: Policy and
Guidelines produced by the Public Employment Office (1994,1995) and
Strategies for Flexible Workplace Arrangements, Premiers Department (2000).
Existing staff
The introduction of a Call Centre may lead to the relocation or reclassification of
some existing staff, as they become displaced by the specifically recruited Call
Centre staff. Agencies should consult Managing Displaced Employees: Policy
and Guidelines (1996) for information on how to manage displaced staff if staff
rationalisation becomes necessary.
Already established areas in the agency may also need to be integrated with
the Call Centre if staff there handle a high volume of customer contacts. Likely
areas include the switchboard and accounts payable and receivable.
4.8 Organisational structure
It is important to develop a structure that provides overall effective performance

management within a Call Centre. Figure 1 in Appendix 4 shows a typical
organisational structure for a 30-seat Call Centre. Typically a Call Centre with fewer
than 10 CSOs, would have a Call Centre manager, team leader and a combined
support staff member / CSO. A Call Centre with more than 50 CSOs would have
three to four team leaders, senior CSO levels, specialist support staff, a workforce
analyst and a staff development / quality assurance manager. Support staff for Call
Centres include information technology and telecommunications specialists and
finance and administration personnel.
Key roles
The manager of a Call Centre is ultimately responsible for the effective day-to-day
operations of the Call Centre as well as the overall long-term strategic direction and
development. The manager is a key member of an agency's senior management
team, given the strategic importance of a Call Centre to the agency.
Depending upon the size of the Centre, the Call Centre manager may have a team
of specialist personnel responsible for specific roles. If the Call Centre has fewer
than 25 CSOs, some of these specialist roles may be performed by the Call Centre
manager or allocated to a team leader.
The role of team managers / leaders includes coaching, double jacking,

performance management, silent monitoring, analysing statistical reports to identify
high and low performers, and overall responsibility for motivation / morale of their
team. The team managers / leaders should also acquire their Certificate IV in

Assessment and Workplace Training to ensure that on-the-job training of staff is
structured for maximum results.
By having senior CSO / workplace coach positions in place, a better career path will
be available to CSOs. The supervisor to staff team ratio, in general, should be no
more than 15:1 provided that there is one senior CSO / workplace coach in smaller
teams of seven or eight. In addition, a team-based structure should be introduced
for improved team management with team managers and senior CSO positions
responsible for the overall effective management and development of their team's
performance.
Typically, the key roles of Call Centre support staff include systems support and
maintenance, and administration / word processing.
Succession Planning
The Call Centre manager and team managers / leaders are important to the overall
effective management of a Call Centre. Consideration should be given to
succession planning within a Call Centre for the Call Centre manager's position.
Staff in the position of team managers can develop the required expertise over
time.
4.9 Recruitment and selection
The development of a rigorous recruitment and selection process is important,

given that the average cost of recruiting and training of staff in the industry is
estimated at more than $12,000 per position. Agencies should also consult a useful
report, Council on the Cost of Government Third Report (1997), which discusses
selection and recruitment costs.
Other sources of information on legislation and policies for public sector recruitment
and selection should be consulted before starting recruitment
These include:
• Public Sector Management Act, 1988;
• Public Sector Management (General) Regulation, 1996;
• Personnel Handbook,1999;
• Specific legislation governing statutory authorities.
The first major decision in the recruitment and selection process is whether to
conduct the process internally, externally using a recruitment agency, or a
combination of both. If the agency has no experience in the recruitment and
selection of Call Centre personnel, then one option is to use a specialist recruitment
agency. There are many general recruitment agencies, but it is important to select a
recruitment agency that has extensive experience in selecting Call Centre
personnel, particularly in the government sector, and that uses an advanced Call
Centre recruitment process.

Even when the selection process is undertaken internally, recruitment agencies
may be useful in screening and assessing applicants. They can streamline the
assessment of the available pool and short-list those candidates who are most
suitable. If large numbers of applicants are expected, then using a recruitment
agency in this phase of the process can be a time-saver.
Whether the recruitment process is handled internally or externally, the entire

process must be based upon the skills needed to do the job.
Essentially, the recruitment and selection process for CSOs should include:
Key Recruitment and Selection Processes

• Job analysis, position description and person specification;
• Telephone screening;
• Telephone interviews including voice analysis;
• Behavioural interviews;
• Behavioural role-plays;
• Face-to-face interviews;
• Reference checking.
Telephone interviews are an essential part of the selection process. The aim of
the telephone interview is to establish candidates’ work experience, communication
skills, telephone manner, voice skills and selling ability (if applicable). It will also
reveal their attitude, enthusiasm and the creativity of their telephone performance.
The most important part of the selection process is the role-playing. This provides
an opportunity to assess how good the applicants are at communicating and selling
themselves. Three specific role-play scenarios should be used to test the extent of
candidates’ customer service orientation, communication skills, ability to handle
complaints and phone-selling skills (if appropriate). Recording the role-plays will
enable them to be played back at a later stage to confirm initial impressions.
It may also be appropriate to incorporate the use of a Customer Service

Questionnaire (CSQ), a psychometric test developed by Saville and Holdsworth.
The CSQ has proven to be very effective in identifying suitable customer service-
oriented staff
The recruitment and selection process for the Call Centre manager and team
leader positions is likely to be more complex.
Given the strategic importance of the Call Centre manager to the effective
establishment and operation of a Call Centre, the recruitment and selection process
for this position may involve an executive search and placement process or be
handled by an external recruitment agency that specialises in this type of
recruitment. The selection process for the Call Centre manager may include
resume screening, psychological profiling, multiple interviews, agency presentation
and reference checking.
Recruiting team leaders will be similar to the CSO recruitment, but will emphasise
different skills. Here the emphasis will be on experience in leading and managing
teams within a Call Centre environment, important criteria for this level of position.
Behavioural questions at the interview could address these criteria, along with role-
plays based on specific scenarios involving motivating, coaching and counselling
team members.
4.9.1 OTHER EMPLOYMENT CONSIDERATIONS

Appointment conditions for each position and level also need to be specified,
including hours of work, pay rates, and leave entitlements.
Exit interviews are an important link with the recruitment and selection process
as they can identify issues that may need to be addressed within the Call
Centre, based upon the staff member's feedback.
4.9.2 POSITION DESCRIPTIONS

Clear descriptions of the roles and accountabilities for the positions of Call
Centre manager, team managers / leaders and CSOs need to be developed
and should include Call Centre key performance indicators (KPIs). Specific
accountabilities and performance measures vary for each level, but the
following tables indicate some of the relevant skills.
Key CSO Skill Requirements Priority Rating

High level customer service orientation 1
High level communication skills, including superior 1
voice skills
Team-based skills 2
Positive attitude under pressure 2
Keyboard and computer database skills 3
Key Team Leader Skill Requirements Priority Rating
Ability to effectively lead and manage a team 1

High level communication skills 1
Ability to motivate, coach and counsel team 2
Members
Ability to work well under pressure, meet deadlines 3
and effectively manage resources
Ability to provide a high level of customer interface 3
Key Call Centre Manager Skill Requirements Priority Rating

Ability to effectively lead and manage the Call Centre 1
High level communication skills 1
Ability to achieve agreed targets and KPIs 2
Ability to effectively manage resources within defined 2
budgets
High level focus on continuous improvement 3

4.9.3 INITIAL TRAINING AND INDUCTION PROGRAM
Appropriate training for Call Centre staff can improve productivity and service
levels by more than 15 per cent. A training and development plan for the next
12 to 18-month period should be developed and include ongoing training
programs for all staff in customer service and sales (if appropriate) techniques.
An important part of the training and development plan would be to conduct a

Training Needs Analysis and an individual Skills Assessment. These will help to
identify current competency levels and specific training requirements from both
an individual and team perspective, particularly if internal candidates are
selected.
Depending upon the size of the Call Centre and the ongoing training
requirements, a dedicated training position may be needed to manage staff
development training requirements. Ongoing training requirements are also
discussed in the Operational Guidelines.
4.9.4 TRAINING PROGRAMS

Even though specific training requirements differ from one organisation to
another, there are a number of common elements that should be incorporated
into induction programs. These include:
• Knowledge of the organisation, including its mission, vision and core
values, key performance objectives, office values and business
strategies;
• Product knowledge – products and services of the organisation,
including key uses and benefits, prices (if appropriate);
• Customer knowledge, including customer profiles;
• Communication skills, including voice skills and call-handling
strategies;
• Computer systems;
• Office procedures and hours of operation.
An induction and training manual should be developed. It should document the
entire training program, including lesson plans, facilitator's guide, overhead
transparencies and workshop manuals.
4.9.5 TRAINING STRATEGIES

Methods that can be used to train Call Centre CSOs include classroom
activities and call observation. However, accelerated learning techniques to
bring new staff quickly up to speed may use double jacking, product knowledge
tests, and one-on-one coaching.
Another option is for senior CSOs to be available on the floor to assist newer
staff. Experienced staff see this system as an appropriate recognition of their
knowledge and performance.
4.10 Marketing and communication strategies

The final major factor involved in the establishment of a successful Call Centre is an
effective marketing and communications role. Undertaking a project of this
magnitude will have a large impact throughout the agency. This will result in a
cultural shift, in terms of effective customer contact management. Communicating
the role and objectives of the Call Centre is vital to gaining acceptance and
recognition of the Call Centre's importance.
Both internal and external marketing and communication strategies will need to be
developed to ensure both agency staff and customers understand what the Call
Centre does (functionality), what service level objectives (KPIs) have been
established and how the Centre will improve the agency's service delivery.
Methods used to communicate to both internal and external customers include:

• An official launch of the Call Centre, with the relevant Minister involved;
• Call Centre newsletters, information briefs, video;
• Appointment of service liaison officers within the Call Centre to communicate
with other sections within the agency;
• Letters to customers and other key stakeholders;
• Media releases and other publicity.
The Call Centre needs to be integrated into the agency's overall marketing
strategy to maximise its effectiveness. This will help to coordinate the various
agency initiatives. This coordination will ensure that the Call Centre is not faced
with unexpected call volumes because it was unaware of a planned marketing
event. Unexpected call volumes that are not handled efficiently can lead to
widespread customer dissatisfaction, destroying the success of the marketing
strategy.

APPENDIX 5 Abbreviations for common Call Centre terms
1. ACD Automatic Call Distribution

2. API Application Programming Interface
3. ASA Average Speed of Answer
4. ATT Average Talk Time
5. BIC Best In Class
6. CATI Computer Assisted Telephone Interview
7. CBT Computer Based Training
8. CIS Customer Interface Services
9. CLI Caller Line Identification
10. CND Calling Number Display
11. CSR Customer Service Representative
12. CTI Computer Telephony Integration
13. D-AMPS Digital Advanced Mobile Phone Service
14. DRB Digital Ratio Broadcasting
15. EAS Expert Agent Selection
16. ERM Enterprise Relationship Management
17. GOS Grade of Service
18. ICR Intelligent Call Router
19. IDNX Integrated Digital Network Exchange
20. ISDN Integrated Services Digital Network
21. IVR Interactive Voice Response
22. MCU MultiPoint Conferencing Unit
23. PBX Private Branch Exchange
24. PCS Personal Communication Systems
25. PSTN Public Switched Telephone Network
26. RSA Reservations Sales Agents
27. SFA Sales Force Automation
28. SNMP Simple Network Management Protocol
29. SSA Switching System Adaptor
30. TCP/IP Transmission Control Protocol/Internet Protocol
31. TIO Telecommunications Industry Ombudsman
32. TIS Translating and Interpreting Service
Call Centre Establishment Guideline – Appendix 5 Page 43 of 44
33. TSR Telemarketing Sales Representative
34. VOIP Voice Over Internet Protocol
Call Centre Establishment Guideline – Appendix 5 Page 44 of 44

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2. STRATEGY AND OBJECTIVES ........................................................................4

Call Centre Establishment Guideline Page 1 of 44

Call Centre Establishment Guideline Page 2 of 44

These Establishment Guidelines are complemented by Operational Guidelines for

Call Centre Establishment Guideline Page 3 of 44

2.1 Why do you need a Call Centre?

Some examples include:

2.2 How can a Call Centre enhance an agency's service?

By replacing over-the-counter transactions with telephone contacts, agency and

2.2.1 ACHIEVING SPECIFIC OUTCOMES

Key reasons for establishing a Call Centre include the following:

2.3 Assessing the current situation

Once a decision to establish a Call Centre to improve customer service levels is

Call Centre Establishment Guideline Page 5 of 44

Generally speaking, a minimum of five dedicated staff would be required to

2.3.2 COMPLAINT AND CALL TRACKING

Agencies with a Telephone Information Management System (TIMS) will also

2.3.3 CURRENT RESOURCE ALLOCATION

2.3.4 THE IMPORTANCE OF UNDERTAKING CUSTOMER RESEARCH

Following is a checklist of the key information needed to understand customer

Market Research Checklist

Research should also include customers’ reactions to different technologies,

2.4 Range of alternatives to consider

Call Centre Establishment Guideline Page 7 of 44

Hotlines do not require a sophisticated telephony or information systems

Hotlines are generally classed as an unsophisticated customer contact strategy

Crises management is particularly important for natural disasters, such as

2.4.2 SHARED ARRANGEMENTS

One option is a shared arrangement with a Government agency that already

Call Centre Establishment Guideline Page 8 of 44

Agencies considering outsourcing should do so within the context of the

2.4.4 WHEN WOULD AN AGENCY USE AN OUTSOURCED BUREAU?

Such circumstances would include the following:

Call Centre Establishment Guideline Page 9 of 44

The effectiveness of the service will be influenced by the strength of the

In order to assess the overall quality of an outsourced bureau, the following

Assessment of Outsourced Bureaus

The decision to utilise an outsourced bureau for partial or complete customer

Testing a customer contact strategy before full-scale implementation is a

The choice of an outsourced bureau for customer contact may not be a

Call Centre Establishment Guideline Page 10 of 44

Prior to entering into any contractual arrangements, an agency should

An unconditional financial undertaking in the form of a bank guarantee may be

Service Specification and Mandatory Service Requirements

Call Centre Establishment Guideline Page 11 of 44

Agencies considering the establishment of a Call Centre need to address a wide

The importance of buying-in expertise with operational experience cannot be

2.5.1 MANAGING LATENT DEMAND

Implementing communication strategies that increase awareness of the Call

Call Centre Establishment Guideline Page 12 of 44

A good strategy to help meet the problem of increased call volumes is to

Call Centre Establishment Guideline Page 13 of 44

3.1 Role of the Call Centre

Key Decision Criteria

3.1.1 VISION STATEMENT FOR THE CALL CENTRE

3.2 Outsourcing vs Insourcing

3.3 Call-handling strategies

3.3.1 CALL OBJECTIVES

If the call-handling objective is to provide a 95 per cent call resolution, that is

Call Centre Establishment Guideline Page 15 of 44

3.3.3 ACCESS CONSIDERATIONS