Contact Center Manager

Call Center Manager

The primary job function is management of the contact center, which provides customer sales and service by telephone, email, chat, text, and other forms of electronic communication. The Manager supports the Call Center Representatives, helping them to acquire the skills and performance required to meet and exceed their objectives. The Manager's objective is to create a positive work environment that contributes to the Call Center's ability to deliver superior service to customers. The Manager spends approximately 75% of their day logged into the telephone system to handle overflow contacts when necessary. The Manager spends approximately 50% of their login time working with Representatives to observe, assess and develop performance in efficiency, effectiveness; delivery of accurate and complete information; and professional communication skills. The Manager reviews and discusses the previous day's service statistics with the team. The Manager also assesses each Representative's attendance, tardiness, and work schedule adherence in accordance with bank guidelines. The Manager supports the Bank's goals by communicating objectives and results each day to encourage, recognize, and reward Representatives for meeting and exceeding objectives.

Essential Job Functions/Responsibilities

The essential functions include, but are not limited to the following:

• Manage Call Center Representatives
• Contact Quality: The Call Center Manager is responsible for observing each Representative's job performance every month. The Manager will accomplish this by listening regularly to calls with the Representative through side-by-side and remote service observance. The Manager documents performance and shares opinions with the representative. Side-by-side (in-person) and remote observation sessions are conducted weekly, covering three (3) calls per session. The Manager uses a program-specific contact observation form to score each contact in conjunction with a document describing the elements of contact quality and the specific behavior expected of the representative for each component of contact quality.
• Coaching and Development: In conjunction with the observation sessions, the Call Center Manager provides immediate feedback to each Representative regarding his/her work to help the employee become more knowledgeable and proficient, making use of all available systems, tools, training, and reference materials.
• Documentation and Analysis: The Call Center Manager documents each session with an analysis of the Representative's performance. The Manager enters data from observation sessions into a contact quality database and analyzes each representative's contact quality history to identify behavioral trends and determine the areas of opportunity. The Manager also documents any conversations about the Representative's performance. This includes documentation supporting positive feedback given during an observation session in the event that a formal action plan is not necessary.
• Action Plans: The Call Center Manager meets with each Representative to agree on an action plan for improvement based on his/her performance trend. The Manager designs and implements a formal action plan to improve Representatives' performance in each designated area of opportunity. The Manager monitors each Representative's progress to ensure continuous improvement to meet the bank's objectives.
• Time Management: The Call Center Manager schedules time for observation sessions and development sessions with each Representative. The Manager determines which Representatives require development sessions, including the quantity and frequency of each. The Manager agrees on a follow-up date with each Representative to review progress on his or her action plan. The Manager shares performance observations with the Representative within 24 hours of any observation session. If this discussion does not take place within 24 hours, the contact observation session is considered "diagnostic" and the session is repeated to meet the requirement for 24-hour feedback.
• Incentives and Recognition: The Call Center Manager develops recognition programs to recognize and reward both outstanding performance and performance improvement and administers these programs in conjunction with bank-wide recognition programs.
• The Forecasting and Staffing: The Call Center Manager uses a comprehensive forecasting and staffing model to forecast volume and average handle time based on historical records from the contact management system to create staffing requirements for the Call Center, optimizing the use of resources.
• Adherence to Schedule: The Call Center Manager reviews the following historical and/or real time reports from the contact management system daily to manage schedule adherence for their team:
• Split or Skill Summary
• Representative Log In/Out
• Representative States Report
• Representative Trace (if applicable)
• Attendance and Tardiness: The Call Center Manager is present with his/her team at start of each shift. The Manager addresses occurrences of absence and tardiness immediately and privately on an individual basis. Each incident is documented, and disciplinary action is taken in accordance with guidelines established by the Bank.
• Report Review: The Contact Center Manager also reviews reports daily and signs off on exceptions as required in adherence to budgeting guidelines:
• Sales Referrals
• Product Sales
• Exception Reports
• Waivers and Refunds of Service Charges
• Additional reports as required
• Deliver quantitative results.
• Contact Quality: The Call Center Manager must meet minimum contact quality goals on a monthly basis as established by the Bank. Contact quality is measured either by remote observation, through customer satisfaction surveys, or both.
• Service Level: The Call Center Manager must meet minimum service level standards on a daily, weekly, and monthly basis as established by the Bank. Service level is measured by the Bank's telephone system and tracks the number of calls answered within a minimum period (example 80% of all calls offered are answered within 20 seconds or less).
• Outbound Campaign Goals: The Call Center Manager occasionally manages outbound sales campaigns performed by Call Center Representatives to prospects and customers (such as welcome programs, cross-sell and upsell programs, and product inquiry follow-up programs), and is expected to meet sales and conversion goals set for each campaign.
• Observations: The Call Center Manager completes three full call observations per Representative per week, measured monthly for each Representative on their team. To be effective, observations are conducted regularly, with three calls per session throughout the month.
• Headcount: The Manager must meet service levels by staying within the minimum and maximum headcount targets assigned by the Bank.
• Financial: The Manager must manage the Call Center within its annual budget, in accordance with expense guidelines established by the Bank.
• Manage call center operations.
• Responsibility and Leadership: The Call Center Manager serves as a role model for the team as Representatives learn more from displayed behavior than from conceptual learning. A large part of the Manager's activity is conducted on the floor with the team. The Manager attends and participates in all appropriate meetings, assists Representatives when needed, and follows departmental policies and procedures to motivate employees and recognize outstanding performance. The Manager is also responsible for initiating the disciplinary process leading up to and including termination where such action is warranted.
• Individual Growth and Contribution: The Call Center Manager takes ownership in his/her individual growth and personal contributions to the bank and the Call Center. The Manager takes steps to develop existing skills and to acquire new skills, including those that may enable them to be assigned and/or promoted to other positions at the bank.
• Responsible for Interactive Teller Machines (ITM)

Supervisory Responsibilities

Oversees Assistant Manager and Call Center Representatives.

Physical Demands

This position is an office-based position in terms of physical demand. Employees are expected to be able to operate their fingers and hands to perform functions such as typing, writing, and filing. Employees must also be able to move throughout the office with ease while also being able to sit for extended periods of time. Employees must be able to see and hear in an office setting that does include much noise going on around one's workspace. While this job is mainly clerical, there are instances in which employees must be able to transport up to 20 pounds.

Work Environment

This job operates in a bank branch office. It is a professional environment.

Note

The above is a description of the ordinary duties of the position. It should be expected that from time-to-time other duties (both related and unrelated to the above) may be assigned and are therefore required.

Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

North Easton Savings Bank is dedicated to being an equal opportunity workplace. To reach and maintain this goal, the Bank strictly prohibits harassment and discrimination based on gender, sex, race, ethnic background, age, physical disability, mental disability, and anything else protected by law. North Easton Savings Bank welcomes diversity and we believe that diversity is the root of successful teams and an overall successful workplace.

Requirements

Minimum Qualifications (Education/Knowledge, Skills, & Abilities)

• Associate or bachelor's degree preferred, High School diploma (or equivalent) required.
• Prior management experience with proven supervisory skills.
• Minimum (3) three to (5) five years of banking experience with strong