call center management

5 Steps To Developing Top Level Call Center Management

When you are looking for call center management talent, the first place to identify quality candidates is within your own pool of Brand Specialists.

Today’s blog features the first of five steps to adopt as part of your process to identify and develop future managers.

Your candidates will be ready when you need them.

Here’s what you should do for your call center management

Step 1: Selection. Select potential internal candidates for development based on criteria such as:

  • Performance in training
  • Interaction with trainers & team
  • Professionalism
  • Reaction times & effectiveness
  • Quality observations
  • Willingness to assist new hires

Step 2: Observation. Design focus groups on such topics as Team Improvement to observe the candidates’ abilities.

Observe characteristics such as:

  • The degree to which the candidate is able to identify job improvements
  • Their individual acumen to address a range of issues
  • What customer experience means to them and how they react to customers
  • Whether they are consistent, confident, capable & articulate

Step 3: Shadowing. The candidate observes their manager in the full daily routine.

  • The candidate follows the manager through the course of a day and observes how the manager interacts with call center and client staff
  • They are mentored on the management of the business through analysis of metrics
  • The call center manager queries the candidate on what they’ve experienced, such as what they took away from a weekly touchback meeting with the client
  • Candidate presentation skills are also developed as they are asked to analyze and present the day’s metrics to explain the team’s service level performance

Step 4: Skills Identification. The candidate’s strengths are developed and recognized formally.

The manager informs high-level operations executives of high-potential candidates.

Additionally, candidates participate in corporate training and development programs developed by ICMI.

The candidate’s strengths are developed and recognized formally.  

Step 5: Challenge. Seek opportunity to amplify the candidates’ strengths.

Provide them with the scenarios to use their skills, even if the relevant tasks are not the primary focus of the candidate’s job.

  • Give candidates with strong trainer skills, for instance, the opportunity to participate in classroom trainings during the course of their assignment.
  • Create an environment in which candidates are allowed to learn and can take risks. Let them make their own mistakes – and help them learn from them. Reinforce that mistakes are teachable opportunities.
  • Give candidates honest feedback. Even though it’s sometimes difficult, the candidate benefits from an honest evaluation and discussion of their opportunities for improvement.



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