This unit applies to any customer contact environment.
This work can be undertaken by specialist staff, administration organisers, operational team leaders or those with supervisory responsibility, depending on the size and structure of the contact centre.
Not applicable.
1. Analyse contact traffic data | 1.1 Access contact traffic data 1.2 Identify contact traffic patterns over short and long intervals 1.3 Identify anomalies and non |
2. Review forecasting and planning | 2.1 Incorporate the identified range of contact centre or customer contact phenomena into resource planning 2.2 Incorporate the issues arising from the impact of customer contact phenomena when forecasting and planning |
3. Plan labour requirements | 3.1 Determine basic inputs to queuing tools 3.2 Calculate resources required using queuing tools 3.3 Adjust results to account for quantitative and qualitative factors 3.4 Schedule levels of forecasted call and contact traffic 3.5 Maximise operational efficiency and customer service levels in schedules while minimising wage costs 3.6 Use the available skill base appropriate to schedule the most effective use of human resources 3.7 Communicate schedules to staff within designated timelines |
Required skills
communication skills to:
communicate with personnel at all levels
conduct effective formal and informal meetings
express ideas and concepts
supervisory skills to gain trust and confidence of colleagues and stakeholders
numeracy skills to:
carry out basic arithmetical calculations
apply financial understanding to adhere to budgetary resources
planning and organising skills to manage own tasks within required timeframes
self
comply with policies and procedures
seek learning and development opportunities
technology skills to organise data and information.
Required knowledge
budgeting principles
contact traffic measurement systems
operating environment requirements and objectives
organisational communication methods
queuing and forecasting tools
techniques for scheduling call and contact traffic.
The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.
Overview of assessment | |
Critical aspects for assessment and evidence required to demonstrate competency in this unit | Evidence of the ability to: prepare customer contact schedules demonstrate knowledge and use of key features of contact traffic measurement systems. |
Context of and specific resources for assessment | Assessment must ensure access to: information and databases for analysis activities standards and guidelines in relation to customer contact scheduling. |
Method of assessment | A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit: direct questioning combined with review of portfolios of evidence and third-party workplace reports of on review of call and contact traffic schedules for a range of timeframes, including consideration of contingencies and external factors oral and/or written questioning to assess knowledge of the impact of customer contact phenomena on forecasting review of stakeholder feedback on service. |
Guidance information for assessment | Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example: BSBCCO404A Gather, collate and record information BSBCUS401B Coordinate implementation of customer service strategies. |
The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.
Contact traffic data | data extracted from customer contact systems that can: detail statistics of numbers, types and times of contact be sorted and tabulated for individual agents and groups of agents data on other types of contact, including: face letters SMS (text messages) website. |
Intervals | periods for reporting, which may be: annual daily half hourly hourly seasonal weekly. |
Contact centre or customer contact phenomena | administration duties billing and credit issues climate, environmental and health factors equipment failures escalating contacts excessive call lengths excessive leave commitments external influences or factors marketing and competitor activity media attention training periods and team meetings. |
Queuing tools | Erlang B and C tools facilities within automated call distribution (ACD) systems that provide the capacity to sort and queue different types of calls according to pre |
Quantitative and qualitative factors | contact cost considerations marketing activity seasonal variations variations in staff availability variations in staff experience and skills and knowledge. |
Scheduling | business demands, goals and key performance indicators (KPIs) forecasting enquiries, by using a forecasting model that uses weighted averages from previous scheduling periods, including: calls escalations employee preferences heuristic, where call sequence is ordered by customer balance legislation and regulations operational constraints scheduling methods, such as: batch optimised: hourly scheduling (16-hourly lists) dynamic optimised: hourly scheduling (re-optimised at the beginning of every hour) work function projections, incorporating quality and quantity. |
Stakeholder relations – contact centre operations
This unit contains employability skills.
No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.