Diploma in Call Centre Management

Course Syllabus

Call Centre Management - Credit Value: 1.0

General Aim

To provide existing and prospective call centre managers with an extensive, detailed and critical knowledge of call centre operations and to develop a range of skills, techniques and practices in the management of human and technological resources in relation to financial services sector call centre management.

Specific aims

1. To develop extensive, detailed and critical knowledge and an understanding of the operational structure of typical call centres within the financial services organisations and how these integrate with overall business objectives and strategy.
2. To analyse call centre technology and telephony systems and how to plan, evaluate and assess operational resources.
3. To develop the ability to critically analyse and synthesise views on human resource planning in the call centre, including recruitment and selection, performance management and leadership and motivation of staff.

Content

1. Overview

Definition of a call centre
Evolution of the call centre industry, the size of the market and the importance to the economy
Call centres in the regulated financial services sector

2. Business Planning

How the call centre integrates with overall business objectives within a financial services organisation
The integration of the call centre with other parts of the business and distribution channels.
Setting service level agreements with associated business units
Planning the call centre:
- In house and outsourcing
- Inbound and outbound call activity

3. Technological Resources

Planning the technological and telephony resources in a web integrated call centre:
Customer Relationship Management (CRM) systems
The Automated Call Distributor (ACD) system
Planning utilisation of technological resources in relation to setting service level targets
Planning contingencies for risk assessment and disaster recovery

4. Human resource planning

5. Planning staffing levels

Identifying agent resources and agent utilisation
Planning the team and team management resource

6. Recruitment and selection methods

Designing job and person specifications
Designing and implementing appropriate selection methods, in line with Financial Services Authority requirements
Induction of new recruits
Monitoring absenteeism and staff attrition levels
Discipline and grievance procedures

7. Managing performance and quality

Designing a performance management system
Methods of monitoring and measuring call quality
Benchmarking

8. Training, development and coaching

Identifying training needs
The training cycle
Theories of how people learn
Selecting appropriate training and coaching
Designing a personal development plan

9. Principles of management, leadership and motivation and their practical applications within the call centre environment

Theories of management and leadership - an overview of trait, style and contingency approaches
Theories of motivation
Theories of team building
Managing conflict

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Marketing Financial Services - Credit Value: 1.0

Aims

General Aim

To provide an extensive, detailed and critical knowledge and a range of skills, techniques and practices in marketing financial services.

1. To gain a detailed understanding of the marketing role in financial services.
2. To evaluate the importance of understanding both customer needs and market segmentation.
3. To gain an understanding of how to critically analyse and synthesise information and formulate marketing plans that align with overall business plans, customer trading cycles etc.
4. To develop Quantitative skills including data analysis, interpretation and extrapolation.
5. To critically review the practical application of marketing plans in a retail environment within the bank and analyse how this influences the decision making process of both the bank and its customers.

Content

1. Explain and describe the concept and the practice of marketing.
2. Outline the nature and evolution of marketing in the banking sector.
3. Differentiate between the marketing of products and the marketing of services.
4. Explain how an organisation markets its products or services.
5. Outline the major elements of the environments which influence the marketing activities of banks.
6. Explain why an understanding of customer behaviour is essential for effective marketing.
7. Describe the main stages of the consumer buying decision process.
8. Describe the components of the service encounter using the Servuction System model.
9. Compare and contrast organisational buying behaviour and consumer buying behaviour.
10. Describe the processes involved in market segmentation and target marketing.
11. Describe the main activities involved in relationship marketing.
12. Describe the components of a marketing information system.
13. Explain why and how market research is conducted by organisations.
14. Differentiate between marketing planning and corporate planning.
15. Undertake a situation analysis, using the technique of defining and strengths, weaknesses, opportunities and threats for a given situation.
16. Outline the contents of a branch marketing plan.
17. Explain the need to market benefits rather than product/service features.
18. Describe and explain the concepts of product life cycle, product range portfolio and new product development.
19. Outline the main methods of communication and in particular the management of the promotional mix.
20. Describe the role of price and the intricacies of price setting.
21. Describe the choices required in relation to decisions about distribution channels.
22. Describe the key elements that need to be considered when managing the bank’s service personnel.
23. Explain why physical evidence needs to be seen as an integral part of the marketing mix.
24. Describe the elements of the bank's processes that need to be managed if customer satisfaction is to be maintained.
25. Explain the need for differentiation in the marketing of financial services.
26. Outline the elements of retailing which are relevant to the banking environment.
27. Explain the concept of service quality and in particular the aspects of technical and functional quality.
28. Describe and explain the role and importance of internal marketing.
29. Describe the main considerations when undertaking branch promotions.
30. Describe the differences between domestic and international marketing and explain the reasons why banks attempt to expand into international markets.
31. Outline the criteria and approaches used to identify the most attractive countries to enter.
32. Describe the options available to a bank in terms of market entry.
33. Explain the options available in terms of developing and controlling an international marketing mix.

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Managing People - Credit Value: 1.0

General Aim

To provide the student with extensive, detailed and critical knowledge required to manage both themselves and their team within the financial services environment.

Specific Aims:

1. To provide an insight in to the development of the role of the manager in organisations up to the present day.
2. To give an insight into how a manager can maximise the performance of his/her team.
3. To develop an ability to apply knowledge and understanding of business and management by critical analysis, evaluation and synthesis of complex issues.
4. To create a range of skills, techniques and practices in financial services management at a professional level.

Content

1. Management and its Role in the Organisation

Definitions of management and leadership
The functions and roles of management
The role of management in the organisation

2. The Role of the Manager through History

The history of management writing
The classical school
The human relations school
The systems school
The contingency school

3. Communication

Definition of communication
How we communicate
Barriers to communication and how to overcome them

4. Meeting Management

The importance of meetings
Guidelines for effective meetings

5. Delegation

Definition of delegation
The advantages of delegation
What can/cannot be delegated
The delegation process

6. Time Management

The importance of work/life balance
Time management techniques

7. Decision Making and Problem Solving

The levels of decision making
The decision making process

8. Stress Management

The difference between stress and pressure
Definition of stress
Sources of stress
Dealing with stress and recognising stress in others

9. Leadership

Recap on definition of leadership
Stages of team development
Leadership styles
Effective teamworking

10. Motivation

Approaches to motivation

11. Performance Management

Appraisal systems
Objective setting
Development planning
Reviewing and appraising performance
Dealing with difficult situations
Communicating within performance management

12. Recruitment and Selection

The recruitment and selection processes
Competency based selection

13. Training and Coaching

The learning cycle and learning styles
The advantages of coaching
The coaching process

14. Formal Management Procedures

The grievance procedure
The disciplinary procedure
Procedures to improve performance
Attendance management procedures
Counselling

15. Legislation & Regulation

Equal Opportunities
Health & Safety
The Rights & Obligations of Trade Unions & Trade Union Membership
The Impact of the EU on Employee - Employer Rights

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Management Strategy and Leadership - Credit Value 1.0

Aims

General Aim

To provide the student with the ability to apply the principles of strategic management and leadership by critical analysis and evaluation of their working environment.

Specific Aims:

1. To provide an insight into the organisation and the role of the manager and leader therein.
2. To give an understanding of the role of strategic management within the organisation, incorporating strategic change, strategic analysis and strategic choice.
3. To develop an ability to apply knowledge and understanding of management and leadership by critical analysis, evaluation and synthesis of complex issues.
4. To create a range of skills, techniques and practices in financial services management at a professional level.

Content

1. The Organisation and the Manager

Definition of the Organisation
The Role of the Manager
Management v. Leadership
An Historical Perspective on the Study of Management

2. Managing Individuals and Teams

The Role of Groups in the Organisation
Motivation
Communication
Human Resource Management
Organisational Culture
Conflict
Change Management

3. Leadership

Definition of Leadership
Theories of Leadership

4. Themes in Management

Managing Different Cultures
Managing Quality
Social Responsibility and Ethics
Enterprise and Innovation

5. The Strategic Management Process

The nature of strategic thinking
Strategic management and operational management
Corporate strategy and business unit strategy
Development of strategy

6. Organisational Mission and Objectives

Business definition and organisational mission
Strategy and organisational culture
Strategy and organisational structure
Hierarchy of objectives
Organisational objectives
Relationship with operational objectives

7. Strategic Change

The nature of strategic change
The management of strategic and cultural change
The styles of managing strategic change
Drivers of strategic change

8. Strategic Analysis

The external environment appraisal
Market, industry, customer and competitive analysis
The internal resource and capability appraisal
SWOT analysis
Sources of competitive
Expectations and purposes

9. Strategic Choice

General strategies
Types of generic strategy alternatives
Strategy development
Entrepreneurial approaches to strategy
Evaluating strategic options

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