呼叫中心人力资源精细化管理研究
|
摘要
近年来由于顾客服务要求日益提升,国内外呼叫中心发展迅猛,无论从行业类型、服务广度、深度方面都有了较大的拓展,国内的一些大型的呼叫中心也纷纷开始进行转型,向高绩效、国际化、多功能的客户接触运营中心迈进。在呼叫中心发展的同时,几乎令所有管理者都感到头疼的一个问题,就是如何能找到正确的员工,如何在人才运用的过程中保障人员的稳定性。本论文以“呼叫中心人力资源精细化管理研究”为主题,结合呼叫中心运营管理理论与企业实践,重点研究在当前的市场竞争环境下,如何运用精确管理的手段帮助电信运营商呼叫中心解决人力资源管理过程中存在的问题。
本文首先从以下方面分析了电信运营商呼叫中心面临的人力资源管理难题:包括高人员流失率,员工招募难题、缺少员工素质洞察、员工绩效—满意度不匹配,缺乏精确人员配置、人力资源规划预期业务量脱节等等人力资源管理难点。
其次总结了A公司呼叫中心成功解决上述问题的经验,针对占呼叫中心员工人数90%的客户代表(customer service representative CSR)的管理,建立了呼叫中心人力资源精确管理的模型。模型从员工吸纳和员工运用两个平台的精确化管理以及有效联动出发,来阐述在当前呼叫中心发展的大环境下,如何通过该模型的运用,最终实现对人的最优化管理,从而实现运营管理水平提升、盈利能力提升和企业成本降低。其中员工吸纳平台包括员工素质模型和员工招募精确化管理;员工运用平台包括员工精确排班、员工满意度精确管理、员工绩效精确管理和人力资源预警精确管理。
本文通过对个案企业的经验总结,发现上述人力资源精确管理模型能较好的解决目前国内呼叫中心所面临的人力资源管理中的难题,实现人员的最优化配置。本论文的研究成果,可为国内各类型的呼叫中心提供人力资源管理方面的参考,尤其对通信运营商的呼叫中心的人力资源管理具有一定的指导价值。
Recent years have seen increasing new requirements raised by customers, and the call centers at home and abroad have developed rapidly in terms of sector type and service width & depth. Some large-sized call centers have successively started transformation to stride towards internationalized and multi-function customer contact operation centers with high performance. As call centers develop, almost all the management levels are bothering about how to find and retain right staff members while bringing them into full play. Focusing on the topic“Case Study of Precise Human Resources Management for Telecom Carrier’s Call Center”and in light of the operation & management theories of call center and enterprise's practice, this article discusses how to help the telecom carrier's call center to fix the problem arising during the human resources management process by using precise management means under the fierce competition in the current market.
Firstly, this article analyzes the human resource management difficulties confronted with the telecom carrier's call center, including the high staff turnover rate, staff recruitment difficulty, lack of penetration in the staff quality, mismatching between the staff’s performance and satisfaction, lack of the precise personnel configuration, and the human resource planning out of line with the expected business volume.
Secondly, this article summarizes the experience of Company A in successfully tackling the above problems. The precise human resources management model of the call center is established to manage Customer Service Representatives (CSR) that account for 90% of the total quantity of call center staff. Based on precise management and effective linkage of the staff recruitment platform and the staff application platform, the model illustrates how to achieve the optimal management on human resources by applying it in the dominant environment for development of the current call center, thus improving the operation management level and profitability, and reducing the enterprise’s cost. Here, the staff recruitment platform consists of the staff competence model and precise management of staff recruitment. The staff application platform consists of precise staff roster, precise management of staff satisfaction, precise management of staff's performance and precise management of human resources pre-warning.
By summarizing the experience leant from the special enterprise, this article reveals that the above precise human resources management model can ideally solve the difficulties in human resources management facing the call centers in China, to implement the optimal configuration of personnel. The study result of this article can be used as a reference by all kinds of call centers in China in respect of human resources management, especially instructive to the communication carrier’s call center in human resources management.
本文首先从以下方面分析了电信运营商呼叫中心面临的人力资源管理难题:包括高人员流失率,员工招募难题、缺少员工素质洞察、员工绩效—满意度不匹配,缺乏精确人员配置、人力资源规划预期业务量脱节等等人力资源管理难点。
其次总结了A公司呼叫中心成功解决上述问题的经验,针对占呼叫中心员工人数90%的客户代表(customer service representative CSR)的管理,建立了呼叫中心人力资源精确管理的模型。模型从员工吸纳和员工运用两个平台的精确化管理以及有效联动出发,来阐述在当前呼叫中心发展的大环境下,如何通过该模型的运用,最终实现对人的最优化管理,从而实现运营管理水平提升、盈利能力提升和企业成本降低。其中员工吸纳平台包括员工素质模型和员工招募精确化管理;员工运用平台包括员工精确排班、员工满意度精确管理、员工绩效精确管理和人力资源预警精确管理。
本文通过对个案企业的经验总结,发现上述人力资源精确管理模型能较好的解决目前国内呼叫中心所面临的人力资源管理中的难题,实现人员的最优化配置。本论文的研究成果,可为国内各类型的呼叫中心提供人力资源管理方面的参考,尤其对通信运营商的呼叫中心的人力资源管理具有一定的指导价值。
Recent years have seen increasing new requirements raised by customers, and the call centers at home and abroad have developed rapidly in terms of sector type and service width & depth. Some large-sized call centers have successively started transformation to stride towards internationalized and multi-function customer contact operation centers with high performance. As call centers develop, almost all the management levels are bothering about how to find and retain right staff members while bringing them into full play. Focusing on the topic“Case Study of Precise Human Resources Management for Telecom Carrier’s Call Center”and in light of the operation & management theories of call center and enterprise's practice, this article discusses how to help the telecom carrier's call center to fix the problem arising during the human resources management process by using precise management means under the fierce competition in the current market.
Firstly, this article analyzes the human resource management difficulties confronted with the telecom carrier's call center, including the high staff turnover rate, staff recruitment difficulty, lack of penetration in the staff quality, mismatching between the staff’s performance and satisfaction, lack of the precise personnel configuration, and the human resource planning out of line with the expected business volume.
Secondly, this article summarizes the experience of Company A in successfully tackling the above problems. The precise human resources management model of the call center is established to manage Customer Service Representatives (CSR) that account for 90% of the total quantity of call center staff. Based on precise management and effective linkage of the staff recruitment platform and the staff application platform, the model illustrates how to achieve the optimal management on human resources by applying it in the dominant environment for development of the current call center, thus improving the operation management level and profitability, and reducing the enterprise’s cost. Here, the staff recruitment platform consists of the staff competence model and precise management of staff recruitment. The staff application platform consists of precise staff roster, precise management of staff satisfaction, precise management of staff's performance and precise management of human resources pre-warning.
By summarizing the experience leant from the special enterprise, this article reveals that the above precise human resources management model can ideally solve the difficulties in human resources management facing the call centers in China, to implement the optimal configuration of personnel. The study result of this article can be used as a reference by all kinds of call centers in China in respect of human resources management, especially instructive to the communication carrier’s call center in human resources management.
引文
[1]赵溪.客户服务导论与呼叫中心实务(第2版).清华大学出版社,2006:12
[2] COPC Customer service provider standards Steering Committee. COPC—2000 Customer service providers gold standard.COPC Customer service provider company,2007:201
[3]刘继海.基于客户感知和优选竞标的精确管理策略及实证研究[博士学位论文].中国科技大学,2007:11
[4]栾润峰.精确管理.东方出版社出版,2006:10
[5]刘继海.基于客户感知和优选竞标的精确管理策略及实证研究[博士学位论文].中国科技大学,2007:21
[6]欧阳锦.模糊管理与精确管理.兰州大学学报(社会科学版), 2002,01:145-147
[7]许来顺.精确管理破解绩效困局.当代经理人,2005,08:74-75
[8]栾润峰.悟道精确管理.中外管理,2007,11:65
[9]徐传宝.精确管理从定额体系入手.通信企业管理,2008,01:58-59
[10]林幼槐.精确管理—方法与工具.武汉大学出版社,2007:1
[11]范冀.电信运营企业发展的时代选择.通信管理与技术,2005,03:11-13
[12]陈建刚.试论中国电信如何抓好精确管理.信息网络,2005,07:49-51
[13]韩群.IBM全系统高可用性战略路线图助力电信企业转型.通信世界,2006(24):20
[14]汪炜,范建国等.让客户与客户经理双向选择以“优选竞标”推进人力资源精确管理.通信企业管理,2007,05:68-69
[15]彭剑锋,荆小娟等.员工素质模型设计.人民大学出版社,2006:12-13
[16]陈维政,余凯成,程文文.人力资源管理与开发高级教程.高等教育出版社,2004:170
[17] Hap Brakeley,Peter Cheese et.The High-Performance Workforce Study.Accenture,,2006:78
[18] (美)克雷曼著,孙非等译.人力资源管理:获取竞争优势的工具.机械工业出版社,2003:205
[19] John M. Ivancevich.Human Resource Management 9th edition.McGraw-Hill Company ,2006,281-286
[20] (美)赫尔曼著战凤梅永祥译.留住雇员心:21世纪人才战略.机械工业出版社,1999:235
[2] COPC Customer service provider standards Steering Committee. COPC—2000 Customer service providers gold standard.COPC Customer service provider company,2007:201
[3]刘继海.基于客户感知和优选竞标的精确管理策略及实证研究[博士学位论文].中国科技大学,2007:11
[4]栾润峰.精确管理.东方出版社出版,2006:10
[5]刘继海.基于客户感知和优选竞标的精确管理策略及实证研究[博士学位论文].中国科技大学,2007:21
[6]欧阳锦.模糊管理与精确管理.兰州大学学报(社会科学版), 2002,01:145-147
[7]许来顺.精确管理破解绩效困局.当代经理人,2005,08:74-75
[8]栾润峰.悟道精确管理.中外管理,2007,11:65
[9]徐传宝.精确管理从定额体系入手.通信企业管理,2008,01:58-59
[10]林幼槐.精确管理—方法与工具.武汉大学出版社,2007:1
[11]范冀.电信运营企业发展的时代选择.通信管理与技术,2005,03:11-13
[12]陈建刚.试论中国电信如何抓好精确管理.信息网络,2005,07:49-51
[13]韩群.IBM全系统高可用性战略路线图助力电信企业转型.通信世界,2006(24):20
[14]汪炜,范建国等.让客户与客户经理双向选择以“优选竞标”推进人力资源精确管理.通信企业管理,2007,05:68-69
[15]彭剑锋,荆小娟等.员工素质模型设计.人民大学出版社,2006:12-13
[16]陈维政,余凯成,程文文.人力资源管理与开发高级教程.高等教育出版社,2004:170
[17] Hap Brakeley,Peter Cheese et.The High-Performance Workforce Study.Accenture,,2006:78
[18] (美)克雷曼著,孙非等译.人力资源管理:获取竞争优势的工具.机械工业出版社,2003:205
[19] John M. Ivancevich.Human Resource Management 9th edition.McGraw-Hill Company ,2006,281-286
[20] (美)赫尔曼著战凤梅永祥译.留住雇员心:21世纪人才战略.机械工业出版社,1999:235