Justification for floor support

[Chitown]

I am the Trainer in a 30 person call center which is quickly growing. The problem is this...With 30 agents, there is only one Customer Care Supervisor, who is so busy reporting on metrics that this person has no time to provide important functions such as answering the agents questions, coaching them, or motivating them. The agents are completely unmotivated due to lack of support. I am having no luck in convicing upper management that a "floor support" person is needed to take on these tasks.
Any suggestions?
Does anyone have a great example of a call center org chart?

[Frank A. Engle]

A 30:1 ratio is extremely high even in the most simple of call handling operations. I'm not sure that an org chart is going to convince management that there need to be more supervisory help.

I would suggest you look into membership in your local ATA or HDI and get some data from colleagues in your area and in your related vertical market...perhaps even competitors if possible. Nothing convinces management quicker than having examples from a related company or competitor.

Good Luck!

[csteven]

Sounds like your mgt is crazy. Anyway, in the meantime, why not have the supervisor "deputize" some of the more experienced reps to act as "supervisors". They can handle the newer agents' supervisor calls. They may also generate some of the reports to keep the supervisor's eyes out of his PC & into this floor. The ratio is 30:1 now, but I have a feeling it will be 30:0 once the supervisor gets burnt out.

Good luck.

PS: I was a trainer in a call center too. If you're only responsible for 30 pax, then perhaps you can also help out on sup?

[gkern]

It sound like the easy solution would be to automate the reporting so that more time is available for productive work. Ours is completely automated. Managers NEVER have to spend time generating or distributing reports. This is a home grown application, but if you are interested in seeing it we could show it to you on line. We have no plans for selling it, but you can take a look at what it does and see if it something you could set up.

Greg Kern
CallTech
512-261-0409

[Johanna Lubahn]

If I understand your situation correctly, one supervisor is double the normal span of control. Administrative work rarely, if ever, makes your company money or generates revenues. I suggest putting together some goals that demonstrate added value to the company and that will offset the cost of an additional FTE. You may want to focus on reduced absenteeism, additional revenues, etc. Use these goals as the Key Result Areas (KRA's) for the new position, track and report them on a regular basis.

[Jimmy Childs]

The supervisor should not be doing reports. Those should all be sql's or reports set to run automatically. The supervisor should be spending 90% assisting agents. Reports are not profitable. Find a way to change responsibilities. Trainer can help. If management is unwilling to change report responsibilities, start looking for another employer. Don't tell anyone. Your call center will die.

[Process]

One of the things I have tried being in a similar situation in a start up call center is to get the agents themselves involved in the evaluation process. I have noticed that team meetings, cross coaching sessions and basic agent networking improves morale and efficiency. I have seen colleagues go to the extent of having agents critique on another, prepare ongoing training modules, etc... All for the purpose of getting them to be more self sufficient. I hope this helps.

Good Luck!

[virtuo1]

The average ratio per agent to supervisor is 12 < 1. In FTE justification you may want to quantify the effect in monetary amounts due to gap in service regarding capacity vs. demand. Take into account the Bell Curve and work to close the gaps on the sides.