These Are Popular Applications In Real Estate Industry

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Six Attributes Of A Good Call Center Manager

The shortage of good call center managers is hard to spot. Call centers always have someone holding that title. Often, they’re just not the right person for the job.

Fundamentally there are two types of call center managers:

Those who are technology and process driven.

Those who understand human motivational psychology.

Ideally, a call center manager will be skilled in both fundamentals.

From my experience, a successful call center manager is 75%/25%, with 75% being a solid comprehension of what drives employees to give their fullest potential to their work.

Technology can be learned; even mastered. Being able to motivate and lead a group of people, which defines a manager’s ability, is not as simple as applying generalized management principles.

If I were interviewing candidates for a call center manager position, I would look for the following six attributes (Notice I did not write “skills.”):

1. Ability to lead. During the interview, uncover if the candidate has successfully led a group of people. Presumably, the candidate has call center management experience, so ask about other leadership roles, whether it was in Boy Scouts, the military, schools, team sports, etc. How do they define their leadership style? How do they measure if their leadership style is the right style for their team? Have the candidate give at least two STAR (Situation, Task, Action and Result) stories where they lead a team towards the desired result(s).

2. A sense of humor. As a call center manager, my use of humor, to create levity, is my greatest asset. A call center manager who takes themselves too seriously adds unnecessary stress to an already stressful environment. Eventually, they will alienate their supervisors and agents. Being able to showcase the fun and enjoyable aspects of being employed in a call center, and there are many, along with the benefits of, and exploiting them will naturally keep agent turnover to a minimum while maintaining a high morale level. Does the candidate appear relaxed and approachable? Do they make remarks that make you smile and laugh? We all enjoy being around people who are genuinely fun to be around.

3. Able to sell ideas. Call centers are constantly changing. Therefore, agents must be sold on the benefits of any change. Selling ideas, selling anything, comes down to show “What’s in it for me?” We buy into ideas that benefit us in some way (i.e. making our job easier, reducing stress, removing a tedious routine, and increasing efficiency). You can ask candidates how they would sell the importance of following the dress code’s policy regarding proper footwear. Would they use the approach that wearing sandals and flip-flops is a health and safety issue? Agents will more likely understand why this policy exists and therefore comply because there’s a “What’s in it for me?” in protecting their toes and health.

Give the candidate a hypothetical scenario, or better yet one your call center has actually experienced, where the agents had to learn a new process, technology, or there was a change in policy and ask how they would have sold this change to the agents.

4. Understands management is not about having control. Most call center managers have the misconception that their primary role is to “put out fires.” If a call center manager is spending their day putting out fires, this is a sure sign that they are not giving enough authority to their supervisors and agents to make decisions. Does requiring authorization to pick up overnight delivery costs warrant putting the customer on hold (increasing the call handle time), the agent’s time to locate a supervisor or the call center manager and then their time? In past call center, managerial roles, how much authority did the candidate’s agents have? Is the candidate comfortable with giving agents a high level of decision making?

A good call center manager makes sure their supervisors and agents have the tools and training to do their job and to make decisions which are in the customer’s and company’s best interest and then — here’s the key — allows (READ: trusts) their agents/supervisors to make those decisions.

Management is about guiding people towards a sought-after result(s).

5. A visionary. Great call center managers are always looking at the big picture. They have a vision of what their call center will look like in a year’s time, 3-years’ time, 5-years’ time and are navigating their call center to where they envision it will be. They should be comfortable sharing their vision with their leadership team and agents.

Outsourcing, web-enabling, marketing, Do Not Call registry, advances in telephony technology, teleworking, have forced call centers to operate differently than they did just five years ago. Give the candidate an overview of your company’s business model and who are your competition, then ask how they see the next level of the call center looking? This is where the 25% (technology and process driven) comes in. Are they on top of current call center technology? Do they see where they can integrate CRM software and workforce management to enhance the caller’s experience? How about feeding back results, data, and customer feedback to various department heads throughout the company so business processes, product lines, ordering can be adjusted to accommodate changing consumer demands?

Today we expect to be able to order a pizza by simply giving our telephone number. The agent repeats back our address and has our order history. Not long ago, this was not the case. Major pizza chains now offer the ability to order online and thru apps. I would venture to guess most pizza delivery orders today are done online. In 2010 was this the case? How has this changed the way a pizza chain call center interacts with its customers? The latest buzzword, for what it’s worth: Omnichannel

6. Outside the box thinker. By far, the most critical attribute for a call center manager to have is creativity. I am a big proponent of incentives to reward certain behaviors and key performance indicators (KPIs) and therefore spend a good portion of my time creating, implementing, and maintaining incentives. The return I get is well worth it, and I find the more creative, but not complicated, the incentive, the better the results.

Being creative in upselling, such as creating value packages, will yield much better results than merely trying to tack on a product or service to an order. Being creative in using technology to create call center efficiencies, increase revenue (even uncover new sources), or manage agents’ productivity is what differentiates a good call center manager from one that is mediocre.

Managing a call center is an art.

Of course, there’s much more to being a good call center manager than these six attributes. Having common sense, logical thinking and being comfortable making quick decisions would rank up there. Must have hard skills would be excellent, if not superior, verbal, and written communication skills. When looking for a good call center manager, keep in mind hard skills, while important, can be taught; soft skills cannot.

Real Estate Development in Saudi Arabia: A Thriving Sector

Saudi Arabia has been witnessing a remarkable boom in its real estate sector in recent years. The government's efforts to diversify the economy and attract foreign investments have played a significant role in the rapid development of the industry. With a growing population, increasing urbanization, and a strong demand for housing, the real estate market in Saudi Arabia has become one of the most lucrative sectors for investors.

The Kingdom has implemented various initiatives and reforms to stimulate the real estate market. Vision 2030, a comprehensive plan to transform the Saudi economy, has placed a strong emphasis on developing the housing sector to meet the needs of the growing population. The plan aims to increase the rate of homeownership to 70% by 2030, which has led to a surge in construction activities and infrastructure development.

One of the key drivers of the real estate sector in Saudi Arabia is the increasing foreign investment. The government has introduced several policies to attract foreign investors, such as allowing full ownership of real estate properties in certain areas and offering incentives and tax breaks. This has resulted in a significant influx of foreign capital into the market, leading to the development of mega projects and luxurious residential communities.

Furthermore, the government has also focused on developing affordable housing solutions to cater to the needs of low-income individuals and families. Initiatives like the Sakani program have been launched to provide affordable housing units and financial support to eligible citizens. This has not only addressed the housing shortage but has also created employment opportunities and boosted the economy.

The real estate development in Saudi Arabia is not limited to residential properties. The commercial and retail sectors have also witnessed significant growth, with the construction of modern office spaces, shopping malls, and entertainment centers. The Kingdom's ambitious plans to develop tourism and entertainment sectors have further fueled the demand for commercial properties.

In conclusion, the real estate sector in Saudi Arabia is experiencing a period of rapid growth and development. The government's initiatives, foreign investments, and the focus on affordable housing have contributed to the flourishing market. With the continuous efforts to diversify the economy and attract more investments, the real estate sector is poised to play a crucial role in the Kingdom's economic transformation.

Crisis management is the application of strategies designed to help an organization deal with a sudden and significant negative event.

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Business Chinese: Essential Mandarin Expressions for Online Meetings

Necessity is the mother of invention, particularly in a time when everyone is working from home. Online meeting platforms, such as Skype, Go

Are you often attending the online meetings? It provides the perfect opportunity to put your Chinese skills into practice. Here we’ve compiled a list of 32 essential phrases to help you tackle online meetings and take your business Chinese to the next level.

https://bit.ly/3IXlCaT

Role of Business Analysts in Testing

Purpose of testing

Software testing is a process of executing a program or system with the intent of finding defects. Testing is a concurrent lifecycle process of engineering, using, and maintaining test ware in order to measure and improve the quality of the software.

In simple words, testing is a process of verifying that the developed software system meets the specified requirements and business needs. Issues/defects identified during testing need to be analyzed, corrected, and retested.

The best practice in testing is to develop test cases as per the V-model given below:

As we can see, test cases can be prepared once requirements have been identified. Testing occurs at multiple levels. Business Analyst gets actively involved most of them. Here is a diagram depicting various types of testing and their focuses:

Role of Business Analysts in Unit Testing

Unit Testing is carried out on a single module or component. The programmers test the component independently to make sure that expected outputs are generated when inputs are provided.

The primary support provided by BA in this aspect of the component testing can be:

Boundary conditions taken care

Business rules incorporated in test cases

Required validations incorporated in component test cases

Provide clarifications on requirements allocated to the component

Role of Business Analysts in Integration Testing

Unlike testing of an independent single component, two or more components are involved in Integration testing. Integration Testing should be performed each time any changes to a component that is likely to impact associated components. Integration testing ensures multiple components and applications can work together. Programmers / independent QA team are responsible for carrying out integration testing.

The primary support provided by BA in this aspect of the component testing can be:

Data transformation rules taken care of

Interfacing rules incorporated in test cases

Provide clarifications on integration requirements allocated to the components

Role of Business Analyst in System Testing

System testing verifies that the system, as a whole, works as per specified requirements. Also called Business Process Testing or as End-to-end testing. System is performed to ensure that all system components run with one another. System testing also ensures that all interfaces work together properly.

Business Analysts are actively involved in System Testing. The following are common activities (not a comprehensive list)

Business process flows are incorporated in the test plan

Non-functional requirements are incorporated in the test plan

Provide clarifications on system requirements

Support Testing team to create system test plans

Review system cases prepared by Testing team

Create and execute the system test cases

Role of Business Analyst in User Acceptance Testing (UAT)

User acceptance testing is conducted by end users to give them the confidence that the system can be rolled out into production.

Business Analysts are actively involved during User Acceptance Testing. The following are common activities (not a comprehensive list)

Support Testing team to create acceptance test plans

Identify users for acceptance testing

Review acceptance test plan with key stakeholders

Support users during acceptance testing

Provide clarifications on system requirements

Obtain sign-off on system acceptance

Role of Business Analyst in Regression Testing

Regression Testing ensures that a change of a particular module does not negatively affect existing modules. Typically, a Regression Testing suite is a subset of system test cases. Business Analyst is generally involved in Regression testing. S(he) may carry out testing of a few critical test cases form the Regression suite to verify critically functionality is functioning.

Summarizing

Though Business Analysts’ primary role is to be the requirements owner in a project, they do play a significant role in software testing. To ensure that the developed system meets the business needs, Business Analysts get involved in assisting test case development, review, execution of part of test cases and support all stakeholders during testing activities.

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How to set a strategic direction?

- Consider your vision for the company.

- Reflect on the company's mission.

- Develop a plan.

- Set periodic goals.

- Set quantifiable goals.

- Adjust your strategic direction as necessary.

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Cash Flow - Business Finance Glossary

The Biz2Credit business finance glossary has the information of key financial terms used for your small business. This video explains the definition and meaning of the cash flow. Youtube.com…

How do we eliminate a company's operating expenses?

Eliminating a company's operating expenses entirely is typically not feasible, as these expenses are necessary for the day-to-day functioning of the business. However, you can significantly reduce operating expenses through various strategies. Here are some approaches:

1. Automate Processes

2. Outsource Non-Core Activities

3. Negotiate with Suppliers

4. Reduce Office Space

5. Energy Efficiency

6. Review and Cut Subscriptions

7. Optimize Inventory Management

8. Improve Employee Productivity

9. Outsource Non-Essential Roles

10. Renegotiate Debt and Leases

11. Utilize Freelancers and Part-Time Workers

12. Implement Cost-Effective Marketing

13. Streamline Operations

While eliminating operating expenses entirely is impractical, these strategies can significantly reduce them, improving overall efficiency and profitability.

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How to turn around a declining corporate

Turning around a declining corporation requires a strategic and multi-faceted approach. Here's a comprehensive guide:

1. Diagnose the Issues: Understand the root causes of the decline. Conduct a thorough analysis of financial statements, market trends, customer feedback, and employee morale to identify weaknesses.

2. Develop a Turnaround Plan: Create a detailed plan outlining specific actions to address identified issues. Prioritize initiatives based on their potential impact and feasibility. This plan should include short-term fixes and long-term strategies for sustainable growth.

3. Stabilize Finances: Focus on improving cash flow, reducing costs, and managing debt. This might involve renegotiating contracts, divesting non-core assets, or restructuring liabilities.

4. Reassess the Business Model: Evaluate the company's products, services, target markets, and competitive positioning. Determine if adjustments are needed to better align with changing customer needs and market dynamics.

5. Focus on Core Competencies: Concentrate resources on areas where the company has a competitive advantage. Streamline operations to enhance efficiency and effectiveness.

6. Invest in Innovation: Foster a culture of innovation to develop new products, services, or processes that can differentiate the company in the market and drive growth.

7. Strengthen Leadership and Governance: Ensure that the leadership team is capable and zaligned with the turnaround objectives. Implement transparent communication channels and accountability mechanisms.

8. Engage Employees: Empower employees by involving them in decision-making processes and providing opportunities for skill development. A motivated and engaged workforce is essential for executing the turnaround plan effectively.

9. Rebuild Customer Trust: Focus on delivering exceptional value and customer service to rebuild trust and loyalty. Solicit feedback from customers and act on it to improve the overall customer experience.

10. Communicate Effectively: Be transparent about the challenges the company is facing and the steps being taken to address them. Maintain open lines of communication with employees, customers, suppliers, and other stakeholders.

11. Monitor Progress and Adjust: Establish key performance indicators (KPIs) to track progress towards turnaround goals. Regularly review performance metrics and be prepared to make adjustments to the turnaround plan as needed.

12. Celebrate Successes: Recognize and celebrate achievements along the way to boost morale and maintain momentum.

Remember that turning around a declining corporation is a complex and often challenging process that requires commitment, perseverance, and strategic leadership.

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