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I work in a call center environment currently in a service-oriented industry. Operations for a large scale call center can be very difficult to manage. It is important for managers in other organizational functions to understand at least the basics of what it takes to manage this operation in order to have proper expectations. As the call center sector of the organization is the customer-facing part, it is imperative that other parts of the organization that may impact call center operations understand what that impact might do to impact the customer experience. For example, IT issues that impact a customer who is on the phone with a representative become very time-sensitive.

Perhaps the biggest or most complicated part of operations management for a call center environment is staffing. It can be very difficult to anticipate call volume. Therefore, there is always a question of whether to err on the side of too many representatives and risk idle time or to not staff enough representatives and therefore risk longer wait times. The first option plays toward better customer experiences and the second plays toward lowering operational costs. Often, there is no one right answer but every choice involves tradeoffs or sacrifices in one way or another. Sometimes, outside of the box thinking can lead to innovative solutions. For example, having a section of staff that is able to proficiently perform multiple tasks and can, therefore, flex to one job responsibility or another. Therefore, if call volume is low, for example, that section of personnel could perform another needed function until call volume increases again. If that other job function is relative to another part of the organization, then managers in that portion could be wise to introduce such a solution, but they may only think of it if they have a good understanding of the operations management and accompanying challenges of that part of the business.