Call Center Management Training - Skills | ICMI
Empowering contact center excellence for 30 years!

Essential Skills and Knowledge for Effective Contact Center Management

Delivery Method



Symposium (Classroom)
In-person, multi-day training.

June 21-22


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Symposium (Classroom)
In-person, multi-day training.

November 15-16
San Diego


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Client Site Training
Bring this course to your facility.


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The fundamental principles of contact center management that equip call center management professionals to build exceptional operations and careers

Advance the success of your call center and achieve your professional career goals with a solid foundation in planning and managing an exceptional call center through ICMI’s Essential Skills and Knowledge for Effective Contact Center Management training course. This is ICMI’s flagship course – the highest-rated in the industry and attended by more key call center management personnel than any other contact center course available.

Evolving customer expectations, the rise of social media, proliferating contact channels and the heightened strategic role of customer services are changing contact centers dramatically. You’ll learn how to apply the core principles of managing a contact center to these critical new environments.

This course is guaranteed to give key staff involved in resource planning, call center analysis and performance reporting the tools necessary to make real, lasting, bottom-line financial impact.

What you will learn:
  • Create an effective planning process that will improve quality and efficiency
  • Reduce call center costs and improve your bottom line
  • Meet service levels consistently and measurable
  • Forecast the workload and create schedules that meet the needs of customers and employees
  • Improve performance by choosing the right metrics and goals
  • Manage a wide range of access channels, including social media
  • Win the support and recognition of senior management

New and Updated Course Content

After decades of evolving customer experiences, this course includes new and updated coverage of:

  • Contact center strategy
  • Serving customers via social channels or social service
  • Performance measures
  • Multichannel management
  • New calculations, tools, exercises and definitions
  • Best practices in categorizing customer interactions
  • The benefits of home agents
  • Effective budgeting
  • Managing upward
  • Impacts on individual performance
  • Getting the right adherence to schedule (ATS)
  • Promoting the value of contact centers

Course Materials
  • Printable slide presentation
  • QueueView: A Staffing Calculator
  • Industry articles
    • A Primer on Service Level Agreements
    • Are You Getting - and Using - the Data You Need?
    • Calculating Staff Required to Meet E-mail Response Time Objectives
    • Call Center Technology Trends: Views from the Experts
    • Colorful Staffing Strategies to Add to Your Palette
    • Communicating Call Center Dynamics to Senior Management
    • Contact Center Contact
    • Establishing and Meeting Call Center Performance Objectives (Parts I-III)
    • Excerpt from Call Center Management on Fast Forward
    • Forecasting and Scheduling: Beyond the Basics
    • Forecasting without Numbers
    • Getting More from Your Quality Assurance Program
    • High Absenteeism? Treat the Illness, Not the Symptoms
    • How to Determine an Appropriate Agent-to-Supervisor Ratio for Your Center
    • Identifying Group Performance Made Easy
    • Identifying the Right Call Monitoring Performance Standards
    • Monitoring and Coaching Programs: Building Companywide Support
    • Monitoring and Coaching Programs: Ensuring an Effective M&C Process
    • Real-Time Management...without the Hangover
    • Real-Time Recovery Should Be the Exception, Not the Rule
    • Scheduling for Today's "Do-It-All" Call Center (Parts I-III)
    • Six Common Skills-Based Routing Mistakes to Avoid
    • Skills-Based Routing: Top Problems and Solutions
    • The Benchmark Trap: Three Reasons Why Your Comparison Data May Be Flawed
    • The Call Center's Contribution to Strategic Business Units
    • The Do's and Don'ts of Delay Message Content
    • The Impact of Staffing Levels on Toll-Free Costs
    • The Truth About Agent Occupancy
    • Twelve Traits of the Best Managed Call Centers
    • Understanding How Queues Behave
    • We Must Be Accessible!
  • Handouts

Additional Recommended Reading

This is one of the best courses that I have attended! Learned many tools that I can apply directly to my business today.

Clarence Mah, Manager, WCB

Course Outline

Module 1 The Dynamic Contact Center Profession

  • Define contact center management
  • Describe the contact center management profession
  • Identify the challenges of contact center management

Module 2 The Planning and Management Process

  • Understand the driving forces in contact centers 
  • Learn the nine-step planning process 
  • Define the "immutable laws"
  • Understand the "real world" application of the planning process

Module 3 Effective Real-Time Management and Recovery

  • Real-time management and recovery
  • Identify and interpret real-time information 
  • Discuss the element of a workable (appropriate, feasible) escalation plan
  • Understand the post-analysis process

Module 4 Quality and Productivity

  • Define quality and identify customer expectations
  • Identify how service level and quality work together
  • Examine the contact center process
  • Identify key performance objectives
  • Discuss appropriate quality improvement methodologies

Module 5 Summary and Next Steps

  • Examine characteristics of leading contact centers
  • Recognize ways to further your professional development
  • Identify actions to improve your center

By what quality monitoring criteria do you measure an agent's ability to build rapport with a customer?

Agents are required to use the customer's name a minimum number of times during the contact
Agents are encouraged to use the customer's name however and whenever appropriate during the contact
An agent's ability to build rapport with a customer is measured by another criteria that is unrelated to name usage
Our quality monitoring criteria does not measure an agents ability to build rapport with a customer
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