Home Business Center – Learn to Work at Home

At the beginning of my creative career, I volunteered as an overnight deejay at a college radio station. I loved playing the music and interacting with insomniac listeners, but I got a real kick out of reading the news. I would tear copy straight off the wire service printer and if I was lucky, I had a producer turn that raw newsfeed into informational text that I read into the microphone. The text was broken up into reasonable sentences that were designed for easy delivery over the air. When my producer didn’t show up for my shift, I did this myself I’d mark up the page, insert pauses, and emphasize the words and sentence clauses that I wanted to stress. If I couldn’t be understood over a fuzzy and weak AM signal, then what was the point of taking five minutes at the top of the hour to deliver the news? I had a lot of fun and I learned how to “speak” all over again. Whenever I do any live speaking today, I use the same exact techniques that I learned while the “On-Air” sign was flashing above the studio. I mark up my speech or the text passage I’m reading because I know that impact is everything. If I lose my breath in the middle of a sentence, then it’s too long. If the last word of a sentence drops out inaudibly, my message is lost. If I stumble on an unfamiliar word or name, my audience loses confidence in my message.

Live telephone operators who work in call centers and answering services need the same help that any live speaker needs. It’s the job of the call center operator to communicate the client’s business image to the caller, and this begins with the first few seconds of the phone call. Many small business owners’ needs never go beyond representatives answering their lines with “XYZ Company, may I help you?” and improvising the rest of the conversation to obtain the information that the client requests. When clients upgrade their accounts to more complex services, it’s important that they create a script that works for both the company signing up for the service, the operator reading the script, and the customer. Your sales representative is more than willing to help you create the best script to fit all of your sales or information inquiries.

Creating a call center script begins with the “answer phrase” and the same principles continue through the entire process of creating a logical script. H ere are some important items to keep in mind when you are creating your script:

• Avoid tongue twisters. Make your greeting as easy to pronounce as possible. “Doctor Perkowicz Peoria Plastic Surgery Plaza” isn’t easy to say, even for the native English speaker. Make sure that your operators know how to pronounce every part of your answer phrase, and the rest of the words in your script. Keep phrases brief and avoid repeating consonant sounds that will sound awkward over the phone or might lead the operator to stutter.

• Go global. A “Good Morning/ Evening” greeting can work for some businesses, but not for all of them. If your company is doing business across time zones, think about using a simple “Hello, XYZ Company” for your customer on the other end of the globe.

• Humanize your greeting. Have an impartial friend or a trusted customer listen to your greeting, especially if it’s a long introductory message of more than a sentence or two. Do you sound like a recording? If you give that impression to a caller, the person on the other end of the line might just hang up because she wants to talk with a live person, not a machine. Keep all parts of your script brief and give the operator relaying your message time to breathe and sound like a live person when you create your script.

• Less is more. There’s a temptation to try and pack all the information about your company into your call center script, including providing an operator a copy of your frequently asked questions list (FAQ) so that he or she can quickly scan the file and answer 99.9 % of your callers’ questions. However, this skill takes practice and training on the part of the operator and patience on the part of the caller. Long pauses to look up information, add expensive minutes to the call and are frustrating experiences for the operator and the caller alike. Extensive account training is available through most call centers, if your budget permits. If this resource is not an option for you, limit the information available to the operators to a few facts about your product or service, and let them know that it’s okay to ask callers if someone from the right department can return their call and answer their questions in depth.

• Test. Call your account weekly and test to make sure that the operators are following your instructions, are handling your scripts the way that you expect, and are able to easily access the information that they need to take your calls. After the honeymoon period with a new account, operators often grow lax and shorten your script, or improvise far beyond the call of duty. This can be detrimental to your business. Make sure that you follow up with your call center to make sure they are serving your needs.

• Tweak, and tweak again. Review your script from time to time, and see if it’s still leading to action. Ultimately, your script should lead to a sale, an appointment a request for more information or further contact from your office. Check your call logs and any statistics your sales representative provides you with on a monthly basis. If you notice a downward trend in your results, work with your sales rep to change your script.

These suggestions are only the beginning of creating a successful call center script for your organization. Work with your sales representative and listen to their suggestions, add your own, do your market research and your script will be a success. Clear communication starts with clear instructions from you, and clear voices on the answering end of your phone lines. Your call center will work with you to make sure that all of your needs are filled over and above your expectations.

People with disabilities remain an untapped resource in the nation’s work force, facing an unemployment rate of 70 percent.

NISH, a nonprofit organization that helps secure federal contracts for agencies that employ people with disabilities through the Javits-Wagner-O’Day Program, is working to change the status quo. The organization has introduced a new program whereby agencies designated as “Centers of Excellence” serve as mentors to other agencies to help them improve the quality of the service and products they provide to the federal government.

The Javits-Wagner-O’Day Program is the largest single source of jobs in the U.S. for people with disabilities. Often referred to as the JWOD program, it provides employment opportunities for more than 45,000 people who are blind or have other severe disabilities.

Through the JWOD program, NISH works with a network of more than 600 nonprofit agencies that employ and train people with disabilities.

The program stems from the Wagner-O’Day Act, passed in 1938, which provided employment opportunities for the blind by allowing them to manufacture mops and brooms to sell to the federal government. In 1971, Congress amended the act to include people with severe disabilities and to allow the agencies to provide services as well as products.

According to a recent Harris Interactive survey, two out of three people with disabilities who are not working want to work, but the lack of opportunities and accessibility issues prevent them from finding employment.

It does not matter what project you are going to undertake. It is not important what industry you are going to be assessing. What is important is you know what you are going to do. You must as questions. You must find what it is the client wants. Presented is a list of obvious questions every good business analyst should know the answer to when starting a project.

1. What problem is this business having that you hope to solve by developing this project? It should be obvious as to why you would ask that question. If you do not understand what the problem is then you can not help to solve it. Also, when reading the project program it may not be clear as to what the client actually wants. The scope may only tell you what they would like to see happen. It could and often times is not focused on what the true issues are.

2. What is the business doing at present to alleviate or solve the issue? What has been tried in the past? You must understand what the client is doing in order to understand what must be done. You do not want to develop a project plan overview only to have someone tell you it has been tried. Listen to the customer. Find out what they have done. Ask questions while you are listening. On your toes brainstorming so to speak. Listen to what has not worked.

3. What inside resources will this project be utilizing? What outside resources will be necessary? You will want to determine where your help and team players are coming from. You may be familiar with most of the IT, but if the client wants to outsource it is a different game. You may have to make a list of external interactions. Define the company’s strengths and weaknesses. This can be most advantageous.

4. Have you determined a vision for the project? The business analyst will compare this scope with the one he or she will develop to ensure consistencies and a parallel outlook. In other words make sure you are on the same path. This is sometimes easier said than done. Communication is the key to success with this question.

5. What risks to you foresee and are you willing to take them? A conservative client may not be inclined to take large risks. Getting them to be specific can help when generating the project program. You may also be able to overcome some of their fears or doubts by explaining the risk factor more thoroughly.

6. Are you under any type of time constraint? There has to be a set time frame for the outcome. A goal can be reached for any project if time is not a factor. Most clients have time constraints which affect every avenue of business. You will want to know what these are and plan accordingly.

7. What is the projected cost of the program? An aggressive business analyst may be blunt and honest by wording the question like this. What is the projected budget and can it be deviated from? There are times certain steps must be taken which can cause a project to run over budget. Other plans of action may not need implemented because management was not fully aware of certain assets available. It is best to know exactly what is going into this project for the project program to succeed.

8. Who is the end user? What support will they have? You will need to know this in order for the program to even fulfill it’s purpose. Marketing data must also be collected to incorporate what the end user is asking for. The goal is to reach the objective with everyone satisfied. A business analyst can not do this without talking and listening to everyone involved.