Case studies: Call centre manager: Michael

Michael is a call centre manager working with the Cheshire Police 999 service...

Michael has held several posts in call/contact centres, but working with the Cheshire Police 999 service is his first in a public sector service. Previously he has worked in banking and finance.

Michael feels that the customer service ideal is very applicable to emergency response situations, although the concept of 'customers' was an idea that he had to work at in order to gain acceptance. Staff training, staff support and counselling (this can be a stressful and demanding job on occasions) and an overt 'here to help' attitude have all paid dividends.

The call centre has been awarded a recognition for excellence. Michael acknowledges that there was a different ethos characterising public service compared to commercial concerns. He says, however, that his re-alignment of the centre has been beneficial to the public and what they experience when they are most in need of help, direction and a clear head on the other end of the call.

The total staff at Michael's call centre is 375 of which 275 work a three shift pattern to cover 24/7/365 opening. Training is initially five weeks, and each new member has a mentor/coach. Qualification is an NVQ three and four in police call handling. Each call handler has a monthly appraisal and support session. A rewards and recognition scheme is also in place.

In the centre, there can be up to 2,000 calls per day - often a mix of emergency (priority), general enquiries and crime recording. Since the New York and London bombings, Michael notes there is an extra level of care and vigilance needed by call handlers.

Morning hours between 7am and 10am are busy times, especially on Mondays. Friday and Saturday nights are also peak times, especially for public order calls. Michael is always on call if a major emergency occurs, and a special number is made available.

Michael considers any degree acceptable for entry into call centre work. Key skills and aptitudes are: energy; being open minded; being in tune with the needs and objectives of the centre whatever its business; to always be focused on customer needs and expectations; to be able to manage people; to be able to handle pressure; to be a first rate communicator/motivator; and the ability to keep tabs on finance.

Finally, Michael feels that the industry is now a mature sector and one that can provide a satisfying and well-paid career.