IZOBRAŽEVANJE OPERATERJEV V KLICNEM CENTRU

Petrun, Urška

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Title:	IZOBRAŽEVANJE OPERATERJEV V KLICNEM CENTRU
Authors:	ID Petrun, Urška (Author) ID Ferjan, Marko (Mentor) More about this mentor...
Files:	VS_Petrun_Urska_2010.pdf (1,50 MB) MD5: 593756EF89A07C772D03B8FDE656F84C PID: 20.500.12556/dkum/ebf6f327-15ca-4736-bfd0-5b3a40383297
Language:	Slovenian
Work type:	Undergraduate thesis
Organization:	FOV - Faculty of Organizational Sciences in Kranj
Abstract:	V diplomskem delu smo obravnavali izobraževanje operaterjev v klicnem centru. Raziskovali smo obstoječi proces izobraževanja na podlagi študije primera X. Ugotavljali smo, kateri dejavniki vplivajo na kvaliteto dela in na zagotavljanje zadostnega znanja operaterjev. Diplomsko delo smo razdelili na teoretični in raziskovalni del. V prvem delu smo s pomočjo različnih avtorjev pojasnili proces kadrovanja, predstavili metode in oblike usposabljanja in izobraževanja, vpliv motivacije in nagrajevanje kadra. V raziskovalnem delu smo predstavili vlogo in namen klicnih centrov. Zaradi lažjega razumevanja raziskave smo izpostavili primer klicnega centra X, deloma tudi primer klicnega centra Y. Raziskovali smo naloge in vloge zaposlenih pri zagotavljanju nemotenega in učinkovitega procesa poslovanja, ugotavljali prednosti in slabosti obstoječega procesa vabljenja in selekcije kandidatov. Zanimal nas je proces izobraževanja in njegova učinkovitost pri zagotavljanju znanja in usposobljenosti zaposlenih. Spraševali smo se, kako je poskrbljeno za nadzor znanja, kakšna je vsebina izobraževanja in kakšne so metode. Raziskovali smo tudi, kateri dejavniki vplivajo na zadovoljstvo operaterjev in v kakšni meri lahko vplivajo na motiviranost in ali obstoječi sistem nagrajevanja ugodno vpliva na osebnostni razvoj posameznika. V nadaljevanju smo s pomočjo ugotovitev poiskali odgovore na vprašanja, ki smo si jih zastavili. Ugotovili smo, da je za kvaliteto izobraževanja operaterjev najprej potrebno poznati pomen procesov kadrovanja, istočasno pa jih je potrebno tudi nujno vključiti v proces poslovanja. Pomembno vlogo pri tem ima vodja. Z delitvijo nalog in določitvijo vlog se razbremeni delo vodje, istočasno pa omogoči skrben pregled in učinkovitejši nadzor nad vsemi aktivnostmi, ki so nujne tako za uspešnost poslovanja kot za zadovoljstvo vseh zaposlenih. Ugotovili smo tudi, da na procese kadrovanja in posledično na izobraževanje vplivajo tudi nekateri drugi, včasih zanemarljivi dejavniki. To je skrbna in načrtovana priprava statističnih podatkov obstoječega stanja, ki se vrši s pomočjo aktivnega izvajanja anket in javnomnenjskih raziskav, s katerimi se ugotavlja zadovoljstvo in potrebe tako uporabnikov kot zaposlenih. Pomembna je tudi priprava in predvidevanje časovnega razporejanja aktivnega dela in zavedanje pomena ocenjevanja in nagrajevanja zaposlenih. Ne glede na delitev dela na študentsko ali na redno obliko zaposlitve smo mnenja, da obe zahtevata enako vrednotenje in skrb za nadaljnji razvoj, saj si kot uporabniki želimo, da nas vsi zaposleni v klicnem centru obravnavajo enako, z enako odgovornostjo in z učinkovitostjo njihovega informiranja in svetovanja. Tudi pri procesu izobraževanja ugotavljamo, da se odgovornost do ene ali druge oblike zaposlitve ne razlikuje, prav tako ne vsebina in metode usposabljanja in izobraževanja. S stopnjo motiviranosti pa lahko obe obliki tvorita vzajemno sodelovanje in dvigujeta kvaliteto poslovanja klicnega centra, posledično z njo pa nujno konkurenčno prednost. S stališča uporabnikov se tovrstna opredelitev kaže v zadovoljstvu in z željo, da se nam venomer, na drugi strani telefonske zveze javi operater, ki je prijazen, profesionalen ter strokovno podkovan.
Keywords:	kadrovanje, izobraževanje, organizacija dela in vloge, motivacija, napredovanje in kariera.
Place of publishing:	Maribor
Year of publishing:	2010
PID:	20.500.12556/DKUM-16890
COBISS.SI-ID:	6812435
NUK URN:	URN:SI:UM:DK:RPFQCQPN
Publication date in DKUM:	24.02.2011
Views:	2658
Downloads:	360
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Categories:	FOV
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Secondary language

Language:	English
Title:	TRAINING OPERATORS IN THE CALL CENTER
Abstract:	In the diploma work we discussed the education of operators in call centers and researched the on-going educational process based on case X. We studied, which facts are influencing the work quality and provide the adequate knowledge of those operators. In the research part of the diploma we depictured the role and function of call centers. For better understanding of this research we pictured a case of a specific call center X but also some studies of call center Y. We researched the tasks and roles of employees in reassurring the on-going, undisturbed and effective process of business, and focused on the advantages and disadvantages of the already established process of inviting and selecting the candidates. We were interested in the specific educational process and its efficiency by reassuring the knowledge and training of employees. We were also trying to find answers to questions whether they provide enough supervision and what kind of contents and methods there are in their educational matter. Furthermore the sought which factors are influenced in the satisfaction of operators and the role of motivation in the on-going process of rewarding. The answers to those questions are introduced in the next part, where we determined that for the educational quality we first need to know the meaning of those specific processes of personell education but on the same hand there is also the necessity to include them into the business process. The major role in this process has the supervisor. With the job sharing and defining the tasks the supervisor not only unburdens his part but also enables an objective overview or effective supervision over all tasks and activities, which are so essential for successful business and also for contentment of all employees. From another point of view we found out that there are other factors which influence the processes of personell education, but are mostly negligible. One of these factors is careful, planned preparation of statistic data in process; public opinions and in filling out questionnaires, where we reason out how satisfied the users and employees are. The second factor is the preparation and prediction of time planning in the active part of working process and furthermore the awareness of the importance when to grade and award employees. Regardless of dividing work into student work or full time job, we take position that both kinds require same evaluation and care for further development. These are reasons for us, customers, to be treated the same, with same responsibility and efficiency of their informing and consulting. The same goes for the educational process, where there should be no differences between the above mentioned work kinds, as for the matter and methods of training and educating employees. Only with the right motivational level, both work kinds can contribute in mutual co-operation, rise the qualitative business level of certain call centers and also rise their rivalry benefit. From the callers point of view these are the main factors, when talking to employees who should be nice and always professional.
Keywords:	personell education (stuffing), education, work organization and its applications, motivation, promotion and career.

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