The Call center the stereo type is based on.
Pros: weekly pay check, base plus bonus if goals are met.
Cons: horrible turn over, half of the people that are hired are seen as seat fillers for a few weeks, communication is terrible between management teams/ shifts, little to no growth opportunity.
Outbound calls to sell either magazine subscriptions (in which a small amount of the proceeds go to Special Olympics) or win-back programs for satellite radio. Some sites have other clients, I know one site has a bank client. As a rep, you log in, everyone makes outbound calls starting at the same time, computer automatically dials numbers using predictive dialing, so often there was no ringing it would just be a person on the other end of the line. Most of the day was spent marking that calls went to voice-mail or answering machines. When you did talk to a person you were supposed to read directly from a script, especially if the sale was made, get the information and activate the radio. Even rebuttals to objections were scripted. Agents who proved they were good had more freedom when it came to going off script, but only in the sales portion. If a sale was made, almost all the call would be verbatim script reading. As a new hire, you were expected to be at 50% of goal by third week on phones, and 75% of goal by week 6. Failure to meet these goals would usually be termination. Many new hires had never used a computer or worked in a call center environment. Often people were hired expecting to fail, but filling a seat and creating billable labor hours.
As an assistant team leader, I ran a crew of 15 people. I would also work with new hires starting week two. At this point they would barely no the systems and for a least a day or two would still need to be walked through the script and the screens in the sales system. This would not be a problem except there was almost always – more... 4 to 10 second week new hires as the call centers WEEKLY attrition was between 10 and 20 percent. For established reps, I filled out checklists and did coaching sessions. We were expected to work with each agent for at least 20 minutes a week actively coaching, typically we would spend up to an hour a week with struggling reps. This is in addition to passive listening and filling out the checklists for their files. We had a limit of thirty hours a week we could work, and our agent worked between 12 and 25 hours on shift. – less