(Courtesy of Guest Blogger Cynthia Vassaur, HGR’s call center manager)
What does your department do?
The HGR Call Center contacts manufacturing and distribution companies to determine if they are in possession of equipment available for sale. We leverage our client relationship management (CRM) software to access vendor contact information. Once a client has been contacted, CRM is updated with critical data stemming from the call. HGR’s Call Center averages 1,500 call actions per day that result in approximately 35 viable “buy leads” for the company.
The Call Center’s ability to meet its daily call volume and quality interaction goals is critical to HGR’s overall success. To do this, an extremely structured performance matrix has been designed, and agents must employ a disciplined approach to comply with minimum standards. Team-building exercises, morale-boosting contests, and departmental lunches are conducted on a regular basis to promote a positive work environment. However, at the end of the day, employees realize that team and individual success in the Call Center are driven by consistently completing a high volume of top quality client interactions. As a result, a typical “day in the life” of the HGR Call Center involves motivated and disciplined staff “doing their thing” over the phone in order to generate business.
How many people work in your department, and what are their roles?
The Call Center employs 13 full-time employees. Cynthia Vassaur, call center manager, oversees personnel and general operations functions. Dax Taruc is in charge of researching and responding to incoming calls from vendors interested in selling equipment and ensures the client database is regularly updated with the most current information. The department also contains Preferred Vendor Administrators Larry Edwards, Joe McAfee, Levit Hernandez and Kim Girnus tasked with reaching out to vendors from whom HGR has purchased, or attempted to purchase, equipment in the past. Their primary focus is maintaining and enhancing HGR’s relationship with this critical segment of clientele. Finally, there are seven marketing administrators — Cameron Luddington, Ludie Toles, Obed Montejano, Theresa Bailey, Jackie McDonald, Kaylie Foster and Quanton Williams – who are responsible for contacting potential vendors. In doing so, they attempt to market HGR, brand the HGR name, and promote HGR’s service.
What qualifications do you need to be successful in your department?
Each MA makes about 150 calls a day, never knowing the end result of each interaction. For an individual to meet the daily demands and goals inherent with the position, he or she must have excellent computer skills and be a self-starter who is capable of communicating with people of varying backgrounds.
What do you like most about your department?
We have a great team! The department is comprised of individuals with diverse backgrounds, which results in an interesting array of perspectives, opinions, and solutions. At the same time, each member demonstrates a respectful and accepting attitude toward teammates. While there are numerous characteristics that I appreciate about the HGR Call Center work environment, the inviting and inclusive attitude of the staff stands out.
What challenges has your department faced and how have you overcome them?
The HGR Call Center’s greatest challenge has been attracting and retaining quality employees. Because Austin is such a wonderful place to live, many corporations have flocked to the area during the last couple of decades to set up shop. The resulting competition for pay, benefits, and perks has presented an obstacle to our hiring objectives. To combat that challenge, the department has worked closely with HGR’s Human Resources Department to create an employee profile aimed at attracting the right people for the position. This job profile refinement produced instantaneous results, with the department landing Cameron Luddington, Kim Girnus and several others shortly after its inception, and we are confident the department will continue reaping the benefits of those efforts.
What changes in the way your department does business have occurred in the past few years?
By far, the most impactful change during the last few years in the way the Call Center does business has been the agent pay structure modifications. In short, Call Center agents’ compensation is merit-based — hinging on call volume and a multitude of quality control call grading elements. The overall Call Center performance has dramatically improved as a result of this restructured approach to agent compensation. The harder an agent works, and the more attention to detail that agent exhibits, the more money that agent makes. Motivated agents eager to earn more money today than they did yesterday thrive in this environment.
What continuous improvement processes do you hope to implement in the future?
The major process improvement initiative we hope to initiate in the near future involves streamlining the process for adding new vendors to CRM. There are some strategies set for implementation that we hope will result in a higher number of vendors being routinely added to the database at a much higher rate than current levels.
What is HGR’s overall environment like?
HGR is “THE PLACE” to work! The grassroots culture of the business is positive and infectious; it spreads like wildfire to the new hires. HGR’s environment suits those with a strong work ethic, a desire to achieve team and individual goals, and who are genuinely vested in the HGR mission.
What is your perspective on manufacturing, surplus, investment recovery/product life cycle/equipment recycling?
Before I started working at HGR, I hadn’t really worked in or around the manufacturing industry. But in the last few years, I’ve come to recognize the value of HGR’s services and the affect it has on small and large businesses alike.