hnd-agbell人力資源管理報(bào)告-資料下載頁
2025-01-11 22:41本頁面
【正文】 Shortterm Medium to longterm Organizational To understand the basic concept of call center and operations management skills and knowledge. Grasp the basic concept of call center and operations management skills and knowledge. Group We have a certain connection with other departments within the enterprise collaboration and munication skills. Certain amount of call center staff leadership skills, including anizing, directing, monitoring and training. Has the essential quality monitoring method and the strategy。 The help enterprise advertises for, training, the drive in the personnel, maintains and so on aspects establishes a more perfect system。 The good call center managed capacity, grasps the call center technology platform skilled to the service each support function。 Can reasonably the project work location and the environment。 Has the higher quality monitoring method and the strategy。 Can formulate conforms to this enterprise development actual call center strategy to plan to have good and the management team other member39。s munication ability. Has good and the management team other member39。s munication ability。 Has good and the enterprise interior other department39。s cooperation and munication ability。 Grasps the effective cost control measure。 Has the more prehensive performance index test system, obtains the longenduring improvement and the enhancement. Individual Achievements management definition and basic principle achievements management classified analysis achievements managerial data The Job engineering and establishes the staff to select and to advertise for the staff the professional profession to design the staff39。s approval and drove that the staff39。s degree of satisfaction manages the staff39。s authorization to manage The Job engineering and establishes the staff to select and to advertise for the staff the professional profession to design the staff39。s approval and drove that the staff39。s degree of satisfaction manages the staff39。s authorization to manage 13 Appendix II. Table of training responsibilities Line managers Senior management supervisors Training specialists Individual TNA Monitoring and evaluating training Assessing individual achievement Providing support for learner when back in the workplace Selecting learners for particular training events Facilitated learning with individual and groups TNA Facilitated learning with individual and groups Monitoring and evaluating training Providing support for learner when back in the workplace Selecting learners for particular training events Delivering programmes TNA Delivering programmes Providing support for learner when back in the workplace Selecting learners for particular training events Facilitated learning with individual and groups TNA Coordinating training and development activities Monitoring the implementation of managing diversity initiatives as they apply to training Delivering programmes Facilitated learning with individual and groups Monitoring and evaluating training Designing and producing learning materials Monitoring training and development budget TNA Staff cognition quality monitoring goal Quality control periodic analysis In quality monitoring implementation method and request After pleting the quality monitoring feedback work Eliminates in the quality monitoring the resistance 14 Appendix III. Table of Adopted training initiatives Scottish Executive Investor in people Scottish Enterprise Learn direct Scotland Modern Apprenticeships Training for work New Deal Get ready for work
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