Integrated Call Accounting and Management Solutions
The most recent news in call accounting is the addition of telemanagement services. Call accounting data or call detail records are often times just presented as raw data and are not nearly as effective as when they are analyzed and evaluated by a telemanagement service. Most call accounting solutions on the market today come equipped with a telemanagement service to make it easier to evaluate the data you pulled with the call accounting software.
Integrating voice and broadband internet accounting into one accounting platform
By converging voice and data, many call accounting systems are able to provide a wide variety of services and options from billing to provisioning and accounting for broadband services. Much like traditional call accounting systems, these systems can be centralized or distributed. The ability to monitor internet and voice activities in one location makes for efficient management of telecommunications in an organization. Most companies are looking for one solution to cover all of their needs and call accounting systems often times provide that “one stop shop” for customers.
Centrally Hosted Call Accounting
Most companies are looking to manage their telecommunications above and beyond any one PBX or communications server. By managing telecommunications at an enterprise level, companies are able to see a much faster return on investment due to the sheer volume of interactions and are able to adhere to one uniform process over all locations. Equally, most PBXs today are able to manage multiple points of presence across an enterprise and are not necessarily as restrictive as they once were. Many companies find the use of a centrally hosted enterprise call accounting solution the most effective for the management of their resources, whereas the traditional stand-alone, geographically limited systems far less effective.
This is where application service providers come into play. With the ability to provide both stand alone and centrally hosted call accounting solutions, most Application Service Providers (ASPs) are able to fit the specific needs of their customers. Application service providers are also often times equipped with other software solutions like call recording and ACD reporting that can be quite effective when used in conjunction with a call accounting solution.
How Call Accounting Systems Work
Call accounting systems collect data from a key system, PBX, iPBX, or VoIP gateway. They pull the call detail records (CDRs) from one of the telephone systems listed above and send those call records to the telemanagement software to create reports and analysis of these records. The records can be pulled on all or selective extensions depending on the needs of the end customer. Costs and possibly revenue can be attached to the call activity that is reported, making accounting for telemanagement usage much more efficient.
Call accounting solutions are able to take the call records provided by the customer’s phone system and manage those records for the customer. Customers no longer have to sift through paper records to identify activity and cost allocation. That is done automatically with a call accounting solution making telecommunications cost management and fraud management much easier and more efficient for the end customer.
Your performance data is trying to tell you something. Something deeper and richer and more insightful than just whether or not you’re on track to hit your target. Can you hear it? Probably not, unless you’re already doing these six practices to hear your data’s story.
PRACTICE #1: Use two or three related measures, not just one measure to understand a specific result. Staff Turnover is not a sufficient indicator of staff engagement, but combine it with measures like the percentage of staff intending to leave within the next 6 months and staff satisfaction with their worklife, you get a less biased picture.
PRACTICE #2: Don’t tick & flick – consider all your measures as important characters in the same performance story. Don’t you think that optimising on-time running and safety performance is much wiser than trying to maximise each of these, independent of the other?
PRACTICE #3: Consider qualitative indicators as well as quantitative measures to add more life to the story of performance. Just like a series of video case studies or photos of smashed up cars give sensory context to improvements over time indicated by road crash severity metrics.
PRACTICE #4: Look at your data in more ways than one – the average is only one small part of the plot. A fuller understanding of customer satisfaction comes from examining the variation in satisfaction ratings, the change in satisfaction levels over time, the correlation between satisfaction levels and revenue – not just the average satisfaction rating.
PRACTICE #5: Report causal analysis and hypotheses along with the performance results, to give the story somewhere to go. If cycle time is blowing out, then find out the events that likely triggered the shifts in cycle time, or find out on which activities most of the cycle time is being spent.
PRACTICE #6: Ask your data questions to draw out more of the story. Why aren’t costs staying within budget? Which parts of the budget are blowing out most? Where is budget being managed well? What if we cut back spending on this?
When you think about putting your performance measures to use to improve performance, think systemically: do what you can to draw out the story in the performance data. Stories engage people, and when it comes to numbers and statistics and measures, we usually have to do all we can to get people engaged!
Think of one performance measure for which you have plenty of historical data. Collate that data, and start looking at it using different tools, to uncover its story. Try a time series graph to see if it’s changed over time, a histogram to see its variability, a scatter plot to see how strongly it is associated with other measures.
The maslow theory of motivation also known as “maslow’s hierarchy of needs” model was developed between 1943-1954, and first widely published in “motivation and personality” in 1954
The Maslow Theory of Motivation also known as “Maslow’s Hierarchy of Needs” model was developed between 1943-1954, and first widely published in “Motivation and Personality” in 1954. Starting from the premise that each human being is motivated by needs that are inborn, presumably as a result of tens of thousands of years of evolution, here is the hierarchy in ascending order:
(1) Physiological needs
These are the very basic needs such as air, water, food, sleep, sex, etc. When these are not satisfied we may feel sickness, irritation, pain, discomfort, etc. These feelings motivate us to alleviate them as soon as possible to establish homeostasis. Once they are alleviated, we may think about other things.
(2) Safety needs
These have to do with establishing stability and consistency in a chaotic world. These needs are mostly psychological in nature. We need the security of a home and family. However, if a family is dysfunction, i.e., an abused child – cannot move to the next level as she is continuously fearful for her safety. Love and a sense of belonging are postponed until she feel safe.
(3) Love and needs of belonging
Humans have [in varying degrees of intensity] a strong desire to affiliate by joining groups such as societies, clubs, professional associations, churches and religious groups etc. There is a universal need to feel love and acceptance by others.
(4) Self-Esteem needs
There are essentially two types of esteem needs: self-esteem resulting from competence or mastery of a task; and the esteem and good opinion of other people.
(5) The need for self-actualisation
Maslow theory of motivation proposes that people who have all their “lower order” needs met progress towards the fulfilment their potential. Typically this can include the pursuit of knowledge, peace, esthetic experiences, self-fulfillment, oneness with God, nirvana, enlightenment etc. So ultimately this is all to do with the desire for self transcendence.
A paradigm shift that forms the basis for good leadership and successful change management
The Maslow theory of motivation brought a new face to the study of human behaviour. Maslow was inspired by greatness in the minds of others, and his own special contribution to the field of motivational psychology led to the creation of the concept of Humanistic Psychology. Most psychologists prior to Maslow had focused on the mentally ill and the abnormal. In complete contrast the Maslow theory of motivation investigated and attempted to define positive mental health.
In so doing, he instigated a paradigm shift via Humanistic Psychology – predicated on the belief that humans are not simply blindly reacting to situations, but trying to accomplish something greater. This new approach represented in the Maslow theory of motivation became the source of many new and different therapies, all grounded in the belief that people possess the inner resources for growth and healing and that the point of therapy is to help remove obstacles to individuals’ achieving them.
It also forms the basis of much current understanding of what constitutes good leadership and forms a major foundation of prevailing models and theories of successful change management. The most fundamental value of this theory is to emphasise and remind those of us involved in leading and managing change of the complexity and multi-facted nature of human needs and motivational drives. Closely aligned to that observation is the difficult realisation that people have transcendent needs and aspirations as well as the more prosaic needs of survival and “pay and rations”.
See here for the full change management implications of the: “Maslow Theory of Motivation”
I invite you to take advantage of my 7 FREE “How to Do It” downloads that will take you through all of the key stages of “How to manage change” – and show you how to manage successfully.
If you’ve done some searching around online, you will have discovered that the latest thing in decorating is organization
If you’ve done some searching around online, you will have discovered that the latest thing in decorating is organization. Everyone wants to have their homes neatly organized and looking perfect, but achieving perfection can be tricky. One of the more popular companies around that has the solutions that everyone is looking for is Closet World.
Closet World does so much more than just Closets.
Closet World has been helping customers achieve perfection for years, and has gained a loyal following of customers by following the ideals set down by the CEO, Frank Melkonian, and that is that the customer shouldn’t be just satisfied, but ecstatic over their purchase.
One thing you may not have known, however, is that Closet World does so much more than just organize closets. If you have a space in your home that is not as orderly as you’d like it to be, chances are that Closet World can fix it for you. Take, for instance, the laundry room. Some are fortunate enough to have an entire laundry room, while others have to settle for a laundry area. It doesn’t matter if you have an entire room set aside for your washer and dryer or if you simply have a small area — Closet World can set you up.
Imagine being able to not only have all of your laundry necessities close at hand, such as your bleach, detergent, and dryer sheets, but to also have enough room to take our clothes from the hamper right onto the hanger and to iron! It sounds like an impossible dream, but Closet World can make it happen, no matter how small of a space you have your washer and dryer in. Imagine not having to worry about hiding your laundry room behind closed doors or behind a screen. When Closet World finishes with laundry area, they are beautiful enough that the clients actually point the laundry room out to their friends, family, and visitors! Closet World is an expert at making closets organized and orderly, but they do so much more than that. Whether its home offices or pantries that you’re trying to organize, Closet World can give you a hand. If you’re looking to make life a little easier and a little more orderly, contact Closet World!
Article source: (http://www.closet-world.us/) Closet World
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Recently, an increasing number of visitors to my website have been searching for kpis relating to organization change management
Recently, an increasing number of visitors to my website have been searching for KPIs relating to organization change management. This has prompted me to reflect on the idea and offer my thoughts. I believe they are asking the wrong question. The KPIs they need lie in the success model for the new strategy.
As a long time HR professional, in addition to my business strategy interests I have been involved in many organizational change projects. Whether the project has been described as “organization change”, “restructuring”, “reorganization”, or “retraining”, there has been an underlying theme; it has always been driven by a change in strategy.
Either the business needs to do something different, or it needs to do the same thing in a different way.
I suggest that HR professionals need to think about organisation change from a strategic perspective. Classic “soft” performance indicators from the HR tool kit such as employee satisfaction. employee engagement, change in deployment or even employee cost savings fail to measure the success or failure of the strategic change or even progress towards it.
I know this to be true because I have just reviewed over 100 entries in the Human Resources KPI class at kpilibrary.com. I found fewer than 5 entries that could track the strategic impact of a significant organization change program. Check this for yourself if you wish. This seems surprising because we know that these programs are very expensive and usually take the business some time to recover the costs.
Rethinking KPIs for change management.
I am going to wear my strategy consultant’s hat to write this section.
When we develop a new strategy, good practice says that we:
- Gather evidence to prove that the change is needed.
- Work out what needs to be changed to make it work.
- Estimate the costs.
- Estimate the benefits in business and financial terms.
- Work out a sequence and timeline.
- Set business goals with hard and soft targets.
- Measure the results.
If all these sensible steps are in place, the means of evaluating the strategic impact of the change are in place before the decision is taken.
A good principle for major organizational change programs is that line managers should drive the process, with HR taking a guiding role, and providing specific services outside the scope of normal line management activity. If this is how it works in practice the KPIs are the measures of how well the new strategy is working.
How does a KPI based business model assist with this process?
Regular readers will know that a KPI model is a business model that mirrors the operational structure of the organization. When we change strategy, we make changes to this operational structure; we change who does what to achieve a different result.
We need to build a new model, a model of what the business needs to look like and what it needs to do. This is the way the best strategy consultants work, because their clients demand this level of detail before they are convinced that the strategy will work. They then use the model to set the targets that must be achieved to show that the strategy has worked.
Building the KPI model not only makes the KPIs, the “must do” parts of the new process, crystal clear; it also enables the effect of alternative combinations to be tested, on paper or in an interactive model.
We measure the effect of our change using a new set of KPI relationships that show how the new strategy will work. The KPIs flow out of the strategy development process. They are the measures that tell us how well the new process or structure is working. They are operational measures. If they are not clear to everyone involved in the change propcess, then the business is taking a giant leap in the dark.
You would not do that in your business, would you?