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国内图书分类号：F272.92 学校代码：10213
国际图书分类号：658.3 密级：公开
工商管理硕士学位论文
A银行呼叫中心新座席KPI改进研究
硕士研究生 ： ： 杜梦迪
导师 ： ： 惠晓峰教授
申请学位 ： ： 工商管理硕士
所 在 单 位 ： ： 中国工商银行股份有限公司
答 辩 日 期 ： ： 2018年3月
授予学位单位 ： ： 哈尔滨工业大学
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Classified Index:F272.92
U.D.C:658.3
A Dissertation for the Degree of MBA
RESEARCH ON THE IMPROVEMENT OF NEW
AGENT'S KPI IN A BANK CALL CENTER
Candidate： Du Mengdi
Supervisor： Prof.Hui Xiaofeng
Academic Degree Applied for： Master of Business Administration
Affiliation： Industrial and Commercial Bank of
China
Date of Defence： March, 2018
Degree-Conferring-Institution： Harbin Institute of Technology
哈尔滨工业大学工商管理硕士学位论文
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摘要
呼叫中心引入我国已有20年左右的时间并逐渐普及各行业。银行业是呼叫中心进
入最早的行业之一，现如今呼叫中心已经成为银行业必不可少的一部分。目前，我国对
于呼叫中心方面的研究和发展主要集中在技术进步上，对于呼叫中心管理方面的研究很
少，尤其是呼叫中心的人工座席管理上。呼叫中心管理者对于座席的管理往往需要参考
其他行业的从业经验，对于呼叫中心的座席管理并没有形成完善而全面的理论。伴随着
人工座席的离职率高居不下，人工座席的上岗培训周期时间长这样的情况，如何能够让
新上岗的人工座席尽快适应座席工作内容，便成为维持一个呼叫中心平稳发展的一种重
要手段
本文在借鉴组织行为学，管理沟通等成果的基础上，运用了文献研究、理论与案例
相结合的方法，对A银行呼叫中心从指标数据对比和业务处理能力两方面，总结其新座
席KPI考评中存在问题和问题产生的原因。针对存在的问题设计了新座席KPI的改进方
案，具体措施包括：KPI考评策略的调整、为新座席建立特征模型、提升新座席业务技
能、增设新座席培训课程、调整激励制度、强化组织文化作用和加强组织凝聚力,共六
项具体措施。最后对该方案的实施效果进行了评估并进行经验总结
A银行呼叫中心自成立以来每年都会迎来大量新座席加入，因此通过对此次A银行
呼叫中心新座席KPI改进方案的经验总结，为A银行呼叫中心日后新座席的管理提供
了依据和新的方法。同时为呼叫中心管理中，新座席上线后的持续管理提供借鉴，也为
呼叫中心行业的平稳运行提供一种思路
关键词：呼叫中心；新座席；KPI
哈尔滨工业大学工商管理硕士学位论文
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Abstract
The concept of call center is introduced in our country for about 20 years. Now, Call
centers have gradually spread across industries. Banking is one of the first industries to apply
call centers. And call centers have become an essential part of banking. In our country, the
research on call center has focused on technological progress. There’re few studies for call
center management, especially the agent service representative in call management. The daily
management of agent mainly relied on the experience of administrators with other industry.
However, there’s no perfect call center agent management theory. With the high turnover of
agent and the long training period, how can let new agent to adapt to the work in a call center
as soon as possible is an important means to maintain a steady development of the call center.
In this paper, in reference to the basis of research results of organizational behavior and
communication management, etc. use the method of literature research as well as the
combination of theory and case. Taking A bank call center as an example, analyzes the
problems in the evaluation of new agent’s KPI from two aspects. One is data comparing, the
other is business processing ability. And then analyze the causes of problem. Design a scheme
for the existing problems to improve the KPI of new agent. There are six measures including:
1. Adjust the existing KPI evaluation strategy; 2. Set up characteristic mode for the new agent;
3. Improve the professional knowledge and skills; 4. Add new position training course; 5.
Adjust the incentive system; 6. Strengthen the organizational culture and strengthen group
cohesion. Finally, evaluate the effectiveness of the scheme and summed up the experience.
Many new agents are added to A bank call center every year since which is established.
So this paper summarizes the experience of A bank call center in the KPI of new agent. It
provides a basis and new method for the management of new agent for A bank call center. It
also provides reference for the continuous management of new agent in other call centers, and
provides an idea for the smooth operation of the call center industry.
Key words: call center, new agent service representative, KPI。