September 2011

Regular Columns

From the Editor
by Betty Bouchie

Be Inspired
by Gary Blair

Something to Smile About...

IS Tip: Email From IS – Hold The Database Rants!
by Kevin Procter

Stepping up your Game
by Marty Imes

The Telephone Doctor: Is The Customer Always Right?
by Nancy Friedman

Featured Articles

Do You Know Someone?
by Trisha Stenberg

Agent/Company Productivity: The Age-Old Question
by Jeffrey Zindel

The Heat is On!
by Billy Peppard

Education Committee

Income and Expenses
by Robin Bailey

Braced for Impact!
by Deborah Wohlt

Amtelco Annex

Infinity 32-Character Login Names and Passwords
by David Drenk

Option to Prevent Agents from Canceling out of IS Contact Dispatching Window
by David Drenk

Infinity 101
by Susan Kirkpatrick

From the Editor

by Betty Bouchie

Are you ready?

Not only is the hurricane season upon us, but apparently, so is the earthquake season. You never know when some kind of natural disaster will hit. Or what impact it can have upon your home, business or employees. It is hard to prepare for every eventuality, but it is essential to prepare for as many as you are able. As the proverb goes, "The best time to plant a tree is 20 years ago. The second best time is now.”

The Canadian Government has a site to help people prepare for emergencies. Take a look, you may find some interesting facts.

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Be Inspired

Submitted by Gary Blair

"Forewarned, forearmed; to be prepared is half the victory."
~ Miguel de Cervantes

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Something to Smile About...

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Do You Know Someone?

by Trisha Stenberg

First, let me send a BIG THANK YOU to those of you who took the time to respond to our survey regarding topics for the upcoming 2012 Annual Conference in Las Vegas!

Your Conference and Education committees are hard at work preparing another great conference agenda, but we'd like your help! We are always looking for new faces to share their ideas and strategies with our membership. If you have expertise to share on topics in the areas of Operations (such as promoting teamwork, training, motivating staff, using reports to manage staff, etc), Sales/Marketing (such as approaches to increasing rates, relationship marketing, social media marketing, etc) or Technical (such as call distribution, using Web Portal applications, customizing reports, compliance issues, etc.) PLEASE let us know.

If you would feel more comfortable participating as part of a panel, rather than as a solo presenter, that's OK too - it's a great way to get out there in front of your fellow members and start generating discussion! At the same time, if you know someone who might be well suited to present (or someone you would love to hear more from), let us know that too! Perhaps it’s another member, perhaps it’s someone who works in your organization! It's not always easy to "toot your own horn" so to speak, but we are on the lookout for great speakers to help us deliver more great educational opportunities, and we want to know if you have something to share! Or if you know someone who does.

Please send your ideas for speakers to - thank you!

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IS Tip: Email From IS – Hold The Database Rants!

by Kevin Procter, Extend Communications Inc.

Email as we know it today, began in the mid nineties. First adopted by hardcore geeks (yours truly included) and then spreading out from there to ubiquity by 1999. Communications companies, of course, embrace any tools that allow them to provide value-added services to their customers. Thus, providing email services is a natural fit.

Now you'd like to add email functionality to your script, but you would really like to send a custom email, not just the message summary. Normally this is where I stand on my database soap box and begin the sermon on the mounted volume.

Enter the email widget – a gift from Amtelco.

The email widget bypasses service lists, Ultracomm, and all external resources and just takes care of everything. Albeit bare bones in its implentation, it is a very handy addition to the actions in your script.

Using this little treasure is quite simple. Within your script, right click on a screen, a decision branch, a button, etc., and bring up the actions associated with the element.

Scroll through the actions until you find "Send Email" and set that into your script.

From there, you can add the recipient for the email. Below the recipient, you can add the subject and below that the message. Further, you can beautifully reference any variables from within your script by changing the data type in each field from Text to "Advanced", "Call Field", etc.

Additionally, you don't even need telephone agent to test this little beauty. That's right – it will work in Test Drive mode, with the click of a mouse.

Aside from communications services for your customers, this programmer sees an opportunity to employ this widget for debugging purposes. Probably, there are many other uses out there just waiting to be discovered.

If you haven't tried this little gem yet, you should. It's a very handy addition to IS Scripting. I thank Amtelco for adding it – and when you experience its robust simplicity, you'll be thanking Amtelco too, I just know it!

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Stepping up your Game

by Marty Imes, Advantage Answering Plus

In today’s business environment, organizations are looking towards their service providers to help them deliver a superior customer service experience. If a company is unable to consistently deliver an outstanding experience, their clients will look for another provider that can.

In order to attract and retain loyal customers (in addition to loyal employees), service providers should focus on developing a rich customer oriented business culture, while following these three important steps:

Step 1. Share and promote your organizational focus.
Step 2. Measure results.
Step 3. Provide regular and consistent team member feedback.

Sharing Organizational Focus
The organizations that are most successful in wowing and amazing their clients and customers are those that promote a superior customer experience. Many mission statements and organizational strategies revolve around the idea that delivering a superior customer experience is the single most important objective. Not only is it important to recognize this goal, it is just as equally important to communicate it to ALL members of the organization.

Measure Results
It is said, "You cannot expect what you expect, if you don’t inspect what you expect.” Think about that for a moment. One of the keys to developing a customer oriented business culture is being able to measure your team’s individual and collective performance against your desired results. Consider "inspecting what you expect” through surveys, reports, call recordings, and statistics, then make it a point to track this information on a consistent basis. Not only is it important to review these details to gain insight, it is equally important to develop clear expectations and specific metrics for each area of focus, while sharing the results with each member of the team. Many organizations further categorize their results into specific metrics, such as Key Performance Indicators (KPI), in order to achieve even greater clarity.

Team Member Feedback
One of the quickest ways to transform an organization’s business culture is to provide a consistent stream of team member feedback. (Please note: make sure to focus on the positives and work together on addressing challenges while framing them as an opportunity for growth and improvement). A number of best practices can be easily adopted such as: bi-weekly performance reports, side by side call monitoring, call recording evaluations, weekly customer service tips, and broad based recognition programs. Focusing on what your team is doing well, in addition to identifying areas of improvement, will help promote a more cohesive and positive business environment and culture.

By employing these three steps, you will surely see more unity among your team members, which will enable you to communicate your shared vision, while establishing common goals. We have seen this process work wonders in our office, and it will surely make a difference in yours as well.

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Agent/Company Productivity: The Age-Old Question

by Jeffrey W. Zindel, Accurate Communications

So I asked the question: For those of you that track agent productivity, what ranges are you experiencing?

My "logged in” productivity goal is to have agent available time of 90% and my "billable” goal is 80%. Billable time is determined by dividing talk time by paid time; I also track reassigns and error margin.

Logged in means the agent is available for a live call. For instance, on an 8.5 hours shift, we look for 90% logged in time; that is, 459 out of 510 paid minutes. We pay for a 30 minute lunch and two 10 minute breaks. We look at "billable” time as highlighted time; this includes talk and wrap time.

Here are the summarized responses that I received:

  • Those who pay for ON/highlighted time only have around 84% productivity with an average call of 1.5 minutes

  • Most companies answered that they have a one hour, unpaid lunch and breaks

  • Very few companies averaging 1 minute per call have accounts that pay per minute.

  • Overnights are a problem for many companies with productivity dropping to 65-69%

  • Company-wide talk time versus paid time ranged from 48-55%

  • Talk time only versus payroll (INCLUDING MANAGEMENT) 50-53%

  • Many felt that when productivity increases, the quality of service starts to decrease and agents start to get burned out

  • Many utilization/productivity/occupancy ranges averaged 40-70%, but would like to see it around 55%-75%

  • Many companies with productivity averaging 69-72% believe these ranges are higher than the norm. If programmers and managers comprise 10%, then the total is still around 60%...still higher than the norm.

  • Many companies said they can’t see striving for 80% productivity in a typical TAS environment without serious danger of agent burnout, and that 50% utilization is fair.

It appears that those who track productivity agree that 50% utilization is an average number, and that 55-65% is achievable and could be a goal.

In calculating these numbers, it is important to understand the calculation—Paid agent time divided by billable time. We are discussing productivity and for the purpose of this discussion, management labor is not included.

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The Heat is On!

by Billy Peppard, Medical Connections, Inc.

If you were in New Orleans earlier this year, you might remember Joe Adam’s comments about the year of the disaster, so we may as well throw the summer heat and extreme drought for many parts of the country to that list, right? The question now is, "When will it ever end?” Personally, hopefully soon! Not only has it been one of the hottest summers in Texas history, it has also been one of the busiest summers in recent memory for our company. I’m looking forward to getting back into a normal routine now that the kids are starting back to school and, with any luck, cooler weather being right around the corner.

From a Membership Committee standpoint – hopefully never!!

Your Board of Directors met earlier this year in Madison, and our primary goal was to establish a new Strategic Plan, which sets new goals for the Board and NAEO over the next few years. Among the items that will fall under the Membership Committee’s responsibilities are:

  • Increase Membership
  • Increasing knowledge of and utilization of the new Member portal through (ongoing effort)
  • Updating our Member Packet (coming soon!)
  • Establishing a communication calendar of all NAEO benefits to help members better utilize all that NAEO has to offer
  • Releasing a new Membership Survey (Fall 2011)
  • Increasing and Updating marketing strategies utilizing social media (Facebook fan page is done!)
  • Recruiting new volunteers for committee work and special projects (webinars, etc.)

We also had time to spend a few hours at Amtelco, who was gracious enough to invite us for dinner while we were there and even provided lunch the day of our meeting. A big "thank you” again to Mr. Everly, Tom, Bernie, and the rest of the Amtelco crew for everything. It’s always great to spend time with them and have their input, perspective, and participation in helping improve and grow NAEO.

The Ambassador Program has seen quite the activity this summer and we look forward to getting several new companies actively involved in NAEO and hope to see many new faces in Las Vegas next year for the Conference.

Along those lines, as we continue to see the number of acquisitions in the industry increase, the number of potential new members is decreasing, making it even more difficult to identify those non-member companies. We even had several volunteers on the Membership Committee affected by this trend as well, making their participation on the Membership Committee extremely challenging, and understandably so. As a result, consider this your call to action! You could very well have that next great NAEO benefit in mind, so we’d love to have your input and participation on Membership. We meet once a month, and the demand is minimal. If you are interested in working with the Membership Committee, please do not hesitate to email or contact Andy or myself.

I would be remiss to not mention the tireless and diligent efforts of Ron Waine/TigerTel and Laurie Blow/Advanced Answering Center/CVC Paging for their help with expired and cancelled Members. I would also like to highlight the efforts of one of our newest Committee members, Sarah Wilson/Appletree, for recently helping create the new Facebook fan page (\joinnaeo), and for also helping revise our NAEO Member packet. Sarah has brought a fresh new marketing perspective to the Committee, and we’re lucky to have her. Be sure to check out the new Fan page and click "Like”. The more visible NAEO is online, the better chance of finding that next New Member!!

We are also very fortunately to have the input of two hospital Members, Mary Hutchinson/Billings Clinic, and Gail Russell/Salina Regional, who, by their input, are helping us make a more effective push to get more hospital and Amtelco 1Call Members actively involved in NAEO. Of course we could not do this without the combined and coordinated efforts of your Education and Conference committees, led by Gerald Brousseau and Trisha Stenberg. With HIMSS being held in Las Vegas just before our 2012 Conference, we’re hopeful to attract many 1Call attendees to NAEO.

Lastly, where would we be without the guidance and organization of Andy Shelp, our Executive Director.

I hope this finds each of you well and surviving the summer heat. If you have any questions or concerns about your NAEO Membership, please do not hesitate to contact myself or Andy.

I look forward to seeing everyone in Las Vegas in 2012!!

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Education Committee

Were you not able to make it one of our NAEO webinars? Did you not get all of the details that you learned on one of our NAEO webinars? Don’t forget that most of our webinars are recorded for you to refer back to if needed. Visit the NAEO website and locate the recordings under the Education tab within the Webinars area.

Your NAEO Education Committee

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Income and Expenses

January 1, 2011 through June 30, 2011

by Robin Bailey

The New Orleans Conference resulted in a bottom line net income of $12,312, compared to $5,179 in Newport Beach. Total income was $134,658 which was an increase of $3,137 from the 2010 Conference.

Expenses for the conference totaled $122,246 compared to $126,242 last year. Equipment rental was down $6,964 from 2010. Additional savings from the audio visual equipment were experienced in the IS and Supervisor Training with expenses down $6,883 and $3,306, respectively. These savings were offset in part by meal costs which exceeded last year $14,087. The hotel in Newport Beach had given us a concession of $10,000 for the opening reception which accounts for the majority of the variance.

Non-Conference income for the first six months of the year was $75,160, down $7,086 from last year. Donations to the Operator Relief Fund last year accounts for $4,540 of the variance. Dues income was down $2,245 from the same period last year.

Total expenses for Non-Conference, $75,835, were favorable to last year by $29,899. The cost of the Business Continuity Plan and the legal expense for establishing the NAEO Foundation accounts for the majority of the variance, $28,350 and $1,662, respectively. We also had the costs of the Cancun packages, $5,535, that we auctioned off last year. Management fees increased 3% per the contract and credit card processing fees increased $763 over 2011. Net income for Non-Conference is a loss of $675.

If you have any questions or comments regarding the financial statements, please do not hesitate to contact me.

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Braced for Impact!

by Deborah Wohlt, Monroe Telephone Answering Service, Inc.

As I write this, the first hurricane to hit the U.S. mainland since Hurricane Ike tried to wipe out Galveston Island, Texas, in 2008, has its sights on New York City and is anticipated to make landfall this Sunday. I am praying for all Atlantic coast residents and especially for my answering service industry friends that are in Irene’s path. However, I know from experience that successfully surviving a hurricane takes more than just prayers; it takes a lot of forethought, planning and hard work.

Here are a few things to consider well in advance of hurricane season:

  1. Changes can creep into your insurance policy that will nullify valuable coverage you think you have without you realizing it.
    • It is critical that you review your insurance policies with your agent to make sure you retain complete coverage for such things as loss of earnings, business continuity, and physical damage.
    • Know ahead of time what will and will not be covered by your insurance so that you can plan accordingly.
  2. Before June first of each year, check your Hurricane Preparedness Plan, revising and updating it if necessary.
    • Email every employee a quick synopses of the contents of the HPP with a reminder to discuss the full plan attached to the email with their family members so they will have time to make the best decisions for their family situation.
    • This will naturally prompt many discussions in the office between veterans of evacuations and new employees, especially those who have recently moved into our area. It is easier to deal with all the questions and fears your employees may have when you are not facing a crisis.
    • Also about this time of year, some of your clients will contact you about your hurricane plans as part of their own company’s contingency planning. Have a HPP ready to send to any client asking for it.
    • Decide how your company will handle evacuation expenses, especially whether or not you plan on passing those costs on to your clients. If you do, make sure it is in your contract ahead of time.

  3. Do a quick check each morning of NOAA’s National Hurricane Center - Atlantic Graphical Tropical Weather Outlook The one nice thing about hurricanes, unlike the tornados and earthquakes we have had this year, is that you get plenty of advance warning if you make an effort to stay informed.
    • In most cases, a glance is all you need to do on a daily basis to know whether or not you should start paying more frequent attention.
    • For those times when there is something out there, in the Atlantic Ocean or Gulf of Mexico, a simple click on the satellite image will tell you what NOAA’s Forecaster believes will happen.
  4. If there is a potential that you might be affected by the coming storm and/or forced to evacuate, it can never be too early to find hotel rooms for your staff. We learned the hard way in 2008 with Gustav (which made landfall in Louisiana but had been predicted to come into Texas) that once the general public becomes aware of a storm coming, hotel rooms are impossible to acquire.
    • If you want your employees to concentrate on taking care of your clients, you will need to take care of your employees’ needs. To avoid a lot of unnecessary problems, it is best to have your staff in the same location that you are relocating your operations to, although expect some to choose a different location of their own.
    • A hotel room with a refrigerator and microwave, that allows pets, with easy access to a Wal-Mart type store that can satisfy a variety of needs, reduces the stresses on your employees’ families.
    • Single employees may choose to share a room (note: compatible co-workers do not always make compatible roommates). Other employees will have a larger definition of "family members” that can lead to overcrowding of hotel rooms.
  5. Prepare your employees for the upcoming evacuation. Please keep in mind that getting their families out of harm’s way is more important to your staff than is making sure your clients’ calls are answered.
    • Remember that ours is a 24/7 business and a five hour drive during normal conditions can take twelve to twenty-four hours when you are evacuating an entire region. This might be the most stressful part of the evacuation for your staff.
    • There will be questions about when to leave and who will go first; an advance team consisting of a technical person and a management team member is critical for set up and organizational purposes. You may also need to financially help those staff members that live paycheck to paycheck with their evacuation costs.
    • Having a partner answering service to assist you during your evacuation by taking calls completely or as a supplement to your staff is optimal. If you do use a partner, make sure that you have a management team member available to them to answer questions.

The above is no substitution for a well thought out Hurricane Preparedness Plan. A brief internet search can be very helpful in creating this document. Try to think of everything that might go wrong every step along the way and assume the worst will happen, and make a plan to cope with it. Should you ever find yourself having to deal with a disaster, however unlikely it may seem, you will be able to act, rather than react?

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Is The Customer Always Right?

by Nancy Friedman, The Telephone Doctor

Ask most folks and I'm betting the answer you hear will be, "Yes." Ask us at Telephone Doctor and we'll tell you, "The customer always thinks they're right." It's the perception of that you need to work with and, as we know, perception is reality.

If you go with our theory that the customer always thinks they are right, handling them and solving their problem will become a bit easier.

When the customer thinks they're right, they're right. IN THEIR MIND! And that's what is key. Instead of arguing with them and telling them they're wrong, get the mentality that they believe they are right. Think as they do. As we know, many times the customer can be wrong.

True story time and this illustrates the picture pretty well.

We have trees in our backyard. I've always wanted to put some lights on a few of them so that they'd show up nicely in the dark. I called the lighting company and was satisfied with their estimate. We made a date for installation and the lighting company came to install the lights while I was at work. When I got home I was excited to see how the lights would look. By the time I got home it was dark out. I couldn't wait to go out to the backyard and see how pretty the lights were. BUT WAIT; something is wrong. I looked out toward the yard and there were no lights! "Shoot," I said. "They didn't show up today."

I called the lighting company early the next day and asked why they hadn't come to install the lights in the backyard as they promised. (Yes, I was very nice.) "Oh, they were installed Mrs. Friedman," the lady said. I came back with: "Yeah, well they're not lit now. Seems as though, they don't work at night. Please come fix them." "Sure will," I was informed. "First thing tomorrow."

The next night I came home and peeked outside at the yard. Again, no lights on the trees.

So my next call the following day wasn't as nice as the first call. "I'm sorry I paid you guys already," I said. "The lights still don't work! What's going on?" I told her I wasn't a happy camper.

"Well, the lights worked when the guys were there yesterday, Mrs. Friedman," the frustrated woman said to me. "Well they're not working now! Please come fix them or I'll cancel the check." (Yea, I got testy.) I was assured they'd come a third time to check that the lights worked.

Sure enough, when I got home that third night, no lights. So I immediately called my daughter who lives down the street. I asked her to come over so she could be proof the lights were not on and I wasn't going crazy.

Linda came over and I said, "Look, do you see any lights? They have been here three times and keep telling me they work. But they must only work in the day time." Linda looked out and she agreed no lights appeared to be on. She then opened the screen door to go out to the forest area and take a look at the trees up close.

It was dark out, but I could see her out there and she bent down to do something. All of a sudden one light came on to one tree. I watched her and she did the same thing with the second tree and then with the third tree. Now all three trees were brightly lit by gosh! She came back inside and I asked her if she had a magic wand. She smiled and said, "Look, it's October and the leaves are falling. The leaves fell and covered the tree lights each day. I just wiped off the leaves."

Wow! Powerful example of the customer is always right. I called the lighting service the next day on bended knee asking to be forgiven. I explained what had happened and they were very nice about it. I thought I was right, but I had been wrong.

Now some of you may be asking why the lighting place didn't tell me about the leaves the first time they came out. That's what I thought as well. But then I thought the person who took my call probably wasn't the person who came out to fix it. That's when I thought that their own internal communications weren't very good.

The installer who came out should have told the person who took my call to call me and explain exactly what happened. He knew the leaves covered the lights.

But that's a whole 'nother article isn't it? Bottom line: The customer always thinks they are right. It's our job to help them see the difference without making them feel badly.

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Infinity 32-Character Login Names and Passwords

by David Drenk

Infinity version 5.60 introduces 32-character login names and passwords for more flexibility in configuring access security and reporting. Previous versions of Infinity allowed up to eight upper case letters for operator login names and up to seven numbers for operator access codes. With Infinity version 5.60, operator login names can be up to 32 upper case letters in length. Access codes have been replaced with passwords that are no longer restricted to numbers and can be up to 32 upper and lower case letters in length.

The longer login names provide more options for setting up operator login names, making it easier to distinguish between users with similar names. The new passwords allow more robust security with upper and lower case letters, symbols, and numbers.


  • Infinity 5.60.01 or later
  • Infinity Supervisor 5.60.0000 or later
  • Infinity Telephone Agent 5.60.3700.01 or later

For more information about these features, please email AMTELCO at

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Option to Prevent Agents from Canceling out of IS Contact Dispatching Window

by David Drenk

With IS Directory Contacts, an IS message script can be configured to present agents with a Dispatching window that contains the contact methods for the selected contact. The Contact Dispatch element contains a new option to prevent agents from escaping from the Dispatching window without selecting a contact method.

In the General properties for the Contact Dispatch element, a check box labeled "Allow canceling contact method selection” has been added. By default, this check box is selected.

When the check box is selected, agents are given the option to press the ESC key to close the Dispatching window without selecting a contact method.

When the check box is cleared, the Dispatching window no longer gives the agent the option to press the ESC key. Agents must select a contact method and press ENTER to continue.


  • Infinity Telephone Agent 5.51.3504.12 or later
  • IS Supervisor 5.51.3504.14 or later
  • IS Messaging
  • IS Directory
  • IS Directory Contacts
  • SQL Server 2000 or later
  • Soft Agent 3.1.3504.07 or later
  • IS Supervisor 5.51.3504.14 or later
  • IS Messaging
  • IS Directory
  • IS Directory Contacts
  • SQL Server 2000 or later

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Infinity 101

by Susan Kirkpatrick


1. All of the following are good reasons to program dial strings on a System List EXCEPT:

A. The Infinity status line Phone field is too short.
B. Many accounts reference the same sequence of numbers and symbols.
C. The strange characters before and after the pager number confuse operators.
D.The Infinity status line Phone field is too short.


2. If an account has an auto answer recording, a caller can press a digit to exit from queue and can leave a message for a later callback.



3. All of the following are options for an Infinity login EXCEPT:

A. To designate an account that does not record in Unity VoiceLogger.
B. To give an operator the ability to bypass the login call limit.
C. To make a login a dispatcher (Infinity definition).
D. To override the Telephone Agent CTRL+F12 – Screen – Calls setting of Pop To Foreground.


4. Design all VoiceLogger assessments on the VoiceLogger admin PC.




1. A
The status phone field is set at 12 characters. Letter B applies to alpha paging terminals, overhead access, UltraComm, Infinity SMS, and portions of eVoiceLink dial strings. Understanding the limitations of their operators, a few sites choose letter C. Letter D applies to providers like Sprint – 6085551212@messaging+sprintpcs+com.

This capability exists for an Enhanced Auto Answer (separate pay-for) recording only. The caller must press the designated digit while the recording plays.

3. A
This is a setting in VoiceLogger. Letter B is called Fetch Override.

With the appropriate VoiceLogger rights, a supervisor can run all assessments on any workstation with the VoiceLogger application loaded. However, a supervisor must create a new assessment on the admin PC. To locate the exact path, note the Drive locations under Utilities – Station Options. The specific location is Amtelco\Logger\System. In the example below, the path is \\Julio\logger\Amtelco\Logger\System.

Susan Kirkpatrick came to Amtelco in 1998 with a background in the TAS industry from a company in Pennsylvania. Susan managed services across three states, RCC paging and interacted with several hospital facility communication departments. This experience has served her well as the Training Manager at Amtelco. Susan's duties include on site assessment, Infinity and Intelligent Series training and support, Amtelco implementation team, interaction with Amtelco Software and Field Service staff as well as participating as the Amtelco liaison with the NAEO education committee. Susan is an avid fan of the Pittsburgh Steelers and the Penn State Nittany Lions which makes for lively conversations with her coworkers during the fall of each year!

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