KPI

How to Use Call Center Performance Metrics to Achieve Success

Call center managers are charged with a tough job, because supporting customers means constant revision to your process, so you move with their needs and deliver consistent quality. Understanding how your various KPI measurements work together to give you an idea about the balance of your services is an important first step to achieving success as a manager, and it is also the key to understanding when your call center is succeeding, so you avoid over-tweaking your process and overdoing change in the name of call center performance. Understanding the Four Metric Categories The four main areas of concern for call center managers are: Service Quality: Measuring service quality means looking at whether or not your call center meets customer needs efficiently, asking questions like: Do your employees have the knowledge and resources necessary to act decisively and solve problems? And how is customer feedback reflecting training efforts? Accessibility: These metrics allow you to track use of your self-service system, wait times, and call abandonment, and they tell you whether or not customers have a hard time actually reaching the point where service quality comes into question. Inaccessible systems tend to be rated more lowly on service quality, too, even when actual call center performance at problem solving is quite excellent, because accessibility issues affect the customer’s perception of the entire process afterward. Operational Efficiency: Metrics that cover call wrap-up time, forecasting accuracy, the average handling time for each call, and your employees’ adherence to their schedules are all designed to ensure that high quality, accessible work is also efficient enough to handle the call load your center receives. Cost: Last but not least, cost considerations ensure you operate within budget by measuring cost per call, agent attrition, and absenteeism to give you a full picture of your call center’s effectiveness. Balancing the Metrics Knowing what categories to measure and which KPIs are most important in each category is just the first step. To achieve the best possible call center performance, managers also need to understand how to balance the metrics, to achieve success in every area. Otherwise, cost effective and efficient call centers may still be hampered by training issues or accessibility problems that reduce their overall performance, and similarly, the best and most accessible service is unsustainable if costs are too high. The issue is more complex than that, though, because some areas affect others in direct ways. For example inefficient but high-quality service typically means long wait times and less calls processed. This creates a situation where accessibility goes down even as service goes up, and the long run, that can lead to service quality measurement declines as customers who have been kept waiting remain dissatisfied and stressed even after receiving the service they desired. The goal, then, has to be achieving success in all four areas without focusing too intently on one, unless that one happens to be lagging behind. Training efforts and organizational restructuring, as well as the investment in new resources, needs to be balanced to address the needs of all four categories at once, as well. That allows for better overall call center performance, and, more importantly, the kind of success that is sustainable into the future.

Customer Experience the New KPI’s for Contact Center

Contact center KPI’s are a widely discussed topic. Reason being, if you cannot measure it, you cannot manage it. The Key Performance Indicators help you measure the agents’ performance and therefore manage their actions. However, it is sometimes difficult to define, control and meet all KPI’s. On one hand, the people think about the agent’s productivity, and KPI’s that measure quantity or volume, speed, time, service level, cost per contact, self-service rate and technology all come into play. The company’s aim is to meet customer’s needs at the lowest cost. On the other hand, the customers need superior experiences with the contact center and these KPI’s come in handy to measure customer satisfaction levels. These metrics include first contact resolution, the speed of resolution, resolution rate, quality, level of service and self-service success, repeat business and many others. The customer needs fast, reliable and personalized services. It is a delicate balance for the contact center. How can you merge customer experience and productivity to satisfy both parties? Align your Metrics Strategy With the above explanation, you will notice some misalignment. If you place more effort on productivity, you compromise the customer experience, and when the focus is on measuring customer experience only, you affect productivity. You need to align your metrics strategy to your corporate objectives. Your metrics strategy should bring together the two interests, and, therefore, include; How self-service is working across the various channels How agents handle customers across these multiple channels. How to reflect productivity (efficiency) and customer experience (effectiveness) and the cost implications as a balanced equation. When your metrics plan is in alignment, you will develop tactics that balance productivity and customer experiences. Retain Traditional Performance Indicators Traditional key performance indicators focus on the agent’s productivity. You should retain them as a baseline for evaluating agent’s performance. They are necessary for the contact center as you will monitor the output of your agents and can then create an effective workforce management plan. As much as you are retaining the traditional KPI’s, you should take it up a notch by defining who is accountable for what, that is the leadership, the supervisors on the floor and the agents handling the interactions. Provide the necessary information for each user for them to assess where they are and whether they are meeting the desired goals. Introduce Customer Experience Indicators Customer experience metrics focus on quality. They may be subjective because you pull the data from customer surveys – customers options may be biased depending on how their last interaction went. However, you should incorporate them into the main metrics strategy for a holistic approach. Pull data from the various communication channels not forgetting the new self-service channel. Important to note is that some metrics are specific to what they measure like service metrics focus on productivity. However, when you introduce metrics that focus on optimizing customer experience like efficiency metrics, the loop is complete. Keep working on the metrics until you find out which pairs meet your corporate objectives well. There is no “one size fits all.” In summary, to bring the new contact center KPI to life, align your metrics strategy, retain the traditional KPI’s and introduce customer experience indicators. Look beyond the accessing and delivering reports for analysis to creating scorecards that extract data from multiple channels. The data will give precise information about the agent’s productivity and customer experience levels.

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