Free Call Center Training | Call Center Best Practices

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Free Call Center Training | Call Center Best Practices

  1. 1. Call Center Best Practices The Road to World Class Performance! MetricNet Best Practices Series
  2. 2. Visit MetricNet’s Resource Library at www.metricnet.com © MetricNet, LLC, www.metricnet.com 1 1
  3. 3. Become a MetricNet Premium Member: It’s Free! © MetricNet, LLC, www.metricnet.com 2
  4. 4. MetricNet Benchmarks MetricNet Benchmarks Peer Group Benchmarks Industry Benchmarks Benchmarking Data Files © MetricNet, LLC, www.metricnet.com 3  Custom Benchmark  Unique Peer Group  Industry Benchmarking Reports by geography  Custom Benchmarking Data in Excel format
  5. 5. © MetricNet, LLC, www.metricnet.com 4 Learn more at metricnet.com/path-to-world-class-performance Did you know? Industry data shows that organizations that conduct benchmarking at least once a year are far more likely to achieve world-class performance. In fact, there is a virtual 1:1 correspondence between organizations that perform benchmarking on an annual basis, and those that achieve world-class performance. “
  6. 6. Connect With MetricNet on Social Media 5 Use #MetricNetLive on Twitter to participate. Share thoughts, key points, questions or just follow along! © MetricNet, LLC, www.metricnet.com
  7. 7. 6© 2014 MetricNet, LLC, www.metricnet.com 2014 Total Traffic MOM Bad Referral Traffic Visit MetricNet at the Annual HDI Conference in Las Vegas! More info at metricnet.com/hdiconf15 Session 107: Benchmark 2014: Global Results for Desktop Support Wednesday, March 25, 2015 at 10:15am Session 401: The Role of IT Leadership in Service and Support Thursday, March 26, 2015 at 10:00am Session 705: Past and Present: 25 Years of Service Desk KPIs Friday, March 27, 2015 at 9:00am
  8. 8. 7© MetricNet, LLC, www.metricnet.com Customer Contact Imperative: The Path to World-Class Performance! Research Methodology: Origins of the Best Practices Model A Model for Best Practices: Measure, Diagnose, Prescribe, Implement A Call To Action: Your Opportunity to Excel! Today’s Agenda
  9. 9. Customer Contact Imperative: The Path to World-Class Performance! 8
  10. 10. 9© MetricNet, LLC, www.metricnet.com Growing importance of customer contact! Every Company Faces Increasing Pressure from Numerous Sources Industry Consolidation Increased Regulatory Scrutiny (e.g. SOX) The emergence of virtual business One-Stop Shopping Shareholder pressure Budgetary constraints Increasingly demanding customers Greater customer choice and leverage An Industry in Transition • • • • • •
  11. 11. 10© MetricNet, LLC, www.metricnet.com  Customer expectation is that you are available 24 X 7, and provide flawless service, on demand!  Yet most companies have minimal direct contact with their customers JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 8760 Hours Customer Contact 7 - 22 minutes/yr. Moment of Truth Opportunity! Customer Contact: A Critical Interface!
  12. 12. 11© MetricNet, LLC, www.metricnet.com  Call center is a source of value creation  Customer contact is a company and product differentiator  Replacement for traditional brick & mortar facilities  Stay ahead of customer needs and expectations – proactive!  Goal is customer enthusiasm, and product differentiation NEW PARADIGM A Fundamental Shift  Call center is a support function  Customer contact is a necessary evil  Supplement to traditional bricks & mortar facilities  Play catch up with customer needs and expectations – reactive!  Goal is customer satisfaction OLD PARADIGM Building a Service-Based Competitive Advantage!
  13. 13. 12© MetricNet, LLC, www.metricnet.com 12
  14. 14. 13© MetricNet, LLC, www.metricnet.com Call Centers Must Evolve to Survive  Progression along this dimension is critical to success  Call centers that stay in one place too long risk obsolescence  The most effective call centers continually strive to add more value by moving to the right along this axis  World-class call centers also have specific plans for how they will continuously improve the quality of contact with their customers Customer needs and requirements are evolving too quickly Continuously differentiate the underlying products supported Staying ahead of customer needs and expectations Competitors can exploit any complacency marked by a call center’s failure to evolve Support Stage Transitional Stage Strategic Stage
  15. 15. 14© MetricNet, LLC, www.metricnet.com 65% 30% 5% Support Stage Transitional Stage Strategic Stage Traditional customer contact paradigm The call center makes a shift from following the customer to leading the customer The call center operates in a non-traditional customer contact paradigm – every transaction adds value! How Far Has Your Call Center Evolved?
  16. 16. Research Methodology: Origins of the Best Practices Model 15
  17. 17. 16© MetricNet, LLC, www.metricnet.com 27 Years of Call Center Benchmarking Data More than 3,000 Call Center Benchmarks Global Database 30 Key Performance Indicators Nearly 80 Industry Best Practices
  18. 18. 17© MetricNet, LLC, www.metricnet.com Data Comes from a Variety of Call Centers  More than 3,000 call centers worldwide  From MetricNet’s Call Center Benchmarks  Industries include  Banks and financial services  Telecommunications  Health Care  Hospitality  Insurance  Manufacturing  Retail  Transportation  Utilities  Best practices are relatively independent of industry  At least 80% commonality from industry to industry
  19. 19. 18© MetricNet, LLC, www.metricnet.com Characteristics of a World-Class Call Center  Call center consistently exceeds customer expectations – regardless of the transaction type  Result is high levels of customer satisfaction  Call quality is consistently high  Business value is managed at or above industry average levels  Cost per contact is below industry average levels  Revenue generated is above industry average levels  Telemarketing and Telesales  Debt collections  Call Center follows industry best practices  Industry best practices are defined and documented  Call Center follows industry best practices  Every transaction adds value  A positive customer experience  Improves customer loyalty  Creates positive brand awareness and switching costs
  20. 20. 19© MetricNet, LLC, www.metricnet.com Cost per Contact Quality HigherLower Higher A World-Class Call Center An “Average” Call Center BEST-IN-CLASS PERFORMANCE CURVE AVERAGE PERFORMANCE CURVE The World-Class Call Center Defined
  21. 21. 20© MetricNet, LLC, www.metricnet.com POLLING QUESTION
  22. 22. A Model for Best Practices: Measure, Diagnose, Prescribe, Implement! 21
  23. 23. 22© MetricNet, LLC, www.metricnet.com 4 3 2 1 Customer Enthusiasm A Simple Model for Call Center Excellence Measure Diagnose Prescribe Implement Model Component Description 1. Measure Measure performance on an ongoing basis 2. Diagnose Benchmark performance and conduct gap analysis 3. Prescribe Define actions to close the gap 4. Implement Implement your action plan and improve performance
  24. 24. 23© MetricNet, LLC, www.metricnet.com Measure Your Performance! Model Component Description 1. Measure Measure performance on an ongoing basis 2. Diagnose Benchmark performance and conduct gap analysis 3. Prescribe Define actions to close the gap 4. Implement Implement your action plan and improve performance 4 3 2 1 Customer Enthusiasm Measure Diagnose Prescribe Implement
  25. 25. 24© MetricNet, LLC, www.metricnet.com Two Types of Call Center Metrics  Measures operational efficiency and effectiveness of the call center  Internally focused  Metrics include:  Cost per contact  Customer satisfaction  Speed of answer  Agent utilization  etc. Operational Metrics Business Effectiveness  Measures the call center’s effectiveness in supporting the company’s business mission  Typically P&L or revenue related  Externally focused  Metrics include:  Sales $ per call center FTE  Collections $ per call center FTE  Call Center operating expense as a % of Call Center revenue generated Measure
  26. 26. 25© MetricNet, LLC, www.metricnet.com Some Common Operational Metrics  Cost per Contact  Cost per Minute of Handle Time Cost Productivity Service Level Quality Call HandlingAgent  Average Speed of Answer (ASA)  Call Abandonment Rate  % Answered in 30 Seconds  Agent Utilization  Contacts per Agent per Month  Agents as a % of Total Headcount  Customer Satisfaction  Call Quality  First Contact Resolution Rate  Agent Occupancy  Agent Turnover  Daily Absenteeism  New Agent Training Hours  Annual Training Hours  Schedule Adherence  Agent Tenure  Agent Job Satisfaction  Call Handle Time  IVR completion rate Measure And there are hundreds more!!
  27. 27. 26© MetricNet, LLC, www.metricnet.com Two Paradigms for Call Center KPI’s The Historical Approach The Holistic Approach Measurement (75%) Analysis (15%) Prescription (7.5%) Action (2.5%) Measurement (5%) Analysis (20%) Prescription (30%) Action (45%) IncreasingValue! Measure
  28. 28. 27© MetricNet, LLC, www.metricnet.com Operational Metrics: Which Ones Really Matter? Measure Read MetricNet’s whitepaper on Call Center Performance Metrics. Go to www.metricnet.com to get your copy!  Cost per ContactCost Productivity Quality Call Handling  Agent Utilization  Customer Satisfaction  First Contact Resolution Rate Agent  Agent Job Satisfaction Aggregate  Cost vs. Quality  Balanced Scorecard
  29. 29. 28© MetricNet, LLC, www.metricnet.com Foundation Metrics: Cost vs. Quality Measure Lower Cost Cost (Efficiency) Quality(Effectiveness) Top Quartile Efficient and Effective Lower Quartile Middle Quartiles Effective but not Efficient Middle Quartiles Efficient but not Effective Your Call Center Peer Group Higher Cost Lower Quality Higher Quality
  30. 30. Measure The Balanced Scorecard Step 1 Five critical performance metrics have been selected for the scorecard Step 2 Each metric has been weighted according to its relative importance Step 3 For each performance metric, the highest and lowest performance levels in the benchmark are recorded Step 4 Your actual performance for each metric is recorded in this column Step 5 Your score for each metric is then calculated: (worst case – actual performance) / (worst case – best case) X 100 Step 6 Your balanced score for each metric is calculated: metric score X weighting 29 Worst Case Best Case Cost per Inbound Contact 25.0% $7.55 $3.33 $3.67 91.8% 23.0% Customer Satisfaction 30.0% 75.7% 91.2% 89.0% 85.8% 25.7% Agent Utilization 20.0% 47.5% 70.9% 66.1% 79.3% 15.9% Agent Job Satisfaction 15.0% 53.0% 93.3% 76.8% 59.1% 8.9% % of Calls Answered in 20 Seconds 10.0% 23.7% 75.3% 44.1% 39.5% 3.9% Total 100.0% N/A N/A N/A N/A 77.4% Balanced Score Your Actual Performance Metric Score Performance RangeMetric WeightingPerformance Metric
  31. 31. 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 9 XYZ 17 6 10 5 16 20 4 2 13 1 11 8 7 19 14 12 18 21 15 3 Call Center CallCenterBalancedScores 30© MetricNet, LLC, www.metricnet.com Balanced Scorecard Summary* *The scores shown in the chart are based upon the performance metrics, weightings, and data ranges shown on the previous page. High 78.2% Average ----- 49.3% Median 48.1% Low 30.8% XYZ 77.4% Call Center Scores Key Statistics Measure
  32. 32. * Sample Only 40% 45% 50% 55% 60% 65% 70% 75% 80% 85% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec CallCenterBalancedScore 12 Month Average Monthly Score 31© MetricNet, LLC, www.metricnet.com Track and Trend Performance Using the Scorecard Measure
  33. 33. 32© MetricNet, LLC, www.metricnet.com Business Effectiveness Metrics  Business effectiveness metrics are highly dependent upon the services you are offering  No “standard” set of measures  Generally related to product sales, customer retention, and revenue production and/or recovery  Lots of room for creativity  Business effectiveness often trumps operational effectiveness  Reflects a focus on revenue growth and recovery  Allows some “sloppiness” on the operational side if the call center  “Crossover Metrics”  Cover both operational and business effectiveness  Operating cost as a % of revenue generated is common Measure
  34. 34. 33© MetricNet, LLC, www.metricnet.com Some Common Business Effectiveness Metrics  Cross-sell/upsell conversion rate (%)  Number of Payment plans establishedCredit Card Lending Cable Television Telecom Services  Number of loans originated  Average loan size and duration  Number of Appointments scheduled  Product count for new accounts  Percent of billing inquiries resolved  Customer cross-sell/upsell percentage Retirement Products  Rollover IRA conversion rate (%)  Number of Variable annuity accounts opened Measure Collections  Average Balance Saved (ABS)  Promises kept (%)
  35. 35. 34© MetricNet, LLC, www.metricnet.com Question & Answer
  36. 36. 35© MetricNet, LLC, www.metricnet.com Benchmark Your Performance! Model Component Description 1. Measure Measure performance on an ongoing basis 2. Diagnose Benchmark performance and conduct gap analysis 3. Prescribe Define actions to close the gap 4. Implement Implement your action plan and improve performance 4 3 2 1 Customer Enthusiasm Measure Diagnose Prescribe Implement
  37. 37. 36© MetricNet, LLC, www.metricnet.com Your Call Center Performance Performance of Benchmarking Peer Group Determine How Best in Class Achieve Superiority Adopt Selected Practices of Best in Class Build a Sustainable Competitive Advantage The ultimate objective of benchmarking COMPARE Diagnose The Benchmarking Methodology Read MetricNet’s whitepaper on Call Center Benchmarking. Go to www.metricnet.com to receive your copy!
  38. 38. 37© MetricNet, LLC, www.metricnet.com Cost per Contact Quality HigherLower Higher AFTER BENCHMARKING STARTING POINT: BEFORE BENCHMARKING BEST-IN-CLASS PERFORMANCE CURVE AVERAGE PERFORMANCE CURVE The Goal of Benchmarking Diagnose
  39. 39. 38© MetricNet, LLC, www.metricnet.com POLLING QUESTION
  40. 40. 39© MetricNet, LLC, www.metricnet.com POLLING QUESTION
  41. 41. Benchmarking Performance Summary Read MetricNet’s whitepaper on Benchmarking Peer Group Selection. Go to www.metricnet.com to get your copy! Sample Data Only! Not Intended for Benchmarking Purposes! Diagnose Average Min Median Max Cost/Contact $28.17 $22.96 $6.59 $22.56 $38.44 First Level Resolution Rate 59.0% 81.0% 59.0% 83.0% 88.0% Contacts/Agent-Month 429 504 373 487 699 Agent Utilization 46.7% 53.1% 25.9% 53.9% 71.1% Average Speed of Answer (ASA) in seconds 18 45 12 34 187 Percent Answered in 30 Seconds or Less 86.6% 72.1% 36.5% 71.3% 100.0% Call Abandonment Rate 2.9% 8.1% 1.4% 7.6% 25.2% Call Quality 68.4% 79.9% 43.8% 75.8% 94.5% Customer Satisfaction 63.0% 79.0% 41.9% 75.5% 96.6% Annual Agent Turnover 29.5% 31.7% 1.7% 26.4% 94.0% Daily Absenteeism 19.2% 13.2% 0.1% 13.0% 29.8% New Agent Training Hours 36 79 20 69 241 Ongoing Agent Annual Training Hours 12 34 0 20 130 Agent Satisfaction (% satisfied or very satisfied) 71.0% 75.4% 33.8% 70.1% 94.5% Agents as a Percent of Total FTE's 77.9% 70.5% 57.1% 69.3% 88.4% Contact Handle Time (min:sec) 12:41 11:18 2:47 9:34 19:55 First Contct Resolution Rate 51.3% 71.2% 45.4% 67.8% 94.1% IVR Completion Rate 6.7% 22.0% 0.0% 18.9% 44.8% Agent Call Handling Cost Productivity Service Level Quality Metric Type Key Performance Indicator (KPI) Your Score Peer Group 40© MetricNet, LLC, www.metricnet.com
  42. 42. 41© MetricNet, LLC, www.metricnet.com The Foundation Metrics: Cost and Quality Cost/Contact (Efficiency) Customer Satisfaction (Effectiveness) Diagnose
  43. 43. 42© MetricNet, LLC, www.metricnet.com Agent Utilization and First Contact Resolution Rate Cost/Contact Customer Satisfaction Agent Utilization First Contact Resolution Diagnose
  44. 44. 43© MetricNet, LLC, www.metricnet.com Agent Utilization Drives Cost per Contact $0 $5 $10 $15 $20 $25 $30 $35 $40 $45 20% 30% 40% 50% 60% 70% 80% Agent Utilization CostperContact Diagnose
  45. 45. 44© MetricNet, LLC, www.metricnet.com Agent Utilization Defined Agent Utilization ((Average number of inbound calls handled by an agent in a month) X (Average inbound handle time in minutes) + (Average number of outbound calls handled by an agent in a month) X (Average outbound handle time in minutes)) (Average number of days worked in a month) X (Number of work hours in a day) X (60 minutes/hr)  Agent Utilization is a measure of actual time worked by agents in a month, divided by total time at work during the month  It takes into account both inbound and outbound contacts handled by the agents  But it does not make adjustments for sick days, holidays, training time, project time, or idle time = Diagnose
  46. 46. Example: Call Center Agent Utilization  Inbound Contacts per Agent per Month = 375  Outbound Contacts per Agent per Month = 225  Average Inbound Contact Handle Time = 10 minutes  Average Outbound Contact Handle Time = 5 minutes Agent Utilization ((375 Inbound Contacts per Month) X (10 minutes) + (225 Outbound Contacts per Month) X (5 minutes) (21.5 working days per month) X (7.5 work hours per day) X (60 minutes/hr) = = 50.4% Agent Utilization Agent Utilization ((Average number of inbound Contacts handled by an Agent in a month) X (Average inbound handle time in minutes) + (Average number of outbound Contacts handled by an Agent in a month) X (Average outbound handle time in minutes)) (Average number of days worked in a month) X (Number of work hours in a day) X (60 minutes/hr) = 45© MetricNet, LLC, www.metricnet.com Diagnose
  47. 47. 46© MetricNet, LLC, www.metricnet.com First Contact Resolution Drives Customer Satisfaction 20% 40% 60% 80% 100% 20% 40% 60% 80% 100% First Contact Resolution CustomerSatisfaction Diagnose
  48. 48. 47© MetricNet, LLC, www.metricnet.com Service Levels: ASA and Abandonment Rate Cost/Contact Customer Satisfaction Agent Utilization First Contact Resolution Scheduling Efficiency Service Levels: ASA and AR Diagnose
  49. 49. 48© MetricNet, LLC, www.metricnet.com ASA Drives Cost per Contact $0.00 $5.00 $10.00 $15.00 $20.00 $25.00 $30.00 $35.00 $40.00 0 50 100 150 200 250 Average Speed of Answer (sec) CostperContact Diagnose
  50. 50. 49© MetricNet, LLC, www.metricnet.com Call Abandonment Rate Also Drives Cost per Contact $0.00 $5.00 $10.00 $15.00 $20.00 $25.00 $30.00 $35.00 $40.00 $45.00 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% Call Abandonment Rate CostperContact Diagnose
  51. 51. 50© MetricNet, LLC, www.metricnet.com ASA vs. Customer Satisfaction 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 0 5% 10% 15% 20% ASA as a % of Total Handle Time CustomerSatisfaction Diagnose
  52. 52. 51© MetricNet, LLC, www.metricnet.com Call Abandonment Rate vs. Customer Sat 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% Call Abandonment Rate CustomerSatisfaction Diagnose
  53. 53. 52© MetricNet, LLC, www.metricnet.com Training Hours Impact First Contact Resolution Rate Cost/Contact Customer Satisfaction Agent Utilization First Contact Resolution Training Hours Scheduling Efficiency Service Levels: ASA and AR Diagnose
  54. 54. 53© MetricNet, LLC, www.metricnet.com New Agent Training Hours vs. First Contact Resolution 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0 50 100 150 200 250 300 350 New Agent Training Hours FirstContactResolutionRate Diagnose
  55. 55. 54© MetricNet, LLC, www.metricnet.com Annual Agent Training vs. First Contact Resolution 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0 20 40 60 80 100 120 140 Annual Agent Training Hours FirstContactResolutionRate Diagnose
  56. 56. 55© MetricNet, LLC, www.metricnet.com Agent Satisfaction Cost/Contact Customer Satisfaction Agent Utilization First Contact Resolution Agent Satisfaction Absenteeism/ Turnover Scheduling Efficiency Service Levels: ASA and AR Diagnose
  57. 57. 56© MetricNet, LLC, www.metricnet.com Agent Satisfaction Impacts Customer Satisfaction 20% 30% 40% 50% 60% 70% 80% 90% 100% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100% Agent Satisfaction CustomerSatisfaction Diagnose
  58. 58. 57© MetricNet, LLC, www.metricnet.com Agent Satisfaction Drives Agent Turnover 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100% Agent Satisfaction AnnualTurnover Diagnose
  59. 59. 58© MetricNet, LLC, www.metricnet.com POLLING QUESTION
  60. 60. 59© MetricNet, LLC, www.metricnet.com Cause and Effect of Primary KPI’s Cost/Contact Customer Satisfaction Agent Utilization First Contact Resolution Agent Satisfaction Training Hours Absenteeism/ Turnover Scheduling Efficiency Service Levels: ASA and AR Diagnose
  61. 61. 60© MetricNet, LLC, www.metricnet.com Training Hours Drive Agent Satisfaction 40% 50% 60% 70% 80% 90% 100% 0 20 40 60 80 100 120 140 Annual Agent Training Hours AgentSatisfaction Diagnose
  62. 62. 61© MetricNet, LLC, www.metricnet.com A Summary of the Major KPI Correlations Cost/Contact Customer Satisfaction Agent Utilization First Contact Resolution Agent Satisfaction Coaching Career Path Training Hours Call Quality Handle Time Agents/ Total FTE’s Absenteeism/ Turnover First Level Resolution Scheduling Efficiency Service Levels: ASA and AR Diagnose
  63. 63. Benchmarking Performance Summary Sample Data Only! Not Intended for Benchmarking Purposes! Diagnose Average Min Median Max Cost/Contact $28.17 $22.96 $6.59 $22.56 $38.44 First Level Resolution Rate 59.0% 81.0% 59.0% 83.0% 88.0% Contacts/Agent-Month 429 504 373 487 699 Agent Utilization 46.7% 53.1% 25.9% 53.9% 71.1% Average Speed of Answer (ASA) in seconds 18 45 12 34 187 Percent Answered in 30 Seconds or Less 86.6% 72.1% 36.5% 71.3% 100.0% Call Abandonment Rate 2.9% 8.1% 1.4% 7.6% 25.2% Call Quality 68.4% 79.9% 43.8% 75.8% 94.5% Customer Satisfaction 63.0% 79.0% 41.9% 75.5% 96.6% Annual Agent Turnover 29.5% 31.7% 1.7% 26.4% 94.0% Daily Absenteeism 19.2% 13.2% 0.1% 13.0% 29.8% New Agent Training Hours 36 79 20 69 241 Ongoing Agent Annual Training Hours 12 34 0 20 130 Agent Satisfaction (% satisfied or very satisfied) 71.0% 75.4% 33.8% 70.1% 94.5% Agents as a Percent of Total FTE's 77.9% 70.5% 57.1% 69.3% 88.4% Contact Handle Time (min:sec) 12:41 11:18 2:47 9:34 19:55 First Contct Resolution Rate 51.3% 71.2% 45.4% 67.8% 94.1% IVR Completion Rate 6.7% 22.0% 0.0% 18.9% 44.8% Agent Call Handling Cost Productivity Service Level Quality Metric Type Key Performance Indicator (KPI) Your Score Peer Group 62© MetricNet, LLC, www.metricnet.com Read MetricNet’s whitepaper on Benchmarking Peer Group Selection. Go to www.metricnet.com to get your copy!
  64. 64. 63© MetricNet, LLC, www.metricnet.com Prescribe Actions to Close the Gap! Model Component Description 1. Measure Measure performance on an ongoing basis 2. Diagnose Benchmark performance and conduct gap analysis 3. Prescribe Define actions to close the gap and improve performance 4. Implement Implement your action plan 4 3 2 1 Customer Enthusiasm Measure Diagnose Prescribe Implement
  65. 65. 64© MetricNet, LLC, www.metricnet.com Best Practices: Performance Measurement Prescribe Performance Measurement: Best Demonstrated Practices Affected KPI’s Cost/Call CustomerSat Utilization FirstCallRes CallQuality HandleTime Turnover Business Effectiveness Metrics, goals, diagnosis and accountability Performance metrics and goals drive individual accountability and facilitate diagnosis of performance strengths, issues, gaps and call quality improvements. Cost and customer satisfaction Cost and customer satisfaction results measure efficiency and effectiveness, and are two critical indicators for call center operations. Formal measurements & performance compliance Performance measurement is a rigorous discipline assigned to a particular individual or individuals in the call center to ensure service level compliance and consistency in the delivery of customer service . Balanced scorecard A balanced scorecard provides an aggregate measure of call center performance. Management Reporting Reporting is targeted and timed to have maximum impact on key individuals and stakeholder groups in the company.
  66. 66. 65© MetricNet, LLC, www.metricnet.com Human Resources: Best Demonstrated Practices Affected KPI’s Cost/Call CustomerSat Utilization FirstCallRes CallQuality HandleTime Turnover Business Effectiveness Recruit- ment Recruiting is a rigorous and holistic process that measures specific agent competencies, and matches those competencies to the needs of the call center. Training Rigorous and formalized training is available for both new and seasoned agents. Training is customized to meet the needs of each agent, and is designed to meet the strategic goals of the call center. Career Pathing Career paths have been formalized and documented, and often include vertical as well as lateral promotion opportunities. Performance levels required for advancement are clearly articulated. Agents are encouraged to take charge of their own career and skills development. Retention Formal strategies are employed to maximize employee retention. These strategies are designed to improve employee job satisfaction and loyalty, thereby maximizing agent morale and minimizing turnover. Coaching and Feedback Call center management demonstrates commitment to continuous improvement by conducting frequent, one-on-one coaching to each agent, and by providing specific suggestions for improvement and setting attainable goals. Perform- ance Standards Call center agents are held accountable for minimum performance standards with incentives for surpassing, and disincentives for falling short of the standard. Performance goals cover both quality and productivity. Best Practices: Human Resources Prescribe 65
  67. 67. 66© MetricNet, LLC, www.metricnet.com Best Practices: Call Handling Practices Prescribe Call Handling Practices: Best Demonstrated Practices Affected KPI’s Cost/Call CustomerSat Utilization FirstCallRes CallQuality HandleTime Turnover Business Effectiveness Standardization Call handling processes are repeatable and standardized, while still allowing for agent judgment and experience. Call Volume Management Call handling strategies, such as call reduction through “Load Shedding,” call “Channeling,” forecasting and aggressive staffing strategies are utilized to predict and proactively handle the variance in call volumes. Measurement Management Call centers must aggressively pursue and identify meaningful performance indicators, measure and report against them and analyze the results for significant trend analysis. Continuous Improvement Call center has a true culture of excellence through continuous improvement in the delivery of customer services. Customer- Centricity Improved customer satisfaction, accessibility and usability are the primary design drivers in the call center.
  68. 68. 67© MetricNet, LLC, www.metricnet.com Best Practices: Technology Prescribe Technology: Best Demonstrated Practices Affected KPI’s Cost/Call CustomerSat Utilization FirstCallRes CallQuality HandleTime Turnover Business Effectiveness Technology Hierarchy Technology enhances the speed and quality of each transaction. It supplements people and process, but does not replace them. Strategic Alignment of Technology Call center technology is consistent with, and supports the strategies of the call center and the enterprise overall. Vendor Management Vendors are actively managed to ensure the adoption of appropriate technology, and good value in technology purchases. The buyer drives the vendor relationship. Call Management Customer Tools The call center and its agents have access to real-time tools that optimize call flow management, call logging and tracking to achieve resolution. Knowledge Management Knowledge capture and customer history are used to enhance the value of each customer interaction .
  69. 69. 68© MetricNet, LLC, www.metricnet.com Implement Your Action Plan! Model Component Description 1. Measure Measure performance on an ongoing basis 2. Diagnose Benchmark performance and conduct gap analysis 3. Prescribe Define actions to close the gap 4. Implement Implement your action plan and improve performance 4 3 1 Customer Enthusiasm Measure Diagnose Prescribe Implement 2
  70. 70. 69© MetricNet, LLC, www.metricnet.com The Key to Improvement is to Take Action!  Call Center Best Practices is a Holistic Discipline  Near Term Goal Improved Performance  Ultimate Goal World-Class Performance  The Key to Getting Results is to Take Action! Implement
  71. 71. 70© MetricNet, LLC, www.metricnet.com Create a balanced scorecard Document agent career path options Define agent performance standards Implement call monitoring Now Implement Your Action Plan! Implement JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Document call handling standards Begin customer sat surveys Establish root cause anal- ysis program Rewrite IVR menus Support Stage Transitional Stage Strategic Stage
  72. 72. High Med Low URGENCY RELATIVECOST RELATIVE IMPACT HigherLower Higher 10 1 6 8 9 4 Prioritizing Your Action Plan Implement 2 5 3 7 71© MetricNet, LLC, www.metricnet.com
  73. 73. 72© MetricNet, LLC, www.metricnet.com And Establish Performance Goals DOMAIN PERFORMANCE METRIC CURRENT PERFORMANCE PERFORMANCE GOAL Cost per Contact $27.90 $21.00 Customer satisfaction 71% 80% Agent Utilization 49% 60% First contact resolution 61% 70% Agent Satisfaction 56% 75% HELP DESK Balanced Score 52% 70% Customer satisfaction By individual 85% Number of contacts handled per month By individual 650 Call quality By individual 90 out of 100 AGENT First Contact Resolution By individual 75%  Define KPI’s to track and trend  Measure baseline performance  Establish “stretch” goals for each KPI  Measure performance at least monthly  Post performance trends and periodically reset goals Implement Call Center
  74. 74. 73© MetricNet, LLC, www.metricnet.com Implement The CSR Scorecard Worst Case Best Case Inbound Contacts Handled 25.0% 350 550 447 48.7% 12.2% Customer Satisfaction 20.0% 60.0% 95.0% 90.0% 85.7% 17.1% Technician Utilization 15.0% 30.0% 60.0% 41.5% 38.4% 5.8% First Contact Resolution Rate 15.0% 60.0% 90.0% 85.0% 83.3% 12.5% Teamwork 10.0% 1 5 4 75.0% 7.5% Initiative 10.0% 1 5 3 50.0% 5.0% Mentoring 5.0% 1 5 5 100.0% 5.0% Total 100.0% N/A N/A N/A N/A 65.1% Metric Score Balanced ScorePerformance Metric Metric Weighting Benchmark Performance Range Your Actual Performance 73© MetricNet, LLC, www.metricnet.com Step 1 Seven critical performance metrics have been selected for the scorecard Step 3 For each performance metric, the highest and lowest performance levels in the benchmark are recorded Step 4 The technician’s actual performance for each metric is recorded in this column Step 5 The technician’s score for each metric is then calculated: (worst case – actual performance) / (worst case –best case) X 100 Step 6 The technician’s balanced score for each metric is calculated: metric score X weighting Step 2 Each metric has been weighted according to its relative importance 73
  75. 75. Monthly Agent Performance Postings Sep Aug Jul Jun May Apr 11 1 95.8% 98.0% 97.1% 95.7% 98.3% 97.3% 97.0% 32 2 92.8% 92.1% 90.3% 89.3% 84.6% 92.2% 90.2% 21 3 91.5% 88.5% 83.2% 94.0% 93.7% 93.5% 90.7% 35 4 91.0% 86.8% 85.2% 78.5% 80.5% 68.2% 81.7% 14 5 89.5% 89.1% 90.0% 90.1% 92.3% 92.1% 90.5% 26 6 83.8% 84.4% 90.2% 86.5% 77.8% 63.9% 81.1% 25 7 83.0% 73.6% 81.9% 72.1% 84.8% 87.9% 80.5% 15 8 70.4% 66.6% 53.3% 56.3% 56.6% 39.0% 57.0% 20 9 64.9% 66.5% 70.1% 56.9% 40.9% 72.7% 62.0% 31 10 62.3% 47.4% 22.7% 38.4% 26.0% 93.0% 48.3% 16 11 61.0% 62.8% 54.5% 45.9% 41.7% 62.7% 54.8% 17 12 57.9% 42.1% 32.3% 71.6% 60.3% 60.3% 54.1% 33 13 56.8% 75.5% 64.8% 80.3% 79.7% 73.5% 71.8% 13 14 52.2% 34.9% 61.0% 52.8% 58.9% 48.7% 51.4% 24 15 48.9% 66.7% 86.9% 87.7% 83.6% 74.5% 74.7% 28 16 46.4% 45.5% 19.3% 40.3% 28.8% 32.4% 35.4% 27 17 43.7% 26.5% 31.5% 24.3% 22.2% 17.2% 27.6% 19 18 41.5% 28.4% 50.1% 48.1% 71.1% 81.0% 53.4% 23 19 39.1% 52.3% 57.1% 86.4% 87.7% 88.9% 68.6% 22 20 36.8% 18.7% 19.3% 52.9% 66.4% 64.3% 43.1% 12 21 36.6% 43.2% 33.1% 65.7% 69.0% 86.0% 55.6% 30 22 36.3% 22.6% 23.5% 85.8% 81.5% 70.3% 53.3% 29 23 34.1% 44.9% 50.2% 28.3% 48.9% 36.9% 40.5% 34 24 33.4% 37.9% 23.1% 21.7% 29.7% 22.6% 28.0% 18 25 32.6% 68.4% 80.4% 88.4% 83.8% 91.6% 74.2% 59.3% 58.5% 58.0% 65.5% 66.0% 68.4% 62.6% Monthly Ranking Monthly Average Technician Number Monthly Scorecard Performance Six Month Average Implement Agent 74© MetricNet, LLC, www.metricnet.com
  76. 76. A Call to Action: Your Opportunity to Excel! 75
  77. 77. 76© MetricNet, LLC, www.metricnet.com A Mandate for Action! Four Simple Steps 1. Measure 2. Diagnose 3. Prescribe 4. Implement 4 3 2 1 Customer Enthusiasm Measure Diagnose Prescribe Implement
  78. 78. 77© MetricNet, LLC, www.metricnet.com 1. Start by Measuring Your Performance 1. Begin measuring your performance on an ongoing basis  Operational metrics  Business effectiveness metrics  The 80/20 Rule: Less is More! Measure 4 3 2 1 Customer Enthusiasm Measure Diagnose Prescribe Implement
  79. 79. 78© MetricNet, LLC, www.metricnet.com 2. Now Benchmark Your Call Center Diagnose 4 3 2 1 Customer Enthusiasm Measure Diagnose Prescribe Implement 2. Benchmark your call center performance  Benchmark vs. peers  Select an appropriate peer group  Use metrics identified in this webcast  Identify performance gaps  Diagnose the underlying drivers of the performance gaps
  80. 80. 79© MetricNet, LLC, www.metricnet.com 3. Develop an Action Plan Based on Results 3. Develop a simple action plan  Based on gap analysis…  And call center best practices  Short list of “low hanging fruit”  Do what’s realistic in the near term  Every action should reduce costs, improve customer satisfaction, or enhance revenue production Prescribe 4 3 2 1 Customer Enthusiasm Measure Diagnose Prescribe Implement
  81. 81. 80© MetricNet, LLC, www.metricnet.com 4. Now, Put Your Plan Into Action! 4. Implement your action plan!  Build buy-in from the start  Assign ownership/ accountability  Monitor progress over time  Expect positive, measurable change! Implement 4 3 1 Customer Enthusiasm Measure Diagnose Prescribe Implement 2
  82. 82. 81© MetricNet, LLC, www.metricnet.com The Bottom Line on Call Center Best Practices  The Call Center is now being managed as a strategic asset within the enterprise  One that can differentiate the company’s products and services…  Drive customer loyalty and switching costs…  And create a Competitive Advantage for the enterprise  Strategic Call Centers have a number of success factors in common 1. Call center is viewed and managed strategically, as a source of competitive advantage 2. They understand what it means to be World-Class 3. They seek to add value on every transaction, thereby creating Customer Enthusiasm 4. Use performance metrics diagnostically 5. Benchmark their performance annually 6. Invest in technician training, coaching, and career pathing 7. They have a bias towards action: Continuous Improvement!
  83. 83. Six Ideas to Get You Started! 4 3 2 1 Customer Enthusiasm Measure Diagnose Prescribe Implement 4. Register for Future MetricNet Webcasts 1. Visit MetricNet at HDI 2015 Next Month 2. Visit Our Website and Become a Free Member 5. Browse MetricNet’s Resource Library 6. Participate in a MetricNet IT Support Benchmark 3. Connect with MetricNet on Social Media Six Opportunities to Get Started! 82© MetricNet, LLC, www.metricnet.com
  84. 84. 83© 2014 MetricNet, LLC, www.metricnet.com 2014 Total Traffic MOM Bad Referral Traffic Visit MetricNet at the Annual HDI Conference in Las Vegas! More info at metricnet.com/hdiconf15 Session 107: Benchmark 2014: Global Results for Desktop Support Wednesday, March 25, 2015 at 10:15am Session 401: The Role of IT Leadership in Service and Support Thursday, March 26, 2015 at 10:00am Session 705: Past and Present: 25 Years of Service Desk KPIs Friday, March 27, 2015 at 9:00am
  85. 85. Visit MetricNet’s Resource Library at www.metricnet.com © MetricNet, LLC, www.metricnet.com 84 84
  86. 86. Become a Member: It’s Free! © MetricNet, LLC, www.metricnet.com 85
  87. 87. Connect With MetricNet on Social Media Company Page Best Practices in Call Centers - Group Best Practices in Customer Satisfaction - Group Best Practices in Desktop Support - Group Best Practices in Service Desks - Group Company PageBest Practices in Service Desks - Community Best Practices in Desktop Support - Community Best Practices in Customer Satisfaction - Community Best Practices in Call Centers - Community © MetricNet, LLC, www.metricnet.com 86
  88. 88. MetricNet on Social Media  Like us on Facebook:  http://www.facebook.com/metricnet | Mention us using @MetricNet  Follow us on Twitter:  http://www.twitter.com/metricnet | Mention us using @MetricNet or #MetricNet  Follow our LinkedIn Company Page:  http://www.linkedin.com/company/metricnet  Become a Member of our MetricNet Certified LinkedIn Groups:  http://www.linkedin.com/groups/Best-Practices-in-Call-Centers-1801665  http://www.linkedin.com/groups/Best-Practices-in-Customer-Satisfaction-1825753  http://www.linkedin.com/groups/Best-Practices-in-Desktop-Support-4034463  http://www.linkedin.com/groups/Best-Practices-in-Service-Desks-1801657  Subscribe to YouTube:  http://www.youtube.com/metricnet  Follow our Google+ Company Page:  http://plus.google.com/u/0/b/111056508365533897358/111056508365533897358/posts Mention us using +MetricNet  Become a Member of our Google+ Communities:  http://plus.google.com/u/0/b/111056508365533897358/communities/111509357790346291238  http://plus.google.com/u/0/b/111056508365533897358/communities/117245911462171588332  http://plus.google.com/u/0/b/111056508365533897358/communities/114421701803292354205  http://plus.google.com/u/0/b/111056508365533897358/communities/109121315816446874775 87© MetricNet, LLC, www.metricnet.com
  89. 89. Upcoming MetricNet Webcasts  April 2015  Service Desk Key Performance Indicators  May 2015  Desktop Support Key Performance Indicators  June 2015  Call Center Key Performance Indicators For more information on Industry Best Practices, please register for MetricNet’s FREE upcoming webcasts © MetricNet, LLC, www.metricnet.com 88 Register at www.metricnet.com
  90. 90. Download Free Content from Our Resource Library Download at www.metricnet.com © MetricNet, LLC, www.metricnet.com 89
  91. 91. MetricNet Benchmarks MetricNet Benchmarks Peer Group Benchmarks Industry Benchmarks Benchmarking Data Files © MetricNet, LLC, www.metricnet.com 90  Custom Benchmark  Unique Peer Group  Diagnostic  Industry Benchmarking Reports by geography  Custom Benchmarking Data in Excel format  Unique Peer Group
  92. 92. © MetricNet, LLC, www.metricnet.com 91 Learn more at metricnet.com/path-to-world-class-performance Did you know? Industry data shows that organizations that conduct benchmarking at least once a year are far more likely to achieve world-class performance. In fact, there is a virtual 1:1 correspondence between organizations that perform benchmarking on an annual basis, and those that achieve world-class performance. “
  93. 93. You Can Reach MetricNet… By Phone… 703-992-7559 On Our Website… www.metricnet.com Or E-mail us… info@metricnet.com © MetricNet, LLC, www.metricnet.com 92
  94. 94. Question and Answer Call Center Best Practices
  95. 95. 94© MetricNet, LLC, www.metricnet.com Thank You! We look forward to serving you!
  96. 96. About MetricNet: Your Benchmarking Partner 95
  97. 97. Your Presenter: Jeff Rumburg © MetricNet, LLC, www.metricnet.com© MetricNet, LLC, www.metricnet.com  Co Founder and Managing Partner, MetricNet, LLC  Winner of the 2014 Ron Muns Lifetime Achievement Award  Former CEO, The Verity Group  Former Vice President, Gartner  Founder of the Service Desk Benchmarking Consortium  Author of A Hands-On Guide to Competitive Benchmarking  Harvard MBA, Stanford MS
  98. 98. Benchmarking is MetricNet’s Core Business Call Centers Telecom Information Technology Satisfaction  Customer Service  Technical Support  Telemarketing/Telesales  Collections  Service Desk  Desktop Support  Field Support  Price Benchmarking  Customer Satisfaction  Employee Satisfaction © MetricNet, LLC, www.metricnet.com 97
  99. 99. 98© MetricNet, LLC, www.metricnet.com 27 Years of Call Center Benchmarking Data More than 3,000 Call Center Benchmarks Global Database 30 Key Performance Indicators Nearly 80 Industry Best Practices
  100. 100. Meet a Sampling of Our Clients MetricNet Conducts benchmarking for call centers worldwide, and across virtually every industry sector. © MetricNet, LLC, www.metricnet.com 99
  101. 101. You Can Reach MetricNet… By Phone… 703-992-7559 On Our Website… www.metricnet.com Or E-mail us… info@metricnet.com © MetricNet, LLC, www.metricnet.com 100
  102. 102. 101© MetricNet, LLC, www.metricnet.com Thank You! We look forward to serving you!

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