Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

A Customer-Centric Approach to FCR


Published on

Customers don’t care how you reach first call resolution (FCR) or how you measure it in the call center -- they just want you to achieve it. Learn tips for improving FCR as well as new processes that drive and actively sustain FCR success.

In this SlideShare, you will walk away with knowledge on how to:

Educate staff on the importance and impact of FCR

Train agents to effectively answer inquiries

Remove barriers hindering FCR achievement

Optimize workforce management processes

Published in: Education, Business, Technology
  • Be the first to comment

A Customer-Centric Approach to FCR

  1. 1. Sponsored by A Customer-Centric Approach to First Call Resolution
  2. 2. FCR Stats that Make You Go“Oooh, Ahhh” C-Sat ratings are For every 1% you get a 1% 35%-45% improvement in FCR, = improvement in C-Sat. lower (SQM Group) when a second call is of centers that reported an increase in FCR made for the same issue. More than 75% over previous 12 months indicated a resulting increase in C-Sat. (Customer Relationship Metrics) (ICMI) of customers who do not get their inquiry or problem resolved 34% on the first attempt are likely to go to your competitors. In contrast, only 3% percent of customers whose issue is resolved on the first call are at risk of going to a(SQM Group) competitor.
  3. 3. Customers don’t care about FCR research findings or if you know how to measure FCR… …they simply want you to achieve it.
  4. 4. Why sit around arguing overmeasurement methods and 70% or 75%whether your FCR rate is… or 80%…when you could be spending thattime implementing processes that 80% or 85%will enable you to argue overwhether yourFCR rate is… or 90%
  5. 5. And just how DO leading call centers driveand actively sustain FCR success?
  6. 6. FCR Driver #1 Educate staff on the importance and impact of FCR.  What FCR is; what FCR does  Companies with “Most Improved” FCR accolades attribute much of success to agent education and buy-in early on  Prime example: BCBS of Michigan
  7. 7. FCR Driver #2 Provide agents with the training and resources to effectively resolve contacts.  Skills, Knowledge, Access  Prime example: VPI
  8. 8. FCR Driver #3 Ensure that there are no conflicting performance objectives hindering FCR achievement.  Put your metrics where your mouth is “De-emphasizing straight productivity metrics allows our agents to focus on quality, not quantity.” – Debbie LeBlanc, Contact Center Director, Purolator Courier  FCR and AHT needn’t be mutually exclusive “By putting the right agent behaviors in motion, our FCR has gone up and our AHT has remained well in line. We set more of a range for AHT and not a strict quota so staff can focus on the customer. – Geoffrey Butler of ICBC
  9. 9. FCR Driver #4 Optimize workforce management processes.  Adequate staffing  Skills-based routing  Personality-based routing
  10. 10. FCR Driver #5 Build incentives around FCR goal achievement.  Move beyond pizza and pats on the back  “Wall of Fame” and other public recognition  Preferred shifts  Opportunity to serve on FCR Improvement Team
  11. 11. FCR Driver #6 Empower agents to improve FCR- related processes.  Form an agent-led FCR improvement team  Implement a “Voice of the Employee” (V.O.T.E.) initiative
  12. 12. Common FCR Measurement Methods“Repeat call” tracking Internal QAtechnology decision Having agents ask Post-call transactional customers directly surveys  live phone survey  automated phone survey  email survey
  13. 13. A high FCR rate isn’t always cool. Why Not?
  14. 14. Consider “Customer Effort” Not all resolved calls leave the customer smiling. To view FCR in full context of the customer experience you need…  A comprehensive quality monitoring program  A C-Sat survey with qualifying questions
  15. 15. We Know How Important FCR Is Top Issues for Improvement:
  16. 16. What Holds Us Back? 29% provide as much training as they target 73% say service level agreements don’t allow enough time for trainingSource: Ventana Research Call Center Agent Productivity Poll
  17. 17. Time Invested for Improvements Industry Average Composition of Secondary Loss 21% Training 17% CoachingSecondary Loss 12% 16% Team Meetings Primary Loss 17% 11% Projects Wait time 11% 9% PaperworkCall Handle time 9% Call Research / Follow-up 60% 17% - Email, Call Back, Knowledgebase, Etc. Category 1 Source: 2010 Contact Center Shrinkage Survey
  18. 18. Time: An Agent’s Day Shrinkage: (off-phone work) 12% Shrinkage: 17% Active Wait (Absenteeism, etc.) Wait Time 11% 24 x 2 minute breaks/ day 120 x 2 minute breaks/ week Call Handle time 60% 480 x 2 minute breaks/ month 5,760 x 2 minute breaks/ year Costs our industry $30 billion/yearSource: 2010 Contact Center Shrinkage Survey
  19. 19. Agents have 17 hours of Idle Time Every Month Contact center agents spend 11% Break of their day unproductively Lunch 50 minutes of unproductive waiting for the next wait time customer Break interaction
  20. 20. Making Idle Time Productive Leverage technology to redistribute the idle time and create 15-20 minute activity 20 minutes of sessions “Active Wait” Lunch time Use these sessions to + improve FCR: skills Break 30 minutes of training, must unproductive reads, coaching, QM wait time reviews
  21. 21. Finding the TimeOccupancy 100% 95% 90% 85% 80% 75% Off-phone Activity Sessions 70%  Sessions delivered only during periods of low call volume to protect service levels
  22. 22. Shifting Shrinkage Into Active Wait: Found Time Productivity gains from shifting 4 hours of training, coaching, and communications into Active Wait time each month for 1,000 agents. Shifted 4,000 Hours Shrinkage 46,400 Shrinkage 46,400 Active Wait Time Wait Time 17,600 Wait Time 13,600 Handle Time 96,000 Handle Time 96,000 Hours
  23. 23. Summary: Focus on Drivers 1. Educate on importance 2. Equip agents 3. Eliminate conflicting objectives 4. Optimize WFM processes 5. Build incentives 6. Empower agents
  24. 24. Summary: Putting Into Practice Utilize Idle Time: Apply more time to making agents better at resolving contacts Prioritize: Organize, track and deliver the most important off-phone work Measure: Improvement