This document summarizes a paper that examines key performance indicators (KPIs) used to measure call center performance. It finds that call centers typically over-measure efficiency rather than customer satisfaction. Historical KPIs focused on efficiency, like average handle time, while better measures assess customer service, like first call resolution. Technology issues can negatively impact KPIs without reflecting agent performance. High staff turnover also hinders performance. The best KPIs measure customer satisfaction rather than just efficiency from a manager's perspective.
How do companies improve their first call resolution? New research by The Ascent Group shares first call resolution best practices and measurement techniques.
The Ascent Group conducted research in the spring of 2010 to better understand how different companies and industries are measuring and tracking First Call Resolution. This is our sixth study of first call resolution.
We asked companies to share measurement strategies and experiences to identify the practices that lead to higher first call resolution and ultimately to higher customer satisfaction.
The Modern Call Center A Multi-Disciplinary Perspective on Operat.docxcherry686017
The Modern Call Center: A Multi-Disciplinary Perspective on Operations Management Research
Aksin, Zeynep; Armony, Mor; Mehrotra, Vijay. Production and Operations Management16. 6 (Nov/Dec 2007): 665-688.
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Abstract (summary)
TranslateAbstract
Call centers are an increasingly important part of today's business world, employing millions of agents across the globe and serving as a primary customer-facing channel for firms in many different industries. Call centers have been a fertile area for operations management researchers in several domains, including forecasting, capacity planning, queueing, and personnel scheduling. In addition, as telecommunications and information technology have advanced over the past several years, the operational challenges faced by call center managers have become more complicated. Issues associated with human resources management, sales, and marketing have also become increasingly relevant to call center operations and associated academic research. In this paper, we provide a survey of the recent literature on call center operations management. Along with traditional research areas, we pay special attention to new management challenges that have been caused by emerging technologies, to behavioral issues associated with both call center agents and customers, and to the interface between call center operations and sales and marketing. We identify a handful of broad themes for future investigation while also pointing out several very specific research opportunities. [PUBLICATION ABSTRACT]
Full Text
· TranslateFull text
·
Headnote
Call centers are an increasingly important part of today's business world, employing millions of agents across the globe and serving as a primary customer-facing channel for firms in many different industries. Call centers have been a fertile area for operations management researchers in several domains, including forecasting, capacity planning, queueing, and personnel scheduling. In addition, as telecommunications and information technology have advanced over the past several years, the operational challenges faced by call center managers have become more complicated. Issues associated with human resources management, sales, and marketing have also become increasingly relevant to call center operations and associated academic research.
In this paper, we provide a survey of the recent literature on call center operations management. Along with traditional research areas, we pay special attention to new management challenges that have been caused by emerging technologies, to behavioral issues associated with both call center agents and customers, and to the interface between call center operations and sales and marketing. We identify a handful of broad themes for future investigation while also pointing out several very specific research opportunities.
Key words: call centers; staffing; skill-based routing; personnel scheduling; outsourcing
Submissio ...
Companies who have implemented call quality programs have realized significant improvement in call quality, customer satisfaction, employee performance, and overall call center performance. How does your call quality program compare? This is an extract from the Ascent Group\\\'s annual call quality practices benchmarking research.
The document discusses key characteristics of services and their operational implications. It covers intangibility, perishability, people as part of the product, and demand patterns. Quality is defined by customer perception and can be measured using technical and interpersonal dimensions. Common service gaps like misunderstanding can be addressed through tools like guarantees and customer feedback. While zero defects is difficult, quality improvements can reduce costs. Internal marketing and a strong service culture are important for employee performance.
This document summarizes a study that explores the relationship between service quality, customer orientation in call centers, and customer loyalty to the providing organization. The study examines two call centers - one serving individual insurance customers and one serving business customers of a bank. The study aims to test whether higher perceptions of call center service quality and customer orientation are positively related to greater customer loyalty. A survey was conducted of recent call center customers to measure their perceptions of service quality, customer orientation, and loyalty. The results found positive relationships between both service quality and customer orientation with loyalty. Service quality was also found to partially mediate the relationship between customer orientation and loyalty.
Modern call center report- Emenac Call Center ServicesAwais Gillani✪
In today’s world businesses are in neck to neck competition with each other, striving to meet the desired standards and expectations of customers. Industries are working day and night to reach their highest goals trying their best to build a strong customer base and it needs a lot of effort and dedication to do so. All businesses want to have their products and services appreciated by the customers so they could make their position strong in the market by having good reputation of the company. The key assets for any company are its customers and by giving value to them you can add value to your company. One of the main aspect to bring an increase in your customer base is to keep in contact with your customers, both potential and current ones. Understanding your customer needs can lead you to success allowing you to provide services that match the same as customer’s needs.
We had a survey from many small business groups and asked them their suggestions growing their customer base. The most important factor they told us about growing the customer base was offering great customer service. They explained us that in order to keep your customers coming back to you again companies must possess some dedicated customer support services. Make sure you are providing a quick response to your customers and fulfilling the requirements as desired by them. A poor customer support can have a negative impact of your company towards the clients because they are expecting to be serviced by someone professional or an efficient person. They gave a suggestion to outsource business services to a well reputed call center who could handle the clientele in a perfectly organized manner. In order to attain the necessary growth of your customer base, you’re going to need further development of your business by hiring professional call center agents, which will help improve the overall customer experience. Business firms require someone who could speak on their behalf and vigilant to take part in building the repute of the company. In order to make this happen, most growing businesses from countries like UK, Canada, USA and Australia have turned to call center services of “Emenac Call Center”.
Emenac Call Center Services is working since 2007 in Call Center industry of USA and Canada, with clientele from worldwide, the service areas cover call center, customer support, sales and research. The company is serving in the industries of Real Estate, E-commerce, Health, Government Organizations, Agriculture, Telecommunication, Sports and Fitness, Food and Beverages, Energy and Natural Resources, Non-Profit Organizations and Media Publications.
Our research report delivers the results of our 9th annual research on call quality programs. The Ascent Group conducted research during the 2nd quarter of 2010 to better understand how companies are monitoring call quality and other customer transactions. We asked companies to share their call monitoring experiences to help us identify the practices that make or break a quality monitoring process. We also asked them to provide their plans moving forward as well as lessons learned along the way.
Detailed case studies featuring companies examine current monitoring practices, lessons learned, challenges overcome, plans for the future, and business practices that have led to "big wins".
How do companies improve their first call resolution? New research by The Ascent Group shares first call resolution best practices and measurement techniques.
The Ascent Group conducted research in the spring of 2010 to better understand how different companies and industries are measuring and tracking First Call Resolution. This is our sixth study of first call resolution.
We asked companies to share measurement strategies and experiences to identify the practices that lead to higher first call resolution and ultimately to higher customer satisfaction.
The Modern Call Center A Multi-Disciplinary Perspective on Operat.docxcherry686017
The Modern Call Center: A Multi-Disciplinary Perspective on Operations Management Research
Aksin, Zeynep; Armony, Mor; Mehrotra, Vijay. Production and Operations Management16. 6 (Nov/Dec 2007): 665-688.
Turn on hit highlighting for speaking browsers
Abstract (summary)
TranslateAbstract
Call centers are an increasingly important part of today's business world, employing millions of agents across the globe and serving as a primary customer-facing channel for firms in many different industries. Call centers have been a fertile area for operations management researchers in several domains, including forecasting, capacity planning, queueing, and personnel scheduling. In addition, as telecommunications and information technology have advanced over the past several years, the operational challenges faced by call center managers have become more complicated. Issues associated with human resources management, sales, and marketing have also become increasingly relevant to call center operations and associated academic research. In this paper, we provide a survey of the recent literature on call center operations management. Along with traditional research areas, we pay special attention to new management challenges that have been caused by emerging technologies, to behavioral issues associated with both call center agents and customers, and to the interface between call center operations and sales and marketing. We identify a handful of broad themes for future investigation while also pointing out several very specific research opportunities. [PUBLICATION ABSTRACT]
Full Text
· TranslateFull text
·
Headnote
Call centers are an increasingly important part of today's business world, employing millions of agents across the globe and serving as a primary customer-facing channel for firms in many different industries. Call centers have been a fertile area for operations management researchers in several domains, including forecasting, capacity planning, queueing, and personnel scheduling. In addition, as telecommunications and information technology have advanced over the past several years, the operational challenges faced by call center managers have become more complicated. Issues associated with human resources management, sales, and marketing have also become increasingly relevant to call center operations and associated academic research.
In this paper, we provide a survey of the recent literature on call center operations management. Along with traditional research areas, we pay special attention to new management challenges that have been caused by emerging technologies, to behavioral issues associated with both call center agents and customers, and to the interface between call center operations and sales and marketing. We identify a handful of broad themes for future investigation while also pointing out several very specific research opportunities.
Key words: call centers; staffing; skill-based routing; personnel scheduling; outsourcing
Submissio ...
Companies who have implemented call quality programs have realized significant improvement in call quality, customer satisfaction, employee performance, and overall call center performance. How does your call quality program compare? This is an extract from the Ascent Group\\\'s annual call quality practices benchmarking research.
The document discusses key characteristics of services and their operational implications. It covers intangibility, perishability, people as part of the product, and demand patterns. Quality is defined by customer perception and can be measured using technical and interpersonal dimensions. Common service gaps like misunderstanding can be addressed through tools like guarantees and customer feedback. While zero defects is difficult, quality improvements can reduce costs. Internal marketing and a strong service culture are important for employee performance.
This document summarizes a study that explores the relationship between service quality, customer orientation in call centers, and customer loyalty to the providing organization. The study examines two call centers - one serving individual insurance customers and one serving business customers of a bank. The study aims to test whether higher perceptions of call center service quality and customer orientation are positively related to greater customer loyalty. A survey was conducted of recent call center customers to measure their perceptions of service quality, customer orientation, and loyalty. The results found positive relationships between both service quality and customer orientation with loyalty. Service quality was also found to partially mediate the relationship between customer orientation and loyalty.
Modern call center report- Emenac Call Center ServicesAwais Gillani✪
In today’s world businesses are in neck to neck competition with each other, striving to meet the desired standards and expectations of customers. Industries are working day and night to reach their highest goals trying their best to build a strong customer base and it needs a lot of effort and dedication to do so. All businesses want to have their products and services appreciated by the customers so they could make their position strong in the market by having good reputation of the company. The key assets for any company are its customers and by giving value to them you can add value to your company. One of the main aspect to bring an increase in your customer base is to keep in contact with your customers, both potential and current ones. Understanding your customer needs can lead you to success allowing you to provide services that match the same as customer’s needs.
We had a survey from many small business groups and asked them their suggestions growing their customer base. The most important factor they told us about growing the customer base was offering great customer service. They explained us that in order to keep your customers coming back to you again companies must possess some dedicated customer support services. Make sure you are providing a quick response to your customers and fulfilling the requirements as desired by them. A poor customer support can have a negative impact of your company towards the clients because they are expecting to be serviced by someone professional or an efficient person. They gave a suggestion to outsource business services to a well reputed call center who could handle the clientele in a perfectly organized manner. In order to attain the necessary growth of your customer base, you’re going to need further development of your business by hiring professional call center agents, which will help improve the overall customer experience. Business firms require someone who could speak on their behalf and vigilant to take part in building the repute of the company. In order to make this happen, most growing businesses from countries like UK, Canada, USA and Australia have turned to call center services of “Emenac Call Center”.
Emenac Call Center Services is working since 2007 in Call Center industry of USA and Canada, with clientele from worldwide, the service areas cover call center, customer support, sales and research. The company is serving in the industries of Real Estate, E-commerce, Health, Government Organizations, Agriculture, Telecommunication, Sports and Fitness, Food and Beverages, Energy and Natural Resources, Non-Profit Organizations and Media Publications.
Our research report delivers the results of our 9th annual research on call quality programs. The Ascent Group conducted research during the 2nd quarter of 2010 to better understand how companies are monitoring call quality and other customer transactions. We asked companies to share their call monitoring experiences to help us identify the practices that make or break a quality monitoring process. We also asked them to provide their plans moving forward as well as lessons learned along the way.
Detailed case studies featuring companies examine current monitoring practices, lessons learned, challenges overcome, plans for the future, and business practices that have led to "big wins".
BMA258_Assignment Item 2_Question 2_Sam Smith 055882Samuel Smith
The document discusses the three stages of a service encounter between a consumer and a telecommunications company - the pre-purchase, service encounter, and post-purchase stages. It focuses on how call centers aim to manage consumer expectations and perceptions at each stage, through things like addressing coverage concerns pre-purchase, tightly scripting employee interactions during service, and following up on customer satisfaction post-purchase. The goal is to reduce perceived risk, ensure consistency, build rapport to influence perceptions positively, and identify issues to improve future encounters.
A Study of Job Satisfaction in a Call Centre with Special Reference to Pune i...Dr. Amarjeet Singh
This document summarizes a study on job satisfaction among call center employees in Pune, India. The study found that high stress, irregular work hours, and poor work environments in call centers negatively impact employees' job satisfaction. These factors can also cause health issues for call center workers. While call centers have grown and matured as a sector, they still struggle with similar problems regarding employee satisfaction, stress, and turnover. Improving work conditions for employees and service quality for customers will be important for call centers to adapt to changes in communication technology and rising customer expectations.
At Ben FZE, we know that time-to-market is critical and therefore, complement the technical aspects of our high-performance products with world-class expertise and exceptional customer service. We work closely with our customers to ensure that the cost and time of development is as low as possible. Because communications networks are so mission critical, our best of the breed solutions that goes into networking equipment live up to high standards of reliability, availability and serviceability.
This document discusses key performance measures for call centers and contact centers. It identifies 18 performance measures across categories of service, quality, efficiency, and profitability. These measures become more complex as call centers evolve into multi-dimensional outsourcing providers offering various support services. Performance must be analyzed considering both ordinary call center work as well as more advanced multi-level support. Key measures include block rates, abandonment rates, self-service usage, first resolution rates, agent occupancy, conversion rates, and cost per call.
Call center performance management involves measuring key metrics to evaluate service quality, efficiency, and profitability as call centers expand their operations. The document discusses 18 common performance measures for call centers, such as abandon rate, first resolution rate, agent occupancy, conversion rate, and cost per call. It explains that as call centers take on more complex functions, their performance management techniques must also evolve to reflect new types of transactions and service levels.
Metric Nets Seven Most Important Kp Is For The Service Desk V4MMehterian
The document discusses the seven most important key performance indicators (KPIs) for measuring service desk performance. These seven KPIs are: cost per contact, customer satisfaction, agent utilization, first contact resolution rate, first level resolution rate, agent satisfaction, and aggregate service desk performance. These seven metrics provide a holistic view of performance and allow service desks to track trends, identify strengths and weaknesses, diagnose issues, and improve overall performance. Maintaining high first contact resolution rates and agent utilization are especially important for improving customer satisfaction and reducing costs.
The document discusses the seven most important key performance indicators (KPIs) for measuring service desk performance. The seven KPIs are: cost per contact, customer satisfaction, agent utilization, first contact resolution rate, first level resolution rate, agent satisfaction, and aggregate service desk performance. These seven KPIs provide 80% of the value that can be derived from performance measurement and management in a service desk. The document outlines why each of these seven metrics are important and provides guidance on how to measure and improve performance based on the KPIs.
Thread 1DB Forum 2 Scoring Applicant’s ResponsesDetermarilynnhoare
Thread 1
DB Forum 2: Scoring Applicant’s Responses
Determining Scores to Responses
When interviewing candidates, evaluating their letters of recommendation, and reviewing their previous work experience, it is essential that each component contain elements of standardization to ensure that the applicant hired is 1) the best candidate for the position based on these measures, and 2) the candidate was objectively evaluated. The position I’ve chosen for the Job Analysis Project is a Police Officer.
Interview Questions
Interview questions should be highly standardized, with specific time limits allotted to each applicant and uniform questions to be asked by the interviewers. An effective method of assessing the interview results would be to rate the job applicants on a scale of 1-5. In addition to this standardization, it is imperative that the interrater agreement is achieved. “Critical uses, such as hiring decisions, demand very high levels of reliability, well in excess of 75% agreement” (Heneman, Judge, & Kammeyer-Mueller, 2015, p. 332). One implication of scoring interview questions is that interviewees might lie during an interview to improve their scores. “The size of the improvement of these interview scores correlates with the interviewee’s cognitive ability and their ability to identify the targeted interview dimensions” (Buehl, Kuhnel, & Melchers, 2018, para. 2).
Letters of Recommendation
Recommendation letters are tricky to objectively, accurately, and fairly score relative to other applicants. This is due to the various factors that recommendation letters address, some addressing areas that others do not. Another implication that further challenges scoring is comparing scores of standardized letters of recommendations and traditional narrative letters of recommendation (Young, 2017). In order to create more standardization in scoring letters of recommendation, I would consider implementing the method shown in Exhibit 6 (p. 392). The method of providing a scale for mental ability, consideration-cooperation-dependability-reliability, urbanity, and vigor will allow for measurement of the individual applicant and a statistical comparison between applicants as well (Heneman, Judge, & Kammeyer-Mueller, 2015).
Previous Work Experience
Scoring previous work experience is a tedious and challenging task, as applicant’s work experience, knowledge, and skills learned vary greatly. The scoring of previous work experience for police applicants, specifically, is unique compared to the way a typical office position would be scored. The position requires a strength and knowledge-based training academy, so it would be difficult to score work experience based on those terms; however, morals, judgement, integrity, and objectivity could be measured through previous position requirements, and specific examples of presenting these values through job responsibilities.
Considerations
Th ...
This document outlines best practices for performance measurement in call centers to maximize efficiency and quality. It discusses 15 key metrics for call centers, including service level, agent schedule adherence, active and waiting calls, first call resolution, call abandonment, average handling time, customer satisfaction, contact quality, forecast accuracy, net promoter score, staff turnover/retention, blockage, staff shrinkage, up-sell/cross-sell rate, and cost per call. For each metric, the document defines the metric and provides tips to effectively measure and manage performance. The overall aim of the document is to help call centers understand the important metrics to track to improve their operations.
The document discusses reducing avoidable contact through performance management. It defines avoidable contact as contact that adds no value and wastes time. Measuring and analyzing avoidable contact can help organizations improve processes and customer service. Reducing avoidable contact requires understanding systems and processes, clarifying responsibilities, and focusing on customer needs. Performance metrics should be viewed holistically alongside other indicators like human resources data.
The document discusses how Hyatt Hotels implemented a conversational IVR system using Interactions Corporation's technology. This allowed Hyatt to automate routine reservation tasks, improve the customer experience, increase sales efficiency, and boost employee morale. The system collects guest information, confirms or cancels reservations, and conducts post-stay surveys automatically. Hyatt achieved significant cost savings and efficiency gains from the new IVR system.
Telecom New Zealand used Whole Brain Thinking to improve customer service and reduce repeat calls in their call centers. They trained call center agents to identify callers' thinking preferences and tailor their communication accordingly. This led to improved customer satisfaction scores and a 20% reduction in repeat calls in the first year. The program was then expanded across Telecom New Zealand and helped boost employee engagement as well. Initial results showed increases in sales conversions and reductions in repeat calls, indicating the success of the Whole Brain Thinking approach.
The organization is analyzing customer satisfaction ratings and call data to identify issues. Customer retention and employee satisfaction are high but customer satisfaction scores and first response times are lower. Complaint calls have the longest wait times and lowest satisfaction ratings. The recommendations are to identify skill gaps in the complaints team through historical data, provide training in communication, problem-solving, leadership and decision-making, better educate customer executives, and implement a rewards program to motivate employees.
Many businesses consider their telecom system a utility—an asset base that is just there and hardly worth thinking about. Yet that very nonchalance is a symptom of just how essential communications systems are. Ask most organizations what they would do without phone and Internet access, and the answer would likely be that their business would come to a screeching halt. The communications portfolio has become that important to businesses today—and, ironically, all too often taken for granted.
summer intership file for impact of customer satisfaction in financial serv...SHIVANIPANDIT14
The document discusses customer satisfaction with financial services. It provides an overview of a survey conducted with customers of a Romanian bank to evaluate their satisfaction levels. The survey looked at 50 retail customers and assessed their satisfaction across 8 attributes of the bank's services. The results showed that most customers reported being satisfied or undecided, with execution time and accessibility of offices being the only attributes with above average satisfaction levels. An analysis of extreme responses revealed the most dissatisfaction with the bank's reaction to complaints and communication. The survey highlights some areas the bank needs to improve customer satisfaction, such as addressing different customer types and specific issues across branches.
Contact Center 09 – Not Just Surviving But Thriving In A Down EconomyRightNow Technologies
Keynote speaker, Donna Fluss, president of DMG Consulting, shares key strategies to help you:
- Improve productivity by reducing expenses
- Provide an outstanding customer experience
- Generate incremental revenue
- Retain customers
Next you’ll here from RightNow's Director of Product Marketing, Stephen Bell. Steve will unveil technologies that will help you deliver on the recommended strategies.
This document summarizes a study that compares customer satisfaction between two mobile phone providers in Bangladesh: Grameen Phone and Teletalk. The study uses a survey of 200 customers to measure satisfaction across 20 attributes of the two providers. It finds that overall customer attitude is higher toward Grameen Phone (166.1923) than Teletalk (78.939). For 17 of the 20 attributes, customer satisfaction is higher for Grameen Phone. The study aims to identify the attributes that influence customer satisfaction levels and compare satisfaction between the two providers to test the hypothesis that mean satisfaction differs between attributes of Grameen Phone and Teletalk.
The document discusses implementing an integrated service desk to improve customer experience and operational efficiency. Currently, service requests are handled ad-hoc without consolidation or prioritization, resulting in mixed customer experiences and succession risks. The proposal recommends adopting best practices like knowledge management, improved agent desktop tools, and increased support channels to achieve a target 68% first contact resolution rate. A phased approach is outlined, with initial focus on integrating phone, email, and a knowledge base to reduce call volumes and costs while improving agent productivity and customer satisfaction.
This document provides best practices and advice for contact center managers on successfully integrating self-service technology. It discusses key metrics like call deflection rates and customer satisfaction that should be measured. It also highlights potential drawbacks like poor user experience frustrating customers and causing them to avoid self-service options. Additionally, it emphasizes the importance of thorough training for contact center agents across all channels to ensure consistent customer service.
Against Gun Control Essay. Persuasive essay on anti gun control - mfacourses8...Finni Rice
Cereal was developed in the United States as a processed grain breakfast item. An early version was created in 1830 by Dr. Sylvester Graham using whole wheat flour, and the first modern cereal was produced in the 1860s by Dr. James Jackson under the name "granula". Mass production of breakfast cereal began in the late 19th century under John Harvey Kellogg, who manufactured the first flaked cereal grains and founded one of the first major cereal companies.
Essay On Assessment For Learning. PDF Reflective Essay on AssessmentFinni Rice
Explain the Importance and Benefits of Assessment for Learning Free .... ⇉Assessment For Learning Assignment Essay Example | GraduateWay. Assessment for learning essays. Concept Analysis Student Centered Assessment Essay Example | Topics and .... Assessment For Learning Examples Of Best Practice In Primary Learning .... Assessment 1 - Essay Literacy and Numeracy - 29.11 Assessment 1 - Essay .... Learning and assessment written assignment part 1. ≫ Importance of Assessment in Student Learning Process Free Essay .... Assessment 1 2 evaluation essay. Assessment 2 (Essay) | 21129 - Managing People and Organisations - UTS .... Assessment for learning overview | Teaching Resources. Essay Assessment_ Day 4 | Essays | Languages. Evaluation Essay - 9+ Examples, Format, Pdf | Examples. School Based Assessment for Learning Essay Example | StudyHippo.com. (PDF) Reflective Essay on Assessment. (PDF) Assessment for Learning Impacts on Students’ Responsive Writing .... Assessment essay. Assessment Essay - Georgetown Canine Concierge. Essays on school assessments.
BMA258_Assignment Item 2_Question 2_Sam Smith 055882Samuel Smith
The document discusses the three stages of a service encounter between a consumer and a telecommunications company - the pre-purchase, service encounter, and post-purchase stages. It focuses on how call centers aim to manage consumer expectations and perceptions at each stage, through things like addressing coverage concerns pre-purchase, tightly scripting employee interactions during service, and following up on customer satisfaction post-purchase. The goal is to reduce perceived risk, ensure consistency, build rapport to influence perceptions positively, and identify issues to improve future encounters.
A Study of Job Satisfaction in a Call Centre with Special Reference to Pune i...Dr. Amarjeet Singh
This document summarizes a study on job satisfaction among call center employees in Pune, India. The study found that high stress, irregular work hours, and poor work environments in call centers negatively impact employees' job satisfaction. These factors can also cause health issues for call center workers. While call centers have grown and matured as a sector, they still struggle with similar problems regarding employee satisfaction, stress, and turnover. Improving work conditions for employees and service quality for customers will be important for call centers to adapt to changes in communication technology and rising customer expectations.
At Ben FZE, we know that time-to-market is critical and therefore, complement the technical aspects of our high-performance products with world-class expertise and exceptional customer service. We work closely with our customers to ensure that the cost and time of development is as low as possible. Because communications networks are so mission critical, our best of the breed solutions that goes into networking equipment live up to high standards of reliability, availability and serviceability.
This document discusses key performance measures for call centers and contact centers. It identifies 18 performance measures across categories of service, quality, efficiency, and profitability. These measures become more complex as call centers evolve into multi-dimensional outsourcing providers offering various support services. Performance must be analyzed considering both ordinary call center work as well as more advanced multi-level support. Key measures include block rates, abandonment rates, self-service usage, first resolution rates, agent occupancy, conversion rates, and cost per call.
Call center performance management involves measuring key metrics to evaluate service quality, efficiency, and profitability as call centers expand their operations. The document discusses 18 common performance measures for call centers, such as abandon rate, first resolution rate, agent occupancy, conversion rate, and cost per call. It explains that as call centers take on more complex functions, their performance management techniques must also evolve to reflect new types of transactions and service levels.
Metric Nets Seven Most Important Kp Is For The Service Desk V4MMehterian
The document discusses the seven most important key performance indicators (KPIs) for measuring service desk performance. These seven KPIs are: cost per contact, customer satisfaction, agent utilization, first contact resolution rate, first level resolution rate, agent satisfaction, and aggregate service desk performance. These seven metrics provide a holistic view of performance and allow service desks to track trends, identify strengths and weaknesses, diagnose issues, and improve overall performance. Maintaining high first contact resolution rates and agent utilization are especially important for improving customer satisfaction and reducing costs.
The document discusses the seven most important key performance indicators (KPIs) for measuring service desk performance. The seven KPIs are: cost per contact, customer satisfaction, agent utilization, first contact resolution rate, first level resolution rate, agent satisfaction, and aggregate service desk performance. These seven KPIs provide 80% of the value that can be derived from performance measurement and management in a service desk. The document outlines why each of these seven metrics are important and provides guidance on how to measure and improve performance based on the KPIs.
Thread 1DB Forum 2 Scoring Applicant’s ResponsesDetermarilynnhoare
Thread 1
DB Forum 2: Scoring Applicant’s Responses
Determining Scores to Responses
When interviewing candidates, evaluating their letters of recommendation, and reviewing their previous work experience, it is essential that each component contain elements of standardization to ensure that the applicant hired is 1) the best candidate for the position based on these measures, and 2) the candidate was objectively evaluated. The position I’ve chosen for the Job Analysis Project is a Police Officer.
Interview Questions
Interview questions should be highly standardized, with specific time limits allotted to each applicant and uniform questions to be asked by the interviewers. An effective method of assessing the interview results would be to rate the job applicants on a scale of 1-5. In addition to this standardization, it is imperative that the interrater agreement is achieved. “Critical uses, such as hiring decisions, demand very high levels of reliability, well in excess of 75% agreement” (Heneman, Judge, & Kammeyer-Mueller, 2015, p. 332). One implication of scoring interview questions is that interviewees might lie during an interview to improve their scores. “The size of the improvement of these interview scores correlates with the interviewee’s cognitive ability and their ability to identify the targeted interview dimensions” (Buehl, Kuhnel, & Melchers, 2018, para. 2).
Letters of Recommendation
Recommendation letters are tricky to objectively, accurately, and fairly score relative to other applicants. This is due to the various factors that recommendation letters address, some addressing areas that others do not. Another implication that further challenges scoring is comparing scores of standardized letters of recommendations and traditional narrative letters of recommendation (Young, 2017). In order to create more standardization in scoring letters of recommendation, I would consider implementing the method shown in Exhibit 6 (p. 392). The method of providing a scale for mental ability, consideration-cooperation-dependability-reliability, urbanity, and vigor will allow for measurement of the individual applicant and a statistical comparison between applicants as well (Heneman, Judge, & Kammeyer-Mueller, 2015).
Previous Work Experience
Scoring previous work experience is a tedious and challenging task, as applicant’s work experience, knowledge, and skills learned vary greatly. The scoring of previous work experience for police applicants, specifically, is unique compared to the way a typical office position would be scored. The position requires a strength and knowledge-based training academy, so it would be difficult to score work experience based on those terms; however, morals, judgement, integrity, and objectivity could be measured through previous position requirements, and specific examples of presenting these values through job responsibilities.
Considerations
Th ...
This document outlines best practices for performance measurement in call centers to maximize efficiency and quality. It discusses 15 key metrics for call centers, including service level, agent schedule adherence, active and waiting calls, first call resolution, call abandonment, average handling time, customer satisfaction, contact quality, forecast accuracy, net promoter score, staff turnover/retention, blockage, staff shrinkage, up-sell/cross-sell rate, and cost per call. For each metric, the document defines the metric and provides tips to effectively measure and manage performance. The overall aim of the document is to help call centers understand the important metrics to track to improve their operations.
The document discusses reducing avoidable contact through performance management. It defines avoidable contact as contact that adds no value and wastes time. Measuring and analyzing avoidable contact can help organizations improve processes and customer service. Reducing avoidable contact requires understanding systems and processes, clarifying responsibilities, and focusing on customer needs. Performance metrics should be viewed holistically alongside other indicators like human resources data.
The document discusses how Hyatt Hotels implemented a conversational IVR system using Interactions Corporation's technology. This allowed Hyatt to automate routine reservation tasks, improve the customer experience, increase sales efficiency, and boost employee morale. The system collects guest information, confirms or cancels reservations, and conducts post-stay surveys automatically. Hyatt achieved significant cost savings and efficiency gains from the new IVR system.
Telecom New Zealand used Whole Brain Thinking to improve customer service and reduce repeat calls in their call centers. They trained call center agents to identify callers' thinking preferences and tailor their communication accordingly. This led to improved customer satisfaction scores and a 20% reduction in repeat calls in the first year. The program was then expanded across Telecom New Zealand and helped boost employee engagement as well. Initial results showed increases in sales conversions and reductions in repeat calls, indicating the success of the Whole Brain Thinking approach.
The organization is analyzing customer satisfaction ratings and call data to identify issues. Customer retention and employee satisfaction are high but customer satisfaction scores and first response times are lower. Complaint calls have the longest wait times and lowest satisfaction ratings. The recommendations are to identify skill gaps in the complaints team through historical data, provide training in communication, problem-solving, leadership and decision-making, better educate customer executives, and implement a rewards program to motivate employees.
Many businesses consider their telecom system a utility—an asset base that is just there and hardly worth thinking about. Yet that very nonchalance is a symptom of just how essential communications systems are. Ask most organizations what they would do without phone and Internet access, and the answer would likely be that their business would come to a screeching halt. The communications portfolio has become that important to businesses today—and, ironically, all too often taken for granted.
summer intership file for impact of customer satisfaction in financial serv...SHIVANIPANDIT14
The document discusses customer satisfaction with financial services. It provides an overview of a survey conducted with customers of a Romanian bank to evaluate their satisfaction levels. The survey looked at 50 retail customers and assessed their satisfaction across 8 attributes of the bank's services. The results showed that most customers reported being satisfied or undecided, with execution time and accessibility of offices being the only attributes with above average satisfaction levels. An analysis of extreme responses revealed the most dissatisfaction with the bank's reaction to complaints and communication. The survey highlights some areas the bank needs to improve customer satisfaction, such as addressing different customer types and specific issues across branches.
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This document summarizes a study that compares customer satisfaction between two mobile phone providers in Bangladesh: Grameen Phone and Teletalk. The study uses a survey of 200 customers to measure satisfaction across 20 attributes of the two providers. It finds that overall customer attitude is higher toward Grameen Phone (166.1923) than Teletalk (78.939). For 17 of the 20 attributes, customer satisfaction is higher for Grameen Phone. The study aims to identify the attributes that influence customer satisfaction levels and compare satisfaction between the two providers to test the hypothesis that mean satisfaction differs between attributes of Grameen Phone and Teletalk.
The document discusses implementing an integrated service desk to improve customer experience and operational efficiency. Currently, service requests are handled ad-hoc without consolidation or prioritization, resulting in mixed customer experiences and succession risks. The proposal recommends adopting best practices like knowledge management, improved agent desktop tools, and increased support channels to achieve a target 68% first contact resolution rate. A phased approach is outlined, with initial focus on integrating phone, email, and a knowledge base to reduce call volumes and costs while improving agent productivity and customer satisfaction.
This document provides best practices and advice for contact center managers on successfully integrating self-service technology. It discusses key metrics like call deflection rates and customer satisfaction that should be measured. It also highlights potential drawbacks like poor user experience frustrating customers and causing them to avoid self-service options. Additionally, it emphasizes the importance of thorough training for contact center agents across all channels to ensure consistent customer service.
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Cereal was developed in the United States as a processed grain breakfast item. An early version was created in 1830 by Dr. Sylvester Graham using whole wheat flour, and the first modern cereal was produced in the 1860s by Dr. James Jackson under the name "granula". Mass production of breakfast cereal began in the late 19th century under John Harvey Kellogg, who manufactured the first flaked cereal grains and founded one of the first major cereal companies.
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The document discusses the pros and cons of allowing high school students to leave campus for lunch. The main points made are:
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The document provides instructions for requesting and completing an assignment writing request on the HelpWriting.net website. It outlines a 5-step process: 1) Create an account with a password and email. 2) Complete an order form with instructions, sources, and deadline. 3) Review bids from writers and choose one. 4) Review the completed paper and authorize payment. 5) Request revisions to ensure satisfaction, with a refund option for plagiarism.
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The document discusses the difference between physical health and mental health. Physical health refers to good body health achieved through exercise, nutrition, and rest. It involves diet, weight management, avoiding drugs and alcohol, sexual health, hygiene, and sleep. Mental health refers to cognitive and emotional well-being, and the ability to cope with stress, be productive, and contribute to the community. Both are important components of overall health as defined by the World Health Organization.
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The document discusses how Jacksonian Democrats helped create a more democratic America through expanding suffrage and supporting a two-party system. However, their actions to protect political and economic rights sometimes went against the Constitution. They believed in equal opportunity and individual liberty but did not always uphold the Constitution in pursuing reforms like shutting down the Bank of the United States.
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Here are a few examples of insider threats:
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1) Legalizing and regulating hard drug sales could reduce overdoses by ensuring purity and appropriate dosing. It would allow for health warnings and age restrictions.
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Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
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𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
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Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
A Review Of Call Center Measurements
1. A Review of Call Center Measurements
Stephen J. Willis and Michael Bendixen
Nova Southeastern University
Fort Lauderdale, FL
United States of America
Abstract
The purpose of this paper is to examine the key performance indicators, (KPI’s),
that call centers or contact centers commonly use to measure performance. It is
widely known that call centers typically measure everything and therefore are
inundated with mountains of data that measure efficiency rather than
performance. This study contrasts historical and current KPI’s and what
commentary and research indicates exactly what should be the focus of a high
performance call center. The conclusions reached in this paper strongly suggest
that call center performance is IT based meaning that the availability and quality
of the infrastructure prohibits the call center representatives from performing at a
high level. A review of other literature also finds that KPI’s from a customer
service representative point of view is far different than that of a call center
manager or a higher level executive. This paper finds that there are far more
metrics available to assess a call center performance than primarily efficiency
type measures.
Background
Call centers have become an important link in an organization’s attempt to
communicate with its customers. As call centers expanded their capacity to
communicate using tools other than the telephone, (chat, e-mail, interactive voice
response), they have now become known as Contact Centers. Growth in U.S.
call centers are now estimated at 8% per year, (Gans, Koole, & Mandelbaum,
2003) and in western Europe as high as 15%. As the call centers become more
and more prevalent, so do the measures of their success.
Durr (2001, p192) notes: “Managing a contact center is complicated because
the call center is an invisible world. All that management sees are the agents.
Unfortunately, when you inspect a call center visually, you cannot readily discern
a poor center from an excellent one.) In this invisible world, key performance
indicators (KPIs) are typically used to measure the effective use of resources.
Miciak and Desmarais (2001) maintain that the majority of measures are
2. operational efficiency measures and have to do with telephone technology in
use. This is compounded by typical workforce planning software systems which
all tend to measure the same things. These metrics tend to be used because the
system routinely produces them and not necessary because each and every one
of them is specifically or universally useful. It is almost amusing what these
systems can and cannot measure, for instance, average handle time is routinely
measured by half hour yet the authors have yet to see a standard deviation for
this metric reported. Adherences of employees to the standards of practice
(occupancy rates, calls per hour, etc.) are also routinely measured (Gans et al..,
2003).
In this world with a plethora of available measures, it is easy to fall into the
trap of using as many of them as possible rather than using them selectively to
manage performance.
Current Measures
The common measures to be found in a call center (Anton, 1997; Cleveland &
Mayben, 1997) are presented in Table 1.
Table 1: Common Call Center Metrics
Measure
Typical Shortest
Reporting Period
Calls offered Half-hourly
Calls handled Half-hourly
Abandonment rate (%) Half-hourly
Calls blocked % Half-hourly
Average handle time (AHT) Half-hourly
Average speed to answer (ASA) Half-hourly
Average queue length Half-hourly
Service level (% of calls answered within a specified time) Half-hourly
Occupancy (% of time CSRs of busy handling a call) Half-hourly
Adherence to schedule % Half-hourly
First call resolution (FCR) Monthly
Call quality Monthly
Staff turnover % Monthly
Customer satisfaction Quarterly
Marr and Parry (2004, p56) note that many call center metrics that appear on
walls inside call centers include:
1. Number of calls answered within past ten minutes
2. Calls waiting to be answered, that is “in the queue.”
3. Number of agents currently taking calls.
4. Number of agents waiting to take calls (free agents).
5. Number of “not ready” agents.
6. Number of agents on outgoing calls or on a call to another agent.
3. It was also found that customer service representatives (CSRs) typically
monitored these performance measures and experienced serious morale
problems when the measures were not met.
The Influence of Technology
Perhaps the main reason that call centers are so intensely scrutinized is
that there is a huge investment in technology and human capital. It is estimated
from independent studies that 60% of call center operating costs are attributed to
labor (Robinson & Morley, 2006). In a survey that focused on call center
technology (Moreno, 2006), it was revealed that technology frequently interfered
with the performance of the CSR. In most cases, the failure of the interactive
voice response (IVR) system caused spikes in incoming calls and long queues.
In addition, these technology failures also interfered with call durations as they
resulted in slow “screen pops”, inaccurate caller information, and slow or
unavailable applications. In effect, the measurements were not fairly evaluating
their CSR’s. It is clear that in this age of sophisticated technology that any
problems in call center systems will have an immediate impact on KPI
measurements, call center productivity and customer quality of service. In the
same survey, it was revealed that when there were technology related problems,
either the customer or agent were the ones who reported the malfunction. It was
interesting to note that only 10% of the respondents reported any quality
assurance for their call center technology (Moreno, 2006). With some industries
relying on interactive voice response for nearly 80% of their handled calls it
would seem that with a huge investment in this kind of call center technology that
a similar investment in quality assurance would be in order. Services need to be
reliable as well as user-friendly (Bennington, Cummane, & Conn, 2000).
Generally, customers expect the service to work each and every time and may
become angry when there are technological problems. Thus, assessments of
service quality will be greatly affected when delays occur. Parasuraman, Berry,
and Zeithaml (1988) found that regardless of industry, reliability is the most
important contributing factor to service quality.
Staff Turnover
In addition to the high costs of technology, staff turnover in some call centers
is extremely high, with a 50% turnover rate not uncommon. In documented
studies, staff turnover is usually within a range of 15 to 35% (Robinson & Morley,
2006). In a study of Fujitsu Services by Marr and Parry, (2004), turnover of front-
line call center staff was found to be 42%.
Unlike other organizations, Fujitsu Services realized that they were failing
their customer. Many of their contract services were barely meeting service
obligations and 15% were at critical levels of dissatisfaction and were likely to
seek other service providers (Marr & Perry, 2004). In this study, organizations
were faced with the same high costs, quantitative measurements that seemed to
measure performance of the call center and in most cases, unhappy customers.
It would seem that what we make important are those things that we can
measure (Feinburg, Kim, Hokama, de Ruyter & Keen, 2000).
4. Call Quality and Customer Satisfaction
In a study by Ventana Research, (Dawson, 2006), it was concluded that most
call centers have not recognized that the best way to reduce cost is to identify
why customers are calling and eliminate or reduce the need. “Only 23% of call
centers have deployed any type of root-cause analysis that would enable the
center to identify process changes, manufacturing improvements, marketing and
sales messaging or better ways for the center to work in conjunction with other
business units” (Dawson, 2006, p24). The results of this study also found that
only 48% of the centers surveyed measure revenue generated. It would seem
that most call centers, “seem to have fallen into the trap of believing that
operational measures such as call duration, or average time to answer are
indicators of customer satisfaction. The fact is that they are not; they are only
measures of efficiency, which in turn is often seen as a determinant of financial
performance. Most call centers seem to miss the important link between
employee satisfaction, service quality, customer satisfaction, and profitability,”
(Marr & Parry, 2004, 59).
What should we measure?
If the quantitative measures are failing to provide meaningful metrics as to the
performance of the call center, then what should call centers measure? Robinson
and Morley (2006) make a case for first call resolution. FCR is defined as the
percentage of calls that do not require any further contacts to address the
customer’s reason for calling. Ideally, first call resolution should be defined from
the customer perspective. Their view is that a greater effort should be made to
evaluate what will satisfy the customer needs. Attaining a target such as “80 per
cent of calls being answered in 20 seconds” is a hollow result if the quality of the
calls is below the customer’s expectations. Perhaps instead of “how fast” the call
center manager should measure “how well” the contact was handled (Reynolds,
2006).
Levin (2007a) also supports FCR as by far having the biggest impact on
customer satisfaction. According to research conducted by the consulting firm,
Service Quality Measurement (SQM), customer satisfaction drops “an average
15% for every callback a customer must make to a contact center.” They SQM
group also found that for every 1% improvement in FCR, you get a 1%
improvement in customer satisfaction. In a study of more than 150 contact
centers, SQM found that centers that achieved “world class” customer
satisfaction ratings had an average FCR of 86%. They also found that centers
not at the top in customer satisfaction achieved a FCR of only 67%. Levin
(2007b) also notes that increased customer satisfaction results in lower operating
costs, (lower repeat callers), reduced revenue risks, (risk of customer defecting
to your competitors), and higher employee satisfaction. The premise here is that
fielding repeat calls from frustrated customers strains the agent and invariably
leads to low morale, poor customer service and high CSR turnover.
5. As in most studies about call centers, the focus continues to be on the
quantitative statistics rather than qualitative measures such as customer
satisfaction which is often reduced to a quantitative measure. From a call center
manager’s viewpoint, it is easy to measure when all of the software does it for
you. You become a slave to the statistics without having accomplished the
mission of customer support. Feinberg et al., (2000) empirically tested the 13
critical operational determinants of call center excellence, (found in most call
center handbooks), by using data from 514 call centers. Their data shows that
“only two of the 13 determinants, namely ’percentage of calls closed in first
contact’ and ‘average abandonment’ have any significant statistical influence on
caller satisfaction” (Feinberg et al., 2000, p131) This would also seem to support
the premise that first call resolution is of higher importance to the success of the
call center, if not the organization. However, the reported R2
for this study was
only 0.05, i.e. these two variables only accounted for 5% of the variance in caller
satisfaction.
Fleischer (2007) relates that in addition to fulfilling the customer’s need,
organizations should also measure whether the call generated or retains
revenue. In many instances, CSR’s have a unique opportunity to make an
additional sale or to create a climate in which the customer will agree to a call
back to discuss additional services. This would improve our measurement from
simply handling a call in a certain number of seconds to measuring the value of
the call. In this scenario, time would not be the key measurement.
Heinen (2006) relates that high performing call centers typically change
the measures of success by letting agents talk as long as necessary to callers
that are targeted for retention or additional services and they focus their
measurement on retention or selling rate. For these call centers, a short call may
not be a goal in itself, especially if the caller hangs up irritated or unsatisfied. In
other words, there is no reason to limit talk times to five minutes if this has no
impact on customer behavior, or does little to advance the strategic goals of the
organization. Heinen’s (2006) main conclusion is that the call center should
switch from arbitrary efficiency metrics to maximizing the value of the interaction.
He further reveals that organizations that have shifted their metrics have seen
great success and for example relates that one organization shifted from
measuring handling time to measuring the customer’s willingness to accept a call
back.
Reynolds (2006) suggests that a “conversion rate” be adopted as a key
metric. “This refers to the percentage of transactions in which a sales opportunity
is translated into an actual sale. It can be measured as an absolute number of
sales or as a percentage of calls that result in a sale” (Reynolds, 2006, 71). She
maintains that value-added measurements further strengthen the call center
position as a cost center rather than a phone center. Bailor (2006) suggests that
instead of concentrating on call statistics, speak the language of senior
management—the call center’s impact on generating revenue. Instead of
measurements such as average time per call, increases in revenue that could be
measured by average sales per call or average sales per agent would increase
the call center’s value and importance in an organization. This monetary focus is
6. indeed interesting but entirely focused on the needs of the organization rather
than the needs of the customer, which is contrary to the basic principles of
modern service design (Chase, Jacobs & Aquilano, 2006; Stevenson, 2007). For
instance, retail bankers may measure success in terms of the number of
products used by a particular customer and richly reward cross-selling in the call
center. In sharp contrast, the customer is likely to assess the bank in terms of the
extent to which it satisfies his needs.
In a study by Robinson and Morley (2006) in which they surveyed call center
managers and CSR’s, the managers typically chose KPI’s that measured
efficiency and the CSR’s customer service. Although the companies in the study
had measures in place for customer service, invariably management chose to
enforce the efficiency measurements as most important.
Performance Measures for Different Management Levels
Consider a typical contact center operation structured as illustrated in
Figure 1. The back office operation would have its own performance metrics
which are typified by the nature of the business and beyond the scope of this
paper. The workforce planning team would work with all of the call center
Figure 1: Contact Center Structure
Contact Center
Executive
Learning and
Development
Manager
Workforce Planning
Manager
Call Center Manager Quality and
Compliance Manager
Back Office
Operations Manager
Team Leaders
CSRs
performance metrics and have a deep understanding of the relationship between
them. However, this team’s performance should be assessed on the accuracy of
the forecasts and the optimality of the schedules that they generate. Forecasting
accuracy is dependent on the skills of the team but severely constrained by the
inherent variability of the data. The optimality of the schedule should be judged
7. by the service level achieved by the call center and the acceptability of the
schedule to call center operational staff.
The quality and compliance team will be mainly concerned with measures
of compliance (both regulatory and in terms of company policy and procedure),
quality, FCR and the analysis of the reasons for calls. To some extent the
relationship between these and AHT needs to be understood. Ultimately, their
performance should be assessed on cost savings generated by identifying and
reducing incoming calls and the value of the training initiatives for the call center
operational staff that they have identified.
The learning and development team will work with quality and compliance
measures, FCR, adherence to schedule and AHT measures. Their performance
should be assessed in terms of improvements in these measures achieved as a
result of the training programs that they have implemented. This needs to be
assessed at the individual trainee level and not for the call center as a whole so
as to isolate their sphere of influence.
In order to determine appropriate measures for the call center operational
staff, it is necessary to apply the principles of the leadership pipeline (Charan,
Drotter & Noel, 2001). CSRs essentially manage themselves and thus are
responsible for their performance in terms of measures of compliance and
quality, FCR, adherence to schedule and AHT. This latter measure needs to be
dealt with cautiously as, according to modern service design theory, the
customer should control the contact process (Chase et al, 2006; Stevenson,
2007). Thus AHT is not fully in the control of the CSR. Other performance
measures have little, if any, relevance to CSRs.
Team leaders are managers of others (viz CSRs). According Charan et al.
(2001), the transition from managing self to managing others is one of the most
difficult in the leadership pipeline. This function is often the Achilles heel of call
centers as it is not unusual for better CSRs to be promoted to team leaders.
Managing one’s own adherence to schedule or first call resolution is a very
different mater to managing those of others. Team leaders will be concerned with
adherence to schedule, compliance and quality measures, FCR and AHT for
their team. While it is useful to measure the performance of a team in terms of
these metrics, the real effectiveness of a team leader should be assessed by
levels of motivation of the CSRs within the team. It is all too easy for a team
leader, with some help from the call center manager to turn the call center into an
“electronic panopticon”.
The call center manager is a manager of managers and ultimately
responsible for the performance of the call center. Like the workforce planning
team, the call center manager will work with all of the performance metrics and
understand the relationship between them. However, his performance should be
judged by what is achieved within the constraints of the resources available to
him. As such, overall measures of quality and compliance, FCR, adherence to
schedule, service level achieved and staff turnover should be the basis of his
KPIs.
In terms of the Charan et al. (2001), the contact center executive is a
functional manager in the leadership pipeline. Customer satisfaction is critical to
8. the success of this role, as are the performance metrics that reflect it such as
FCR and abandonment rate. This executive is also responsible for securing
adequate resources for the call center, particularly human resources. As such,
staff turnover and motivation levels are also an important reflection of
effectiveness of this executive. The executive may use all of the call center
performance metrics to some extent to facilitate decision making.
Conclusions
The suggested use of performance metrics and which should form part of
the KPIs of various role players in the contact center are summarized in Table 2.
Table 2: Performance Metrics and KPIs by Role
Role
Performance Metrics
Used
Basis of KPIs
Workforce Planning
Manager
All Forecast accuracy
Optimality of schedule
Quality and Compliance
Manager
Quality & compliance
measures, FCR, reasons
for calls, AHT
Cost savings from
reduction in calls
Value of training
initiatives
Training and
Development Manager
Quality and compliance
measures. FCR,
adherence to schedule,
AHT
Improvements in these
measures for those
trained
CSR Quality and compliance
measures, FCR,
Adherence o schedule,
AHT
These measure at a
personal level
Team Leader Quality and compliance
measures, FCR,
Adherence o schedule,
AHT
These measures at a
team level
Motivation of CSRs
Call Center Manager All Overall quality and
compliance measures,
FCR, service level
achieved, staff turnover
Contact Center Executive All Customer satisfaction,
FCR, Abandonment rate,
staff turnover, staff
motivation
This paper devotes a great deal of time illustrating the things not to measure.
From the literature that was reviewed, it appears that customer satisfaction would
9. be the critical KPI for any call center. The FCR appears to capture this
measurement better than any other. The problem here is that how do you
measure customer satisfaction?
Many companies have IVR’s and often underutilize them. By using the
very technology that often results in lower customer satisfaction, many
companies can now use the IVR to measure it. Instead of using the IVR in the
traditional way by greeting, routing, and self-service, many companies are using
it to evaluate customer service and ultimately elevate customer satisfaction.
Rather than send surveys through the mail or attempt a live phone call, the IVR
simply can invite the customer either while in queue or at the end of a call to
participate in a brief survey (Levin, 2007b). In this way the information that is
gathered has a truly customer slant and is not reliant upon CSR translation.
Many of the IVR systems have speech recognition features that enable the
customer to respond to open-ended questions as well as responding to yes, no
and Likert scale like measurements from 1-5. The value of this information is that
it is timely, valid, and actionable. Although the IVR is a great tool for this kind of
survey it is also important to know the preferred method of survey for your
customers whether it is through the IVR, e-mail, or automated calling. In a
research report published by Gartner in May 2005, Esteban Kolsky, research
director for the industry analyst firm based in Stamford, Connecticut, comments:
“Moving away from traditional, stand-alone implementations toward the
consolidated, enterprise wide use of feedback can add strategic value and
reduce costs” (Kolsky, 2005, p2). By measuring and integrating customer
feedback into operational processes in real time, contact centers will remain
agile, ensure high customer retention and help improve company profitability.
In addition to monitoring customer satisfaction, additions to revenues should be
addressed. Having a CSR resolve a call in twenty seconds without recognizing
the opportunity for an additional sale or repeat business would be counter
productive. Depending upon the level of management, strategic consequences
should be measured in addition to any types of efficiency measurements.
Strategically, repeat sales, retention of customers, and overall satisfaction of the
customer should be known and monitored closely. Future research should
address the customer’s perspective in relation to meeting efficiency metrics.
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