3. Contact Center Performance Management
• Management assessment based on PBX stats
and Quality Monitoring
• Occupancy or schedule adherence
• Coaching and training based on skills
4. Performance Measures
• Reduce handle times
• Improve politeness
• Improves compliance to
corporate “delivery
mechanism”
Did the agent say the right things
Why are those the right things?
• Anecdotally improves FCR
5. Call centers are prolific at data collection
Can’t answer questions
If you are awash in a sea of data
wouldn’t it be nice to know
where the icebergs are?
6. Why Do Customers Call?
#1 To get their issue
revolved
#2 To get their issue
revolved
#3 To get their issue
revolved
8. The goal is to resolve the customers issue
properly with the minimum amount of resources
How do you track that?
9. FCR Basics
• Definition
What is it?
How to measure it
• “WIIFM”*
FCR improves customer satisfaction
• Increases revenue
FCR eliminates unnecessary calls
• Reduces costs
* WIIFM - What’s in it for me
10. Definitions and Clarifications
• Contact Reason
• Agent Solve Rate (ASR)
• Average Handle Time
per call type
• Transfers and consults
13. Agent solve Rates
myFCR
Coverage Info – 87%
Payment - 73%
Policy Mod - 75%
Quotation - 91%
myFCR
Coverage Info – 62%
Payment – 79%
Policy Mod - 73%
Quotation - 88%
myFCR
Coverage Info – 68%
Payment – 81%
Policy Mod - 62%
Quotation - 93%
14. Current PM Techniques
• Problem:
Call centers are measured to averages
• AHT for any call type
• All calls are measured the same
• Solution:
Differentiate between call types
Manage specific call types / interactions
• Gets agents working faster
• Specific call type coaching
15. Current PM Techniques
• Problem
Quality Monitoring (QM) is a random sample
• Solution:
Find the 10 best or 10 worst
• Based on:
AHT / call type
Resolution / call type
Deflections / call type
16. Current PM Techniques
• Problem:
Cannot relate efficiency to effectiveness
• If a call is NOT solved, the call was too long
(regardless of length)
• Solution:
Connect customer and agent experiences
• Find that some agents make it worse on the first
call
• Poor processes driving multiple call backs / issues
17. 3 Things You Need To Do
• Measure everything
Tracking 100% of the interactions
• Identify the caller
Customer id on all agent calls
• Identify the reason
Call type on all agent calls
18. Business Interaction Management
• Provide solve rate by call type and agent
• Link QM recordings to agent behaviors
• Provide examples of good / bad calls by call type
19. Examples
• Low solve rate, low talk time
Agent is rushing
• Low solve rate, long talk time
Agent is trying, but lacks skill
• High solve rate, long talk time
Process is complex
• High solve rate, short talk time
use as best practices
21. Additional Value
• Link other relevant business data to FCR
Performance to uncover patterns
Conversions / sales
Survey data
• Change quality assessment process forms to
account for specific call types
22. The Impact
• Improved FCR
Reduced costs (fewer calls)
Improve customer sat (higher CLV)
• Improved agent satisfaction
• Improved business processes
24. Summary
• Improve FCR through agent management
• 3 things
Track every call
Identify caller
Identify reason
• “ASR”-based Performance Management
Actionable method to improve
25. Business Interaction
Management
Track and save the entire interaction as it
happens. It’s easier to use and understand later
Provide in-your-face interaction context that’s
role tailored for personalized service
Pre-built best practices analytics
27. Business Interaction Pain Points
• Problem: No methodology or technology used
provides a single comprehensive and auditable
view of how customers interact with a business.
» Result: Averages are used to
allocate funds to drive
customer loyalty and reduce
costs across the multiple
interaction channels in use
today.
28. Upstream Solution
• Upstream Works’ Business Interaction
Management, makes the collective of customer
interactions visible, accountable and controllable
Combines technology and a methodology to track
individual customer interactions across the business
Links outcomes to supporting interactions
Puts the collected information into a powerful form
Compliments existing applications and infrastructure
29. Next In Series
www.upstreamworks.com
Download the whitepaper from our website:
Increasing Call Center Effectiveness Through First Call
Resolution
See the FCR Webinar Series – Coming Soon to Youtube!
Editor's Notes
What does performance management do today?
Reduce handle times
Improve politeness
Improves compliance to corporate “delivery mechanism”
Did the agent say the right things
Why are those the right things?
Bell anecdotes re: www.bell.ca
3 reasons as in real estate
Skills are how you route the calls. Contact reason is why the customer is calling
Contact Reason
Differentiate between skills and contact reason
Surveying – what’s more accurate – the random decima poll with percentage accuracy, or asking every single person what they think?
Customer Driven Performance Management and Analytics
Understand how your contact center affects the customer experience
What your customers DO will tell you how to improve performance
Capture the Customer Experience
To align people, process and systems
In the contact center
In customer self service
Across the enterprise
A Performance Management Suite of Tools to
Attach agent performance to customer experience
Improve overall contact center performance, and
Provide accountability
Contact Sentry
Capture the customer and agent experience
Relationships - making sense out of how one affects the other
Accurate details of every interaction
Data quality
Analyse Performance with UpTake
Improve Performance with UpStart