The document provides definitions and calculations for various performance metrics to measure the cost, quality, and efficiency of customer service operations. Key metrics include direct labor cost per customer, customer satisfaction ratings, first call resolution rates, process value quotient, and adoption of self-service technologies. Data is collected through activity surveys, client surveys, call monitoring, and reports from case management and telephony systems.

1. PERFORMANCE METRICS
COST (PER CUSTOMER) TO SERVE
Definition Calculation Collection
Team member labor cost, Hours per service area times Activity survey completed by
Direct Labor by service area and in total hourly labor rate (including team members or managers on
behalf of team members
benefits load)
Total labor expense for Hours per service area times Activity survey completed by
services delivered within hourly labor rate (including shared services staff members as
Total Labor
shared services scope benefits load) well as other staff involved in
delivering in-scope services
Total cost of ownership for Hours per service area times Activity cost survey for all
services delivered within hourly labor rate (including internal staff involved in
Total Cost to Own shared services scope benefits load) plus non-labor costs delivering the service, plus
allocated to in-scope services associated non-labor and third-
calculated using standard party costs from budget
template and definitions
SERVICE QUALITY
Definition Calculation Collection
Customer Satisfaction
Client satisfaction of Aggregate rating for competence, Client Survey
service on combined convenience and caring (see
Overall Satisfaction dimensions of competence, below)
convenience and caring
Client satisfaction of Average rating for competence- Client Survey
Competence service on competence related questions on Likert-style
Satisfaction dimension
scale
Copyright 2011 Shared Services Institute, LLC. All rights reserved.

2. Client satisfaction of Average rating for convenience- Client Survey
Convenience service on convenience related questions on Likert-style
Satisfaction dimension
scale
Client satisfaction of Average rating for caring-related Client Survey
Caring Satisfaction service on caring questions on Likert-style scale
dimension
Service Attainment
Team member Total of points on weighted Use of standard scored checklist
Call Monitoring Score demonstration of behaviors evaluation (check list) criteria in call monitoring
associated with a positive
customer experience
Proportion of call cases Percentage of call cases closed Team member indicates FCR Y/N
First Call Resolution closed on initial contact without call-back or follow-up in reportable field in case
management system at point of
Proportion of call cases Difference beween date/time of case closure captured in case
Automatically
management system
24 Hour Resolution closed within 24 hours initiation and closure for
predetermined case types
PROCESS EFFICACY
Definition Calculation Collection
The proportionate degree Participants in activity analysis Team members estimate time
of value vs. waste activity in estimate amount of time spend spent on specific waste activities
Value Quotient the delivery model on a specific set of waste activities as part of activity survey
indicating delivery system failures
(e.g., errors, rework, etc.)
Extent to which Cases that require corrective Team member indicates need for
First Time Right (FTR) inquiries/issues are done action as a percentage of total corrective action in reportable
right the first time closed cases field in case management system
Copyright 2011 Shared Services Institute, LLC. All rights reserved.

3. Extent to which team Total of points on weighted Use of standard scored checklist
casework complies with evaluation (check list) criteria in case auditing
Case Quality Score
standards of quality and
service using scored
checklist
The proportion of assigned Closed cases divided by number of Combination of work schedule
task time producing valued production hours, defined as and case history from case
Outcome Productivity
outcomes hours during which call/casework management system
is scheduled to occur
Copyright 2011 Shared Services Institute, LLC. All rights reserved.

4. OPERATIONAL MEASURES
COST (PER CUSTOMER) TO SERVE
Definition Calculation Collection
Level of ESS utilization for Number of ESS-enabled Automatic indicator in case
ESS Adoption transactional activity transactions completed using management system (e.g., case
(transactions) ESS vs. other methods type ESS vs. phone)
Level of MSS utilization for Number of MSS-enabled Automatic indicator in case
MSS Adoption transactional activity transactions completed using management system (e.g., MSS
(transactions) MSS vs. other methods case type vs. phone)
Level of ESS utilization for Number of employee inquiries Team member indicates in
ESS Adoption information purposes (phone/chat/email, etc.) for reportable field in case
(inquiries) information available on the management system
portal
Level of MSS utilization for Number of manager inquiries Team member indicates in
MSS Adoption information purposes (phone/chat/email, etc.) for reportable field in case
(inquiries) information available on the management system
portal
Amount of overtime hours Overtime hours paid as a Report from time collection or
worked as an indicator of percentage of total hours paid payroll system
Incurred Overtime
labor utilization efficiency
SERVICE QUALITY
Definition Calculation Collection
Various measures: Depends upon measure used Telephony system report
Percent answered within
Speed to Answer xx seconds, average speed
to answer, etc.
Copyright 2011 Shared Services Institute, LLC. All rights reserved.

5. Percent of abandoned calls Number of call hang ups prior to Telephony system report
answering as percentage of total
Abandonment Rate
calls
Amount of time callers are On call time minus hold time Telephony system report
placed on hold as a
Hold Time Ratio
percentage of total call
time
Various cycle time Difference between time of case Case management system report
measures: Avg creation and closure. When
hours/days to close, expressing in days, divide hours
Days/Hours to Close percent closed within xx/x by number of operating hours in
hours/days, etc. Can vary a business day.
by type of transaction or
service.
Promptness of accepting a Difference between time of case Case management system report
case once it has been creation/reassignment and
Time to Accept
initiated or reassigned acceptance
Number of cases older Difference between time of case Case management system report
than a specified threshold - creation and time of report
Aged Cases - or -- average case age. generation. When expressing in
Most likely reported days, divide hours by number of
separately for different operating hours in a business
types of services day.
User-Specific Measures
Days to Fill Days from opening of the User specific User specific
(recruiting) requisition to accepted
offer
Offer-to-Onboard Days from accepted offer User specific User specific
Days to initial scheduling of
onboarding session
Number of payroll User specific User specific
Pay Corrections
corrections as a
(payroll) percentage of
disbursements
Copyright 2011 Shared Services Institute, LLC. All rights reserved.

6. Number of pay User specific User specific
Retroactive time adjustments due to late
adjustments (payroll) submission of
hours/overtime
Etc.
Etc.
Etc.
PROCESS EFFICACY
Definition Calculation Collection
Proportion of cases opened Ratio of opened vs. closed cases Case management system report
vs. closed during a for specific reporting period (i.e.,
Open/Close Ratio reporting period as leading day, week). Would need to
indicator of excess determine if this applies to all
capacity or backlog cases or just certain types.
Number of man hours on Hours tracked to specific time Captured in timekeeping system
task (i.e., performing "buckets" and categorized as (or manual time sheets)
assigned job duties) as a task vs. non-task. Task time is
percentage of total man time spent on activities within
Production Availability
hours available for service duties. Non-task time is
production (operating all other time (training,
hours less lunches and department meetings, absences,
breaks) etc.)
Volume of open cases at Total number of open cases at Case management system report
close of business as close of business each day. Need
Open Cases leading indicator of cycle to determine whether to count all
times and backlog cases or only certain types.
Copyright 2011 Shared Services Institute, LLC. All rights reserved.

7. Reporting Periods (Annualized)
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Cost to Serve - Direct Labor $219 $219 $210 $208
Cost to Serve - Direct Labor
$300
$200
$100
$0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Cost to Serve - Direct Labor $219 $219 $210 $208
Reporting Periods (Annualized, Per Employee)
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Cost to Serve - Direct Labor $219 $219 $210 $208
Cost to Serve - Direct Labor
$220
$215
$210
$205
$200
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Reporting Periods (Annualized, Per Employee)
Cost to Serve - Direct Labor $219 $219 $210 $208

8. Reporting Periods
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Customer Satisfaction - Overall
3.50 3.75 3.90 3.70
Customer Satisfaction - Overall
4.00
3.80
3.60
3.40
3.20
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Reporting Periods
Customer Satisfaction - Overall 3.50 3.75 3.90 3.70