This document summarizes the impact of adherence on contact center performance through a simulation of a one hour period. Small deviations from the scheduled shift patterns, such as one agent taking an extended break or a meeting being moved up, resulted in worsening service levels and longer wait times for customers. Even with staffing adjustments at the end, the overall service level for the hour fell short of the target. The simulation shows how adherence to schedules is crucial for maintaining adequate service levels and workload balance.
Adherence measures how closely agents stick to their scheduled shift patterns. Deviations from schedules, even by a single agent, can negatively impact service levels. A simulation showed that when 37 agents were scheduled but only 36 agents adhered to their schedules, the service level dropped by 4.5% and wait times increased. Further deviations compounded the problems, highlighting the importance of accurate adherence to meeting service level targets.
Average Handle Time: How to reduce yours and improve customer satisfaction!eakoehler
This web-based training teaches bankers strategies to reduce their Average Handle Time (AHT) when assisting customers over the phone. Trainees will practice these skills on simulated calls and then apply them to real customer calls. Some strategies covered are having all needed resources available before calls, actively listening to customers, using call management skills, using speed dial features, and asking for supervisor help when needed. Trainees' goals are to achieve AHTs of 250 seconds or less through call simulations and applying these strategies. Lower AHTs will lead to better performance, higher customer satisfaction, and increased bonuses.
Talkdesk Call Center KPI & Benchmarking ReportTalkdeskInc
https://www.talkdesk.com/resources/webinars/
Is your call center up to snuff? View this slideshow to find out:
- How to measure and track critical call center KPIs.
- How your call center stacks up against KPI benchmarks.
- Tips on how to improve your call center KPIs.
This document discusses schedule adherence in contact centers. It defines schedule adherence and factors to consider when setting adherence goals, such as scheduled hours, average handle time, and non-productive time allowed. The document provides calculations from ICMI on how to determine adherence targets based on these factors. It discusses how changing average handle time can impact goals and service levels. Finally, it discusses strategies for improving adherence, such as setting realistic goals, accurate forecasting, efficient scheduling, training agents on the importance of adherence, and holding employees accountable. Not meeting adherence goals can require more full-time employees, inconsistent customer service, and higher occupancy rates.
This document summarizes the average handle time (AHT) for an account over the past 6 months. The AHT target is 1 minute and 1 second, but the target was only met in July and September. Possible reasons for missing the target are listed as agents lacking motivation, high attrition rates, technology issues, and agents lacking basic information. The document provides recommendations in each of these areas to improve AHT metrics and ensure the target is met going forward, such as improving training programs, increasing agent satisfaction, and enhancing technical support.
Increasing Call Center Effectiveness with First Call ResolutionUpstream Works
First call resolution is the home run of call center measurements, but most people still don't do a very good job of understanding it and measuring it in an actionable way. This presentation will give you an introduction to the concepts and soem ideas for how you can start to measure things.
These slides all have recorded webinars with more detail. Feel free to contact me at Upstream Works for access.
Counting what Counts in Contact Centres - A Course IntroductionHilario Fiandeiro
Managing a contact centre can be difficult when you find yourself paddling through an endless sea of data and performance measures.
That's why I've designed this course...to help contact centre professionals keep their 'heads above water'.
By understanding and applying the right metrics, you can make a hugely positive impact on your contact center, your customers, and your entire organisation.
Adherence measures how closely agents stick to their scheduled shift patterns. Deviations from schedules, even by a single agent, can negatively impact service levels. A simulation showed that when 37 agents were scheduled but only 36 agents adhered to their schedules, the service level dropped by 4.5% and wait times increased. Further deviations compounded the problems, highlighting the importance of accurate adherence to meeting service level targets.
Average Handle Time: How to reduce yours and improve customer satisfaction!eakoehler
This web-based training teaches bankers strategies to reduce their Average Handle Time (AHT) when assisting customers over the phone. Trainees will practice these skills on simulated calls and then apply them to real customer calls. Some strategies covered are having all needed resources available before calls, actively listening to customers, using call management skills, using speed dial features, and asking for supervisor help when needed. Trainees' goals are to achieve AHTs of 250 seconds or less through call simulations and applying these strategies. Lower AHTs will lead to better performance, higher customer satisfaction, and increased bonuses.
Talkdesk Call Center KPI & Benchmarking ReportTalkdeskInc
https://www.talkdesk.com/resources/webinars/
Is your call center up to snuff? View this slideshow to find out:
- How to measure and track critical call center KPIs.
- How your call center stacks up against KPI benchmarks.
- Tips on how to improve your call center KPIs.
This document discusses schedule adherence in contact centers. It defines schedule adherence and factors to consider when setting adherence goals, such as scheduled hours, average handle time, and non-productive time allowed. The document provides calculations from ICMI on how to determine adherence targets based on these factors. It discusses how changing average handle time can impact goals and service levels. Finally, it discusses strategies for improving adherence, such as setting realistic goals, accurate forecasting, efficient scheduling, training agents on the importance of adherence, and holding employees accountable. Not meeting adherence goals can require more full-time employees, inconsistent customer service, and higher occupancy rates.
This document summarizes the average handle time (AHT) for an account over the past 6 months. The AHT target is 1 minute and 1 second, but the target was only met in July and September. Possible reasons for missing the target are listed as agents lacking motivation, high attrition rates, technology issues, and agents lacking basic information. The document provides recommendations in each of these areas to improve AHT metrics and ensure the target is met going forward, such as improving training programs, increasing agent satisfaction, and enhancing technical support.
Increasing Call Center Effectiveness with First Call ResolutionUpstream Works
First call resolution is the home run of call center measurements, but most people still don't do a very good job of understanding it and measuring it in an actionable way. This presentation will give you an introduction to the concepts and soem ideas for how you can start to measure things.
These slides all have recorded webinars with more detail. Feel free to contact me at Upstream Works for access.
Counting what Counts in Contact Centres - A Course IntroductionHilario Fiandeiro
Managing a contact centre can be difficult when you find yourself paddling through an endless sea of data and performance measures.
That's why I've designed this course...to help contact centre professionals keep their 'heads above water'.
By understanding and applying the right metrics, you can make a hugely positive impact on your contact center, your customers, and your entire organisation.
The document discusses the importance of agent adherence to shift patterns in contact centers. It uses a simulation to show how even minor non-adherence, like one agent taking a longer break, can significantly decrease service levels from 90% to 25%. The simulation also shows that overstaffing does not necessarily improve service levels and that adherence is critical to meeting customer demand throughout the day. The key message is that accurate adherence to scheduled shift times is essential for providing good customer service and avoiding unnecessary pressure on agents.
Adherence measures how closely agents stick to their scheduled shift patterns. Deviations from schedules, even by a single agent, can negatively impact service levels. A simulation showed that when 37 agents were scheduled but only 36 agents adhered to their schedules, the service level dropped by 4.5% and wait times increased. Further deviations compounded the problems, highlighting the importance of accurate adherence to meeting service level targets.
How To Measure Employee Productivity In A Call CenterTime Doctor
This document details out what call center productivity is and highlight s10 vital call center metrics you can use to measure productivity. It also also covers five effective tips to help you improve agent productivity.
Original Blog: https://biz30.timedoctor.com/how-to-measure-employee-productivity-call-center/
The document discusses the purpose of jobs and employment. It states that employers only handle money and distribute wages, but customers are the real source of income and reason for employment. Employees exist to make or do things for other people, namely customers. So while employers provide wages, customers are the true source of an employee's income and job through their spending and support of the business.
This is a high level introduction to First Call Resolution basics. These slides all have recorded webinars with more detail. Feel free to contact me at Upstream Works for access.
The document summarizes key metrics for evaluating call center performance. It discusses internal metrics like adherence, average handle time, abandon rate, and service level which measure agent and system performance. It also discusses external metrics like moment of truth, caller satisfaction, and surveys which measure the customer experience. A daily training schedule and objectives are also outlined which aim to familiarize participants with best practices for measuring and improving both internal and external metrics.
Call Center Statistics or Performance Metricsguest14c061
An article on the differences between call center statistics and call center performance metrics. Which of these should a call/ contact center use? Which is better?
The document discusses ways for a network security company to reduce call wait times and increase customer satisfaction. It proposes hiring additional employees, better utilizing a knowledge database, and implementing an automated call menu system to reduce average wait times from 12.25 to 5 minutes and call handling times from 14 to under 5 minutes. The best option is determined to be hiring more employees while changing customer service hours to Monday through Friday to improve the work environment and customer experience.
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.
This document discusses the importance of measuring key performance indicators (KPIs) in call centers. It outlines the top six KPIs that call centers should track in 2016, which are: average speed to answer, average abandonment rate, average time in queue, average handle time, first call resolution, and service level. For each KPI, the document explains what is being measured and provides tips on how to optimize performance.
This document provides details on visuals and fields to be used for business intelligence dashboards for a call center. It includes 15 charts/visualizations with descriptions of the purpose and fields to be used for each. It also provides definitions for over 50 call center metrics and key performance indicators to be tracked. Formulas for calculating common metrics like average handling time, cost per call, and service level are also included.
FUSION14 Session 302 | Optimizing the Tradeoff: Cost vs. Quality in IT SupportMetricNet
Cost vs. quality: It’s a perennial issue in technical service and support. Drive your costs too low, and you risk sacrificing the quality of service. Conversely, if you push quality too high (yes, that’s possible!), then you drive your costs through the roof. Understanding the cost/quality tradeoff is the most critical step toward optimizing your support model. Using data from more than 300 benchmarks worldwide, Jeff Rumburg will illustrate how top-performing service and support organizations strike an appropriate balance between the cost of service delivery and the quality of support provided. He’ll share simple yet powerful techniques that will enable organizations to pinpoint their position on the cost vs. quality curve, determine if higher (or lower) quality is justified, reduce costs without sacrificing quality, and improve quality without increasing costs. Finally, he’ll share an interactive scorecard that organizations can use to determine whether service and support has been optimized, and, if it hasn’t, to identify the tangible steps needed to achieve an optimized support model.
1. A call center aimed to reduce its average call handling time of 150 seconds without hurting service quality.
2. Using lean tools, it identified five main causes of long calls like slow typing and unnecessary call steps.
3. After implementing solutions like streamlining processes and improving training, the call center reduced average call time to 120 seconds within three months, allowing it to handle 20% more calls with the same resources and saving an estimated $2.5 million annually.
Happy Interviewing provides virtual interviewing services through their First IPO platform. They have conducted over 7,500 interviews for 8 clients using online video technologies. Their services aim to increase efficiency by reducing scheduling difficulties, travel costs, and time-to-hire for employers. Candidates also benefit by being able to interview remotely at their convenience without travel. Clients report faster turnaround times, improved sourcing effectiveness, and reduced lost billing hours from shorter interview processes.
Counting What Counts in Contact Centers - Service LevelHilario Fiandeiro
What's Wrong With How We're Counting 'Service Level' in Our Call Centres and How To Fix It! This slidedeck will de-fine, de-mystify and de-tangle call centre Service Level.
This document discusses key performance indicators (KPIs) that can be used to measure the performance of a help desk. It defines help desk agent occupancy as the percentage of time agents spend providing support to customers out of their total working time. Other KPIs mentioned include abandoned call rate, calls offered/answered, average speed to answer, and first-contact resolution. First-contact resolution measures the percentage of issues that agents resolve without having to escalate the issue further. The document recommends analyzing first-contact resolution trends and non-resolving ticket types to identify areas for improving help desk knowledge, processes, or supported technologies.
The document discusses ways to lower call wait times at a network security company to improve customer satisfaction. It currently takes an average of 12.25 minutes to answer calls. The company proposes hiring 5 additional employees, improving its knowledge database, and implementing an automated call menu to help lower wait times to 5 minutes or less. Other possibilities discussed include moving to weekday support only and reducing daily hours. The best option is said to be a combination of adding 3 employees while changing to weekday support to alleviate employee stress and improve satisfaction for employees, managers, and customers.
CO2@Home 2020 | Taylor Olson | If You're Not First, You're LastCoalmarch
This document discusses the importance of exceeding customer expectations in an on-demand economy. It notes that 64% of people believe customer experience is more important than pricing. It then discusses how to improve the customer experience by ensuring 24/7 availability, impressively fast response times across channels, optimizing customer service representative utilization, and using technology and automation to save time and focus on customers. Specific metrics and best practices are provided around lead response workflows, the "golden window" for contacting leads, and tools that can help meet customer demands and preferences.
The document discusses the importance of agent adherence to shift patterns in contact centers. It uses a simulation to show how even minor non-adherence, like one agent taking a longer break, can significantly decrease service levels from 90% to 25%. The simulation also shows that overstaffing does not necessarily improve service levels and that adherence is critical to meeting customer demand throughout the day. The key message is that accurate adherence to scheduled shift times is essential for providing good customer service and avoiding unnecessary pressure on agents.
Adherence measures how closely agents stick to their scheduled shift patterns. Deviations from schedules, even by a single agent, can negatively impact service levels. A simulation showed that when 37 agents were scheduled but only 36 agents adhered to their schedules, the service level dropped by 4.5% and wait times increased. Further deviations compounded the problems, highlighting the importance of accurate adherence to meeting service level targets.
How To Measure Employee Productivity In A Call CenterTime Doctor
This document details out what call center productivity is and highlight s10 vital call center metrics you can use to measure productivity. It also also covers five effective tips to help you improve agent productivity.
Original Blog: https://biz30.timedoctor.com/how-to-measure-employee-productivity-call-center/
The document discusses the purpose of jobs and employment. It states that employers only handle money and distribute wages, but customers are the real source of income and reason for employment. Employees exist to make or do things for other people, namely customers. So while employers provide wages, customers are the true source of an employee's income and job through their spending and support of the business.
This is a high level introduction to First Call Resolution basics. These slides all have recorded webinars with more detail. Feel free to contact me at Upstream Works for access.
The document summarizes key metrics for evaluating call center performance. It discusses internal metrics like adherence, average handle time, abandon rate, and service level which measure agent and system performance. It also discusses external metrics like moment of truth, caller satisfaction, and surveys which measure the customer experience. A daily training schedule and objectives are also outlined which aim to familiarize participants with best practices for measuring and improving both internal and external metrics.
Call Center Statistics or Performance Metricsguest14c061
An article on the differences between call center statistics and call center performance metrics. Which of these should a call/ contact center use? Which is better?
The document discusses ways for a network security company to reduce call wait times and increase customer satisfaction. It proposes hiring additional employees, better utilizing a knowledge database, and implementing an automated call menu system to reduce average wait times from 12.25 to 5 minutes and call handling times from 14 to under 5 minutes. The best option is determined to be hiring more employees while changing customer service hours to Monday through Friday to improve the work environment and customer experience.
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.
This document discusses the importance of measuring key performance indicators (KPIs) in call centers. It outlines the top six KPIs that call centers should track in 2016, which are: average speed to answer, average abandonment rate, average time in queue, average handle time, first call resolution, and service level. For each KPI, the document explains what is being measured and provides tips on how to optimize performance.
This document provides details on visuals and fields to be used for business intelligence dashboards for a call center. It includes 15 charts/visualizations with descriptions of the purpose and fields to be used for each. It also provides definitions for over 50 call center metrics and key performance indicators to be tracked. Formulas for calculating common metrics like average handling time, cost per call, and service level are also included.
FUSION14 Session 302 | Optimizing the Tradeoff: Cost vs. Quality in IT SupportMetricNet
Cost vs. quality: It’s a perennial issue in technical service and support. Drive your costs too low, and you risk sacrificing the quality of service. Conversely, if you push quality too high (yes, that’s possible!), then you drive your costs through the roof. Understanding the cost/quality tradeoff is the most critical step toward optimizing your support model. Using data from more than 300 benchmarks worldwide, Jeff Rumburg will illustrate how top-performing service and support organizations strike an appropriate balance between the cost of service delivery and the quality of support provided. He’ll share simple yet powerful techniques that will enable organizations to pinpoint their position on the cost vs. quality curve, determine if higher (or lower) quality is justified, reduce costs without sacrificing quality, and improve quality without increasing costs. Finally, he’ll share an interactive scorecard that organizations can use to determine whether service and support has been optimized, and, if it hasn’t, to identify the tangible steps needed to achieve an optimized support model.
1. A call center aimed to reduce its average call handling time of 150 seconds without hurting service quality.
2. Using lean tools, it identified five main causes of long calls like slow typing and unnecessary call steps.
3. After implementing solutions like streamlining processes and improving training, the call center reduced average call time to 120 seconds within three months, allowing it to handle 20% more calls with the same resources and saving an estimated $2.5 million annually.
Happy Interviewing provides virtual interviewing services through their First IPO platform. They have conducted over 7,500 interviews for 8 clients using online video technologies. Their services aim to increase efficiency by reducing scheduling difficulties, travel costs, and time-to-hire for employers. Candidates also benefit by being able to interview remotely at their convenience without travel. Clients report faster turnaround times, improved sourcing effectiveness, and reduced lost billing hours from shorter interview processes.
Counting What Counts in Contact Centers - Service LevelHilario Fiandeiro
What's Wrong With How We're Counting 'Service Level' in Our Call Centres and How To Fix It! This slidedeck will de-fine, de-mystify and de-tangle call centre Service Level.
This document discusses key performance indicators (KPIs) that can be used to measure the performance of a help desk. It defines help desk agent occupancy as the percentage of time agents spend providing support to customers out of their total working time. Other KPIs mentioned include abandoned call rate, calls offered/answered, average speed to answer, and first-contact resolution. First-contact resolution measures the percentage of issues that agents resolve without having to escalate the issue further. The document recommends analyzing first-contact resolution trends and non-resolving ticket types to identify areas for improving help desk knowledge, processes, or supported technologies.
The document discusses ways to lower call wait times at a network security company to improve customer satisfaction. It currently takes an average of 12.25 minutes to answer calls. The company proposes hiring 5 additional employees, improving its knowledge database, and implementing an automated call menu to help lower wait times to 5 minutes or less. Other possibilities discussed include moving to weekday support only and reducing daily hours. The best option is said to be a combination of adding 3 employees while changing to weekday support to alleviate employee stress and improve satisfaction for employees, managers, and customers.
CO2@Home 2020 | Taylor Olson | If You're Not First, You're LastCoalmarch
This document discusses the importance of exceeding customer expectations in an on-demand economy. It notes that 64% of people believe customer experience is more important than pricing. It then discusses how to improve the customer experience by ensuring 24/7 availability, impressively fast response times across channels, optimizing customer service representative utilization, and using technology and automation to save time and focus on customers. Specific metrics and best practices are provided around lead response workflows, the "golden window" for contacting leads, and tools that can help meet customer demands and preferences.
2. Key Focus Points:
Planning Cycle Vision
2015 / 2016 Objectives
Key Achievements....Q1!
Key Achievements....Q2!
Key Achievements....Q3!
Key Achievements....Q4!
Focus and Challenges
Adherence is a measure of how closely a colleague sticks or “adheres” to their shift patterns.
It measures both how long colleagues spend in “on-phone / off-phone” activities and when they spend
that time.
It does this by comparing the information from the shift schedules with the information from the
Automated Call Distribution System (ACD).
When we accurately predict the volume of calls coming in and prepare shift patterns to meet that volume
then adherence can have a huge effect on our ability to service our customer needs and meet our
Performance Targets.
In the Resource Planning Hub we forecast the number of calls that we expect to receive in every 15
minute period of the day.
We add in the average call handling time of the call and forecast the number of colleagues required to
service our Customers needs.
But how does this translate to what actually happens on the day?
The following simulation will show what happens when adherence goes wrong………………
Lets Talk About Adherence!
3. Key Focus Points:
Planning Cycle Vision
2015 / 2016 Objectives
Key Achievements....Q1!
Key Achievements....Q2!
Key Achievements....Q3!
Key Achievements....Q4!
Focus and Challenges
We are going to focus on just 1 hour within our Contact Centre…..10am to 11am
Our colleagues have been issued with their schedules which include breaks, lunches, team
meetings etc …..this plan leaves 37 colleagues on the phones across the hour.
Lets look at each 15min interval in turn to look at the effect adherence has on our ability to
service our Customer needs.
For each 15 min period we predicted that we
need 37 colleagues to achieve our
Performance target of 90/20….this reflects our
ambition to connect with 90% of our
customers within 20secs.
Let me set the scenario….
4. • Each interval is identical in that we receive 90 customer calls
• The average handling time of these calls is 300 secs (5mins)
• Our Performance Target is to answer 90% of the calls within 20 secs
Interval 1 – 10:00 to 10:15
Average calls in Queue = less than 1
Average wait time = 6.7 secs
We have 37 colleagues on shift
On average 30 colleagues will be speaking with customers
On average 7 colleagues are available to take a call
All colleagues will spend 18.9% of the interval in an available
state
Our Service Level
Performance is
90.3%
How did we do? . . . . . . . . . .
On Call On Call On Call On Call On CallOn Call On Call
On Call On Call On Call On Call On CallOn Call On Call
On Call On Call On Call On Call On CallOn Call On Call
On Call On Call On Call On Call On CallOn Call On Call
Available
On Call
Available Available Available AvailableAvailable Available
5. This is an example of what should happen.
• Our customer are happy as their call is being answered in a
reasonable time
• Our colleagues are happy as they are not under severe pressure
• Our business is happy as this scenario puts us in the best place
to achieve our service levels and greater Customer Satisfaction
Overall we answered 90.3% of calls in 20 seconds
Let’s see what happened in the next 15-min interval...
6. • One of our colleagues has taken an extra 15mins on their break so that they can
chat with a friend.
• They didn’t imagine that it would matter much as it didn’t look too busy.
Interval 2 – 10:15 to 10:30
Average calls in Queue = 1.1
Average wait time = 10.6 secs
We have 37 colleagues on shift
On average 30 colleagues will be speaking with customers
On average 6 colleagues are available to take a call
All colleagues will spend 16.7% of the interval in an available
state
Our Service Level
Performance is
85.8%
Lets look at the impact . . . . . . .
On Call On Call On Call On Call On CallOn Call On Call
On Call On Call On Call On Call On CallOn Call On Call
On Call On Call On Call On Call On CallOn Call On Call
On Call On Call On Call On Call On CallOn Call On Call
Available
Unavailable
Available Available Available AvailableAvailable Available
7. The removal of just one Agent can have a huge
effect on our service levels
• Our Customers have to wait longer to have their call answered
• Our remaining colleagues are under more pressure as they work
harder to make up for the absence of their colleague
Only 85.8% of calls were answered in 20
seconds in this period.
Overall so far in the hour the service level is
now 87.8%
Lets look at the third 15 min interval…
8. • At this point, one of our Team Leaders decides to bring forward their planned 30
min meeting to 10:30 (the meeting was originally planned for 10:45 to coincide
with the arrival of 6 further colleagues starting their shift)
Interval 3 – 10:30 to 10:45
Average calls in Queue = 24
Average wait time = 239.7 secs
We now only have 31 colleagues
On average 30 colleagues will be speaking with customers
On average only 1 colleague is available to take a call
All colleagues will spend 3.2% of the interval in an available state
Our Service Level
Performance is
25.3%
What does this show us?. . . . . .
On Call On Call On Call On Call On CallOn Call On Call
On Call On Call On Call On Call On CallOn Call On Call
On Call On Call On Call On Call On CallOn Call On Call
On Call On Call On Call On Call On CallOn Call On Call
Unavailable
Available
Unavailable Unavailable Unavailable Unavailable UnavailableUnavailable
9. The effect is devastating
• Our Customers are now waiting almost 4 minutes to be answered
• This will actually increase the number of incoming calls as our
customers try to get through, abandon and then try again later
• Our colleagues are taking one call after another almost constantly
• This is not an environment to achieve greater Customer
Satisfaction
25.3% of calls were answered in 20 secs.
Overall so far in the hour the service level is
now 67%
And now the final 15-min period
10. • The Team Leader realises that his colleagues are under pressure and quickly
concludes the meeting.
• They assume that as they now have the colleagues back on the phones, plus
the additional 6 people that started their shift that the Service would be
recovered….
Interval 4 – 10:45 to 11:00
Average calls in Queue = 0
Average wait time = less than a sec
We now only have 43 colleagues
On average 30 colleagues will be speaking with customers
On average 13 colleagues are available to take a call
All colleagues will spend 30% of the interval in an available state
Our Service Level
Performance is
99.3%
Were they right?. . . . . .
On Call On Call On Call On Call On CallOn Call On Call
On Call On Call On Call On Call On CallOn Call On Call
On Call On Call On Call On Call On CallOn Call On Call
On Call On Call On Call On Call On CallOn Call On Call
Available Available Available Available Available Available
Available Available Available Available Available Available Available
On Call
11. Being 6 Agents overstaffed adds only 9.3% to the
service level where taking 6 away loses 65%!
• Our Customers calls are being answered quicker but this is
virtually undetectable to them
• 30% availability looks attractive but this often produces the “drag”
factor as our colleagues don’t feel busy enough, call times increase
and we can actually be providing an inferior service
• This is wasted resource as we could hit our service levels with 37
Agents
Although the Service level in this period is 99.3%,
the overall service level for the hour is 75%.
12. • Overall in this hour we achieved 75% Service Level when we
predicted that 90% was attainable
• In overall adherence terms we had only 15-mins extra off-phone
activity than was planned (the Agent who went over on their break)
• Though the last 15-minute period helped improve the service level
we would need to repeat this performance for the next 2 hours to
get back to 90% in 20 secs overall!
• This shows the importance, not only of overall adherence (taking the
correct amount of time) but accuracy as well (sticking to the time of
the day)
In Summary
13. • We try to match the number of Colleagues required to the number
of available for every 15-min interval
• Even the removal of 1 person has an effect on service levels
• The removal of more than 1 person can have a potentially
devastating effect
• It is not possible to “fix” it by putting our colleagues back or by
overstaffing, the damage may have been already done
• Lack of adherence damages the service to our customers and the
work of our colleagues
Things to Consider