BIApps7+9+6-MetricReferenceGuide[1].pdf

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ORACLE ® BUSINESS INTELLIGENCE APPLICATIONS 7.9.6

METRIC REFERENCE GUIDE

V ERSION 1.0

June 2009


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Disclaimer

This document is provided for information purposes only, and the contents hereof are subject to change withoutnotice. This document is not warranted to be error-free, nor is it subject to any other warranties or conditions,whether expressed orally or implied in law, including implied warranties and conditions of merchantability orfitness for a particular purpose.

We specifically disclaim any liability with respect to this document, and no contractual obligations are formedeither directly or indirectly by this document. This document may not be reproduced or transmitted in any form orby any means, electronic or mechanical, for any purpose, without our prior written permission.

Copyright 2009, Oracle®. All Rights Reserved.


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Oracle® Business Intelligence Applications 7.9.6 Metric Reference Guide iii

ContentsChapter 1. Introduction

1.1 Document Structure ............................................................................................................. 1-1

Chapter 2. Contact Center Telephony Analytics

2.1 Service - ACD/CTI ............................................................................................................... 2-1

2.2 Service - Agent Activity ................ .................. .................. ................. .................. ................. 2-5

2.3 Service - Agent Benchmarks and Targets ................. ................. .................. ................. ...... 2-8

2.4 Service - Agent Performance Overview ............................................................................ 2-15

2.5 Service - Contact Center Benchmarks and Targets ................ .................. .................. ...... 2-21

2.6 Service - Contact Center Marketing .................................................................................. 2-26

2.7 Service - Contact Center Performance Overview ............................................................. 2-32

2.8 Service - Contact Center Sales ......................................................................................... 2-38

2.9 Service - Contact Center Sales Overview ......................................................................... 2-40

2.10 Service - Customer Service Overview .................. ................. .................. ................. ....... 2-42

2.11 Service - Enterprise Contact Center Overview................................................................ 2-44

2.12 Service - IVR ................................................................................................................... 2-46

2.13 Service - Service Delivery and Costs .............................................................................. 2-47

2.14 Service - Service Delivery and Costs Overview .............................................................. 2-49

Chapter 3. Financial Analytics

3.1 Financials - AP Balance .................................................................................................... 3-51

3.2 Financials - AP Invoice Aging ............... .................. ................. .................. .................. ...... 3-51

3.3 Financials - AP Overview .................................................................................................. 3-54

3.4 Financials - AP Transactions ............................................................................................. 3-58

3.5 Financials - AR Balance .................................................................................................... 3-59

3.6 Financials - AR Invoice Aging............................................................................................ 3-59

3.7 Financials - AR Overview .................................................................................................. 3-62 3.8 Financials - AR Transactions ................ .................. ................. .................. .................. ...... 3-66

3.9 Financials - GL Balance Sheet .......................................................................................... 3-68

3.10 Financials - GL Budget and Expenses ............................................................................ 3-71

3.11 Financials - GL Cash Flow .............................................................................................. 3-76

3.12 Financials - GL Detail Transactions ................................................................................ 3-79

3.13 Financials - Profitability - Company ................................................................................. 3-80


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3.14 Financials - Profitability - Customer ................ ................. .................. ................. ............. 3-84

3.15 Financials - Profitability - Product .................................................................................... 3-86

3.16 Financials - Revenue Analysis ........................................................................................ 3-88

3.17 Financials - US Federal - GL Balance Sheet .................................................................. 3-88

3.18 Financials - US Federal - GL Detail Transactions ........................................................... 3-95

Chapter 4. Human Resources Analytics

4.1 Human Resources - Absence............................................................................................ 4-96

4.2 Human Resources - Compensation .................................................................................. 4-97

4.3 Human Resources - Learning Enrollment and Completion ............................................. 4-103

4.4 Human Resources - Performance ................................................................................... 4-104

4.5 Human Resources - Recruitment .................................................................................... 4-106

4.6 Human Resources - US Statutory Compliance ............................................................... 4-115

4.7 Human Resources - Workforce Profile ............................................................................ 4-121

Chapter 5. Loyalty Analytics

5.1 Loyalty - Financials .......................................................................................................... 5-128

5.2 Loyalty - Members ........................................................................................................... 5-130

5.3 Loyalty - Partners ............................................................................................................ 5-134

5.4 Loyalty - Programs .......................................................................................................... 5-134

5.5 Loyalty - Promotions ........................................................................................................ 5-139

5.6 Loyalty - Transactions ..................................................................................................... 5-139

Chapter 6. Marketing Analytics

6.1 Marketing - CRM Campaigns .......................................................................................... 6-145

6.2 Marketing - CRM Consumers .......................................................................................... 6-152

6.3 Marketing - CRM Customers ........................................................................................... 6-157

6.4 Marketing - CRM Events ................................................................................................. 6-162

6.5 Marketing - CRM Lead to Order ...................................................................................... 6-166

6.6 Marketing - CRM Leads ............... .................. .................. ................. .................. ............. 6-167

6.7 Marketing - CRM Planning .............................................................................................. 6-168

Chapter 7. Price Analytics

7.1 Sales - CRM Price Waterfall ............................................................................................ 7-174

7.2 Sales - CRM Price Waterfall – Orders ............................................................................. 7-197

7.3 Sales - CRM Price Waterfall – Quotes ............................................................................ 7-197

7.4 Sales - CRM Price ........................................................................................................... 7-197


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Chapter 8. Procurement and Spend Analytics

8.1 Employee Expenses ........................................................................................................ 8-200

8.2 Procurement and Spend - Invoice Lines ......................................................................... 8-202

8.3 Procurement and Spend - Procure to Pay ...................................................................... 8-206 8.4 Procurement and Spend - Purchase Cycle Lines ........................................................... 8-207

8.5 Procurement and Spend - Purchase Orders ................................................................... 8-209

8.6 Procurement and Spend - Purchase Receipts ................................................................ 8-213

8.7 Procurement and Spend - Purchase Requisition Status ................................................. 8-214

8.8 Procurement and Spend - Purchase Requisitions .......................................................... 8-214

8.9 Supplier Performance - Supplier AP Transactions ............... .................. .................. ....... 8-218

8.10 Supplier Performance - Supplier Performance.............................................................. 8-220

Chapter 9. Project Analytics

9.1 Project - Billing ................................................................................................................. 9-222

9.2 Project - Budget ............................................................................................................... 9-224

9.3 Project - Cost ................................................................................................................... 9-228

9.4 Project - Forecast ............................................................................................................ 9-231

9.5 Project - Funding ............................................................................................................. 9-234

9.6 Project - Performance ................ ................. .................. ................. .................. ................ 9-235

9.7 Project - Revenue ............................................................................................................ 9-247

Chapter 10. Sales Analytics

10.1 Sales - CRM Customer Overview ............................................................................... 10-250

10.2 Sales - CRM Forecasting ............................................................................................ 10-253

10.3 Sales - CRM Orders .................................................................................................... 10-265

10.4 Sales - CRM Pipeline .................................................................................................. 10-269

10.5 Sales - CRM Products ................................................................................................. 10-272

10.6 Sales - CRM Quotes ................ ................. .................. ................. .................. .............. 10-274

10.7 Sales - CRM Sales Activity .......................................................................................... 10-279

10.8 Sales - CRM Usage Accelerator Current .................................................................... 10-280

10.9 Sales - CRM Usage Accelerator Summary ................................................................. 10-282

Chapter 11. Service Analytics

11.1 Service - CRM Activities .............................................................................................. 11-288

11.2 Service - CRM Agreements ......................................................................................... 11-290

11.3 Service - CRM Assets ................................................................................................. 11-296

11.4 Service - CRM Customer Satisfaction ......................................................................... 11-297

11.5 Service - CRM Email Response .................................................................................. 11-298


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11.6 Service - CRM Orders ................................................................................................. 11-299

11.7 Service - CRM Products .............................................................................................. 11-303

11.8 Service - CRM Real-Time Activities ............................................................................ 11-305

11.9 Service - CRM Real-Time Assets ................ ................. .................. .................. ........... 11-305

11.10 Service - CRM Real-Time Service Requests ............................................................ 11-305

11.11 Service - CRM Real-Time Solutions ................ ................. .................. ................. ...... 11-306

11.12 Service - CRM Service Requests .............................................................................. 11-306

Chapter 12. Supply Chain and Order Management Analytics

12.1 Inventory - Balances .................................................................................................... 12-310

12.2 Inventory - Bill of Materials .......................................................................................... 12-312

12.3 Inventory - Customer and Supplier Returns ................................................................ 12-313

12.4 Inventory - Transactions .............................................................................................. 12-314

12.5 Sales - Backlog History ............................................................................................... 12-315 12.6 Sales - Backlog Lines .................................................................................................. 12-316

12.7 Sales - Booking Lines .................................................................................................. 12-318

12.8 Sales - Customer Activity ............................................................................................ 12-318

12.9 Sales - Inventory and Backlog ............... .................. ................. .................. ................. 12-319

12.10 Sales - Invoice Lines ................................................................................................. 12-320

12.11 Sales - Order Lines ................ ................. .................. ................. .................. .............. 12-322

12.12 Sales - Order Process ............................................................................................... 12-324

12.13 Sales - Orders and Invoices ...................................................................................... 12-325

12.14 Sales - Orders, Backlog and Invoices ....................................................................... 12-328 12.15 Sales - Pick Lines ...................................................................................................... 12-331

12.16 Sales - Sales Overview ............................................................................................. 12-332

12.17 Sales - Sales Receivables ......................................................................................... 12-333

12.18 Sales - Sales Revenue .............................................................................................. 12-334

12.19 Sales - Schedule Lines .............................................................................................. 12-336

Chapter 13. Additional Metrics Available

13.1 Fact Compound - Account Transactions Time Series ................ .................. .............. 13-337

13.2

Fact Compound - Active Asset History & Asset Churn ................. ................. ............ 13-338

13.3 Fact Compound - Asset & Asset FINS Contact........ .................. .................. .............. 13-338

13.4 Fact Compound - Campaign Compund Facts ................ .................. .................. ........ 13-338

13.5 Fact Compound - Campaign History ................ ................. .................. ................. ...... 13-338

13.6 Fact Compound - Campaign History Response ................ .................. .................. ..... 13-339

13.7 Fact Compound - CampaignHistory & Marketing Cost ................. ................. ............ 13-339

13.8 Fact Compound - Marketing Goals Achieved.............. .................. .................. ........... 13-339


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13.9 Fact Compound - Order Item & Campaign History ................. .................. ................. 13-339

13.10 Fact Compound - Pipeline Rollup and Prior ................. .................. .................. ........ 13-339

13.11 Fact Compound - Order Item Delta ........................................................................... 13-340

13.12 Fact - CRM - Activity ................ .................. .................. ................. .................. ........... 13-340

13.13 Fact - CRM - Asset .................................................................................................... 13-340

13.14 Fact - CRM - Campaign History ................................................................................ 13-342

13.15 Fact - CRM - Invoice ................ .................. .................. ................. .................. ........... 13-343

13.16 Fact - CRM - Order Item ............................................................................................ 13-343

13.17 Fact - CRM - Order Item Comparison ....................................................................... 13-343

13.18 Fact - CRM - Order Item Price Waterfall (Root Product) ................. ................. ......... 13-344

13.19 Fact - CRM - Order Item Price Waterfall Comparison (Root Product) ...................... 13-344

13.20 Fact - CRM - Order Item Quarter Ago ....................................................................... 13-344

13.21 Fact - CRM - Pipeline ................................................................................................ 13-345

13.22 Fact - CRM - Response ............................................................................................. 13-345 13.23 Fact - CRM - Revenue ................ .................. ................. .................. .................. ........ 13-345

13.24 Fact - CRM - Service Request................................................................................... 13-345

13.25 Fact - CRM - Service Request Amount ..................................................................... 13-346

13.26 Fact - CRM - Service Request Last 6 Months ............... .................. .................. ........ 13-346

13.27 Fact - Fins - AP Posted Transaction ......................................................................... 13-347

13.28 Fact - Fins - AP Transaction ................ .................. ................. .................. ................. 13-347

13.29 Fact - Fins - AR Posted Transaction ......................................................................... 13-348

13.30 Fact - Fins - AR Transaction...................................................................................... 13-348

13.31 Fact - Fins - Budget ................................................................................................... 13-349 13.32 Fact - Fins - Customer Account ................. ................. .................. .................. ........... 13-349

13.33 Fact - Fins - GL Balance ................ .................. ................. .................. .................. ..... 13-349

13.34 Fact - Fins - GL Cost of Goods Sold ......................................................................... 13-355

13.35 Fact - Fins - GL Cost of Goods Sold Posted ............................................................. 13-355

13.36 Fact - Fins - GL Other ................. .................. ................. .................. .................. ........ 13-356

13.37 Fact - Fins - GL Other Posted Transaction ............................................................... 13-356

13.38 Fact - Fins - GL Revenue .......................................................................................... 13-358

13.39 Fact - Fins - GL Revenue Posted .............................................................................. 13-358

13.40

Fact - Fins - GL Tax Posted ...................................................................................... 13-359

13.41 Fact - Fins Compound GL Detail Transactions ......................................................... 13-359

13.42 Fact - HR - Event Information ................. ................. .................. .................. .............. 13-359

13.43 Fact - HR - Event Information (Workforce) ................................................................ 13-359

13.44 Fact - HR - Learning Enrollment and Completion ..................................................... 13-360

13.45 Fact - HR - Learning Enrollment Events ................ ................. .................. ................. 13-361

13.46 Fact - HR - Operation ................................................................................................ 13-361


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13.47 Fact - HR - Operation (Workforce) ............................................................................ 13-362

13.48 Fact - HR - Pay Grade ............................................................................................... 13-363

13.49 Fact - HR - Payroll ..................................................................................................... 13-363

13.50 Fact - HR - Recruitment Event Information ............................................................... 13-363

13.51 Fact - Loyalty - Cost .................................................................................................. 13-364

13.52 Fact - Loyalty - Members By Tier Segment ................ .................. .................. ........... 13-364

13.53 Fact - Loyalty - Points ................................................................................................ 13-365

13.54 Fact - Loyalty - Revenue ........................................................................................... 13-365

13.55 Fact - Loyalty - Revenue By Tier Segment ............................................................... 13-365

13.56 Fact - Marketing - Cost .............................................................................................. 13-365

13.57 Fact - Marketing - Count ................ .................. ................. .................. .................. ..... 13-366

13.58 Fact - Marketing - Goal .............................................................................................. 13-366

13.59 Fact - Marketing - Lead ............................................................................................. 13-366

13.60 Fact - Project Budget ................................................................................................. 13-366 13.61 Fact - Project Cost ..................................................................................................... 13-368

13.62 Fact - Project Expenditure ......................................................................................... 13-369

13.63 Fact - Project Forecast .............................................................................................. 13-372

13.64 Fact - Project Funding ............................................................................................... 13-379

13.65 Fact - Project Performance........................................................................................ 13-381

13.66 Fact - Project Revenue .............................................................................................. 13-381

13.67 Fact - Purchasing - Receipt ....................................................................................... 13-382

13.68 Fact - Service - Contact Center Benchmark and Target ........................................... 13-382

13.69 Fact - Service - Contact Center Compound Metrics ................................................. 13-383 13.70 Fact - Service - Contact Center Performance ........................................................... 13-383

13.71 Fact - Service - IVR History ....................................................................................... 13-383

13.72 Fact - Service - Rep Activity ...................................................................................... 13-384

13.73 Fact - Supply Chain - Inventory Balance ................................................................... 13-384

13.74 Fact - Supply Chain - Inventory Transaction ............................................................. 13-384


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Oracle® Business Intelligence Applications 7.9.6 Metric Reference Guide 1-1

Introduction 1

This document describes metrics available in Release 7.9.6 of Oracle® Business Intelligence Applications. Thesemetrics are housed within the Oracle® Business Intelligence Applications repository. They are used in the pre-built analyses, and / or are available for customers to use via Oracle® Answers in building new analyses orextending existing analyses. Oracle® Answers is the ad-hoc query and reporting tool used for building andmodifying analyses.

This document also includes additional metrics which can be made accessible by means of minimal configuration.These additional metrics are included in the Business Modeling and Mapping Layer of the Oracle® BusinessIntelligence Applications repository. Configuration required before using them merely involves exposing thesemetrics to the Presentation Layer within the underlying repository.

1.1 Document Structure

Chapter 2 to 12 of this document lists readily available metricscategorized by BI applications. They are further sub-categorized bySubject Area to which each metric belongs in an out-of-the-boxinstallation. Snapshot of a Financial Analytics Subject Area as seen fromOracle® Answers is shown beside. The highlighted section in thissnapshot lists the metrics available in Accounts Payable OverviewSubject Area.

Chapter 13 lists additional metrics that can be made available foranalyses by means of minimal configuration. These metrics arecategorized by folders to which they belong within the BusinessModeling and Mapping Layer of the Oracle® Business Intelligence

Applications repository. They can be made available for use in Answersby configuring the Oracle® Business Intelligence Applications repositoryusing the Oracle® Business Intelligence Administration Tool.

For more information on Oracle® Business Intelligence Applications,refer http://www.oracle.com/technology/products/bi/bi-applications.html

http://www.oracle.com/technology/products/bi/bi-applications.htmlhttp://www.oracle.com/technology/products/bi/bi-applications.htmlhttp://www.oracle.com/technology/products/bi/bi-applications.htmlhttp://www.oracle.com/technology/products/bi/bi-applications.html


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Contact Center Telephony Analytics 2

This chapter describes metrics available in Contact Center Telephony Analytics of Oracle® Business Intelligence Applications 7.9.6. Subsections of this chapter correspond to different Subject Areas in Contact Center Telephony Analytics.

2.1 Service - ACD/CTI

No Metric Name Description

2.1.1 Call Metrics - CallVolumes.Total Rep CallVolume

Measures the total number of calls handled by the system. This includes both inboundand outbound calls, and both manual and automated calls. Analyzing the contactvolume provides an indication of how efficient the representatives and organization areat handling contacts. If a call was handled by multiple agents it would be counted once

against each agent.2.1.2 Call Metrics - Call

Volumes.Answered CallVolume

Measures the number of ACD calls that are answered by representatives or byautomatic voice response system. An inbound call can be abandoned or answered by arep or by IVR system. Answer volume can be used in conjunction with total volume andoffer volume to determine the effectiveness of the representatives or organization atanswering contacts. If a call was handled by multiple agents it would be counted onceagainst each agent.

2.1.3 Call Metrics - CallVolumes.Answer Call Rate

Measures the percentage of calls answered by a representative or by an automaticvoice response system vs. the total number of calls that are received by the

ACD/switch system. In order to improve customer satisfaction, organizations shouldstrive to increase their answer rates.

2.1.4 Call Metrics - CallVolumes.Call

Abandonment Rate

Measures the rate at which all inbound ACD calls are abandoned by customers beforethey are connected to the representatives. In order to improve customer satisfaction,organizations should strive to decrease their abandonment rates.

2.1.5 Call Metrics - CallVolumes.Customer HangupVolume

Measures the number of customer-initiated hang ups or disconnects after the customerhad been connected to speak with a representative / while talking to the representative.This measures those calls that are dropped by the customers before the agent releasesthe calls. Analyzing hang-ups is very crucial to improving customer satisfaction.Organizations should strive to reduce the number of hang-ups. Examining where in theconversation a customer drops a call and which representatives have the most droppedcalls will help identify problem areas. If a call was handled by multiple agents it wouldbe counted once against each agent.

2.1.6 Call Metrics - CallVolumes.Average CallVolume Per Day

Calculates the average number of calls handled by the system in any given day, by anygiven contact center site, or by any other analysis factor.

2.1.7 Call Metrics - CallVolumes.Average CallVolume Per Hour

Calculates the average number of calls handled by the system in any given hour, byany given contact center site, or by any other analysis factor.

2.1.8 Call Metrics - CallVolumes.Inbound CallVolume

Measures the number of inbound calls that the phone system receives. This metricincludes both calls that are eventually answered and calls that are abandoned by thecaller. Analyzing the contact volume provides an indication of how efficient therepresentatives and organization are at handling contacts. If a call was handled bymultiple agents it would be counted once against each agent.


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Contact Center Telephony Analytics



2.1.9 Call Metrics - CallVolumes.Total Held Calls

Measures the number of calls an agent puts on hold. This metric does not count thenumber of times a call was put on hold. Higher volumes of holds may be an indicationthat representatives lack the skill or experience to effectively and efficiently handle the

calls. Analyzing the hold volume, call reasons, and representatives will help identifyareas where organizations can provide additional training efforts to improverepresentative effectiveness. If a call was put on hold by multiple agents it would becounted once against each of those agents.

2.1.10 Call Metrics - CallVolumes.Hold Volume

Measures the number of times calls were put on hold. Higher volumes of holds may bean indication that representatives lack the skill or experience to effectively andefficiently handle the calls. Analyzing the hold volume, call reasons, andrepresentatives will help identify areas where organizations can provide additionaltraining efforts to improve representative effectiveness.

2.1.11 Call Metrics - CallVolumes.Abandoned CallVolume

Measures the number of calls abandoned by customers while in queue before theywere connected to representatives. Analysis ofabandonment rates and time- to abandonment provides insight into the callers‟tolerances for waiting and the organization‟s ability to ef ficiently handle contacts.

2.1.12 Call Metrics - Call

Volumes.Outbound CallVolume

Measures the total number of outbound contacts handled by the contact center. This

includes both automatically and manually dialed calls. Provides an indication of theoutbound volume of contacts handled by the contact center. If a call was handled bymultiple agents it would be counted once against each agent.

2.1.13 Call Metrics - CallVolumes.Held CallsPercent

Measures the percentage of all answered calls that an agent puts on hold. Higher Heldcall rates can be an indication that representatives are not effective resolving customerissues and require additional time to research the issue.

2.1.14 Call Metrics - CallVolumes.Dialer CallVolume

Measures the total number of outbound contacts automatically dialed by the contactsystem. Generally, these calls are part of a marketing campaign. Automatically dialedcalls are generally used in outbound campaigns. Therefore, this metric can be used toanalyze outbound campaign targets and effectiveness. If a call was handled by multipleagents it would be counted once against each agent.

2.1.15 Call Metrics - CallVolumes.Manual OutboundCall Volume

Measures the total number of outbound calls manually initiated by the representative.Manual outbound calls are those calls that are made by a representative, as opposedto those calls made by an automated dialer system. Analyzing the outbound contactvolume provides an indication of how efficient the representatives and organization areat initiating outbound contacts. If a call was handled by multiple agents it would becounted once against each agent.

2.1.16 Call Metrics - CallVolumes.Total Call Volume

Measures the total number of unique calls handled by the system. This includes bothinbound and outbound calls, and both manual and automated calls. Analyzing thecontact volume provides an indication of how efficient the representatives andorganization are at handling contacts.

2.1.17 Call Metrics - General.Max Answer Delay

Identifies the maximum delay or hold time of a call in queue that is eventually answeredby a service representative. Unit of meaure is seconds. The Max Answer Delay can beused instead of average speed to answer (ASA) to assess how efficient a contactcenter is at handling calls. High Max Answer Delay can be an indication that thecontact center is not properly staffed.

2.1.18 Call Metrics - General.Max

Abandoned Delay

Identifies the maximum delay or hold time of a call in queue before the customer

abandons the call. Unit of measure is seconds. The abandon duration can be used togauge the caller‟s tolerance and the organization‟s ability to sufficiently handle the callvolume.

2.1.19 Call Metrics -General.Service Level

Calculates the percentage of calls that are answered before the queue hold timethreshold. Service level is an important key performance indicator for call centers.Organizations must take measures to improve service levels in order to improvecustomer satisfaction.


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2.1.20 Chat and EmailMetrics.Email Volume

Measures the number of emails handled by the email system / representative. Thismetric includes both inbound and outbound emails. Analyzing the email contact volumeprovides an indication of how many contacts occur through the email channel and how

efficient the representatives and organization are at handling email contacts. If an emailwas handled by multiple agents it would be counted once against each agent.

2.1.21 Chat and EmailMetrics.Total Chat Duration

Calculates the total time an agent is engaged in chatting with a customer. Unit ofmeasure is seconds.

2.1.22 Chat and EmailMetrics.Total Chat HoldTime

Measures the total time the customer was on hold waiting for an agent to accept thechat invitation. Unit of measure is seconds. This is an indication of how efficient thecontact center is at staffing appropriate levels of representatives to handle chatrequests.

2.1.23 Chat and EmailMetrics.Chat CustomerDisconnects

Measures the number of chats that were disconnected by the customer before theresolution was completed by the agent. Disconnections can be the result of technicalissues or it can be a result of unsatisfactory experience. In order to improve customersatisfaction, organizations should take action to reduce the number of disconnects. If achat was handled by multiple agents it would be counted once against each agent.

2.1.24 Chat and EmailMetrics.Chat AbandonmentRate

Measures the number of chats where the customer abandoned the chat before anagent even accepted the chat out of the total number of chats initiated. In order toimprove customer satisfaction and reduce the cost of customers contacting theorganization through another channel, organizations should take measures to lowerabandonment rates.

2.1.25 Chat and EmailMetrics.Average Chat Timeto Abandonment

Measures the average time the customer was on hold until the customer abandonedthe chat before an agent accepted the chat invitation. Unit of measure is seconds. Thismetric provides an indication of how long the customer is willing to wait for arepresentative and how efficient the organization is at handling chat requests.

2.1.26 Chat and EmailMetrics.Average Chat HoldTime

Measures the average time the customer was on hold waiting for an agent to acceptthe chat invitation. Unit of measure is seconds. This is an indication of how efficient thecontact center is at staffing appropriate levels of representatives to handle chatrequests.

2.1.27 Chat and Email

Metrics.Abandoned ChatVolume

Measures the number of chats where the customer abandoned the chat before an

agent even accepted the chat. In order to improve customer satisfaction and reduce thecost of customers contacting the organization through another channel, organizationsshould take measures to lower the number of abandonments.

2.1.28 Chat and EmailMetrics.Chat Volume

Measures the number of chats handled by the system. Chats are initiated by customer,and therefore, by definition, are inbound. Analyzing the chat contact volume providesan indication of how many contacts occur through the chat channel and how efficientthe representatives and organization are at handling chat contacts. If a chat washandled by multiple agents it would be counted once against each agent.

2.1.29 Chat and EmailMetrics.Email Volume DeltaRate

Provides the percentage difference between the forecasted email volume and theactual volume. This metric is calculated as the difference between the forecastedvolume and the actual volume, divided by the forecasted volume, and then multipliedby 100. This metric is used to evaluate the effectiveness of the forecasted emailvolumes versus the actual email volumes.

2.1.30 Chat and Email

Metrics.Email VolumeForecast

Provides the forecasted email volume to be handled by the organization for any given

period of time. This metric includes both inbound and outbound emails. Forecast emailvolume can be used in conjunction with actual total volumes to evaluate how well theorganization has forecasted email contact volume.

2.1.31 Call Metrics - AverageTimes.Average Time to

Abandonment

Calculates the average time the caller spends in queue before abandoning the call.Unit of measure is seconds. The abandon duration can be used to gauge caller‟stolerance and the organization‟s ability to sufficiently handle the call volumes.


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2.1.32 Call Metrics - AverageTimes.Average Speed of

Answer

Measures the average length of time the agent took to answer the call. Unit of measureis seconds. Measures the time a caller spends in queue, waiting for an agent to answerthe call. The average speed to answer (ASA) is often used to assess how efficient a

contact center is at handling calls. High ASA can be an indication that the contactcenter is not properly staffed.

2.1.33 Call Metrics - AverageTimes.Average HandleTime

Measures the average handling time for each call. Unit of measure is seconds.Handling time contains talk time and after-call work. Talk time involves everything thathappens during the call. After-call work is work completed immediately following thecall. Analysis of this metric is very important in determining how effective andknowledgeable representatives are at handling customer requests. Given that theagent is unavailable to receive an inbound call while attending another call, it isimportant to analyze the average handle time to determine agent efficiency.

2.1.34 Call Metrics - AverageTimes.Average Hold Time

Measures the average time the call was put on hold by an agent. Unit of measure isseconds. This metric is not the same as the queue hold time, wherein a call is placed inqueue waiting for a representative to attend to the call. The Hold Time metric refers tothe duration of time a call that was placed on hold by a contact representative.

2.1.35 Call Metrics - Average

Times.Average QueueHold Time

Measures the average duration the customer was on hold in the queue waiting for an

agent to answer the call. Unit of measure is seconds. This includes both, calls that areabandoned and calls that are answered. Analysis of this metric is important indetermining service levels and appropriate staffing.

2.1.36 Call Metrics - AverageTimes.Average Talk Time

Measures the average duration of the conversation between a customer and an agent.Unit of measure is seconds. It takes into account the total talk time between arepresentative and a customer, and divides that by the total number of calls that wereanswered. Analysis of this metric is very important in determining how effective andknowledgeable representatives are at handling customer requests. Each second thatan agent is servicing a call is associated with a cost and prevents the agent forservicing other calls.

2.1.37 Call Metrics - AverageTimes.Average After CallWork Time

Measures the average duration spent by the contact representative at the contactcenter site in performing the after-contact activity for all contacts. Unit of measure isseconds.

2.1.38 Call Metrics - AverageTimes.Average AnswerDelay

Measures the average duration that the contact representative at the contact centersite took to answer all contacts that were in queue. Unit of measure is seconds.

2.1.39 Call Metrics - TotalTimes.Total Queue HoldTime

Measures the duration of time that the customer was on hold in the queue waiting foran agent to answer the call. Unit of measure is seconds. This measure includes onlyanswered calls and not abandonded calls. Analysis of this metric is important indetermining service levels and appropriate staffing.

2.1.40 Call Metrics - TotalTimes.Total Answer Delay

Measures the total duration that the contact center site took to answer all the contacts.Unit of measure is seconds. This measure includes both answered calls andabandonded calls.

2.1.41 Call Metrics - TotalTimes.Total Talk Time

Measures the duration of the conversation between customer and agent. Unit ofmeasure is seconds. Talk time is measured from the time the agent picks up a call tothe time an agent disconnects from the call. Therefore, it accounts for any time that thecall was put on hold after the call was picked up. Analysis of this metric is very

important in determining how effective and knowledgeable representatives are athandling customer requests. Each second that an agent is servicing a call is associatedwith a cost and prevents the agent from servicing other calls. It is important to analyzethe average talk time to determine agent efficiency and effectiveness.

2.1.42 Call Metrics - TotalTimes.Total After Call WorkTime

Measures the duration of time that an agent spends processing a call after the actualphone conversation. Unit of measure is seconds. After call work is characterized aswork related to an inbound call and work immediately following the call. Analysis of thismetric is very important in determining how effective and knowledgeablerepresentatives are at handling customer requests. During this after-call-work (ACW)state, the agent is unavailable to receive another inbound call. Hence, it is important toanalyze the average after-call work to determine agent efficiency.


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2.1.43 Call Metrics - TotalTimes.Total Handle Time

Calculates the total duration of time an agent spends handling the entire call. Unit ofmeasure is seconds. Handling time contains talk time and after-call work. Talk timeinvolves everything that happens during the call. After-call work is work completed

immediately following the call. This metric includes both talk time and after -call worktime. Analysis of this metric is very important in determining how effective andknowledgeable representatives are at handling customer requests. Given that theagent is unavailable to receive another inbound call while on another call, it is importantto analyze the average handle time to determine agent efficiency.

2.1.44 Call Metrics - TotalTimes.Total Hold Time

Measures the duration of time the agent put the call on hold. Unit of measure isseconds. Does not include the pre-answer queue hold time. Long hold times mayindicate the agent does not have the proper skills or information readily available tofulfill the customer‟s request. Analyzing the hold volume, call reasons, andrepresentatives will help identify areas where organizations can provide additionaltraining efforts to improve representative effectiveness.

2.2 Service - Agent Activity


2.2.1 Agent BreakMetrics.Scheduled # ofBreaks

Identifies the number of breaks that were scheduled to be taken by the agent.

2.2.2 Agent Break Metrics.BreakDuration ComplianceCategory

Break Duration Compliance Category by Break Duration Compliance %. Categories are A: < 75%, B: < 85%, C: < 95%, D: 100%, E: > 100%, i.e. Out of Compliance. If the totalbreak duration is larger than the scheduled break duration, the compliance percentagewould be greater than 100%. If the total break duration is equal to or less than thescheduled break duration, the compliance percentage would be less than or equal to100%.

2.2.3 Agent Break Metrics.BreakDuration Compliance %

The total break duration as a percentage of the scheduled break duration. If the totalbreak duration is larger than the scheduled break duration, this percentage would begreater than 100%. If the total break duration is equal to or less than the scheduledbreak duration, this percentage would be less than or equal to 100%.

2.2.4 Agent BreakMetrics.Unscheduled BreakDuration Category

Unscheduled Breaks Duration Category by Unscheduled Break Duration %. Categoriesare A: < 10%, B: < 20%, C: < 30%, D: > 30%. If there are no unscheduled breakstaken, then this percentage would be 0%. This percentage cannot exceed 100%

2.2.5 Agent BreakMetrics.Unscheduled BreakDuration %

The duration of unscheduled breaks taken as a percentage of the total break duration.If there are no unscheduled breaks taken, then this percentage would be 0%. Thispercentage cannot exceed 100%

2.2.6 Agent Break Metrics.Total

Break Time

Measures the time in minutes that a representative was on breaks. Can be used to

analyze schedule adherence and representative availability.2.2.7 Agent Break

Metrics.Unscheduled BreakTime

Measures the time in Seconds that a representative was on unscheduled breaks. Canbe used to analyze schedule adherence and representative availability.

2.2.8 Agent BreakMetrics.Scheduled BreakTime

Measures the time in minutes that a representative was scheduled to be on break. Canbe used to analyze schedule adherence and representative availability.


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2.2.9 Agent Break Metrics.# ofBreaks ComplianceCategory

# of Breaks Compliance Category by # of Breaks Compliance %. Categories are A: <75%, B: < 85%, C: < 95%, D: 100%, E: > 100%, i.e. Out of Compliance. If the actualnumber of breaks is larger than the scheduled number of breaks, the compliance

percentage would be greater than 100%. If the actual number of breaks is equal to orless than the scheduled number of breaks, then the compliance percentage would beless than or equal to 100%

2.2.10 Agent Break Metrics.# ofBreaks Compliance %

The actual number of breaks as a percentage of the scheduled number of breaks. If theactual number of breaks is larger than the scheduled number of breaks, thispercentage would be greater than 100%. If the actual number of breaks is equal to orless than the scheduled number of breaks, then this percentage would be less than orequal to 100%

2.2.11 Agent BreakMetrics.UnscheduledBreaks Category

Unscheduled Breaks Category by Unscheduled Breaks %. Categories are A: < 10%, B:< 20%, C: < 30%, D: > 30%. If the unscheduled breaks taken is smaller than the actualnumber of breaks taken then this percentage would be between 0% and 100%. If thereare no unscheduled breaks taken, then this percentage would be 0%. This percentage

cannot exceed 100%2.2.12 Agent Break

Metrics.UnscheduledBreaks %

The number of unscheduled breaks taken as a percentage of the actual number ofbreaks. If the unscheduled breaks taken is smaller than the actual number of breakstaken then this percentage would be between 0% and 100%. If there are nounscheduled breaks taken, then this percentage would be 0%. This percentage cannotexceed 100%

2.2.13 Agent BreakMetrics.Unscheduled # ofBreaks

Identifies the number of unscheduled breaks that were taken by the agent.

2.2.14 Agent Break Metrics.Actual# of Breaks

Identifies the number of breaks that were taken by the agent.

2.2.15 Staffing Metrics.Actual # ofReps

Measures the number of representatives employed by the contact center (servicecenter). This can be analyzed in conjunction with the scheduled number ofrepresentatives for insight into schedule compliance.

2.2.16 Staffing Metrics.TotalStaffed Duration

Identifies the total duration in Seconds for which all the contact representatives werestaffed to work. Analysis of scheduled staff time against actual staff time providesinsight into schedule adherence.

2.2.17 Staffing Metrics.ActualLogin Duration

Measures the actual time in Seconds that a representative is logged into the contactsystem, in order to handle contacts. Can be used to analyze schedule adherence andrepresentative availability.

2.2.18 Staffing Metrics.LoginDuration ComplianceCategory

Login Duration Compliance Category by Login Duration Compliance %. Categories are A: < 75%, B: < 85%, C: < 95%, D: > 95%. If employees are logged in longer thanscheduled, the compliance percentage would be greater than 100%. If employees arelogged in for less than the scheduled duration, the compliance percentage would beless than 100%.

2.2.19 Staffing Metrics.LoginDuration Compliance %

The actual login duration is expressed as a percentage of the scheduled login duration.If employees are logged in longer than scheduled, this percentage would be greaterthan 100%. If employees are logged in for less than the scheduled duration, thispercentage would be less than 100%.

2.2.20 Staffing Metrics.ScheduledLogin Duration

Measures the time in Seconds that a representative was scheduled to be logged intothe contact system, in order to handle contacts. Can be used to analyze scheduleadherence and representative availability.


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2.2.21 Staffing Metrics.# of RepsCompliance Category

# of Reps Compliance Category by # of Reps Compliance %. Categories are A: < 75%,B: < 85%, C: < 95%, D: > 95%. If actual number of employees present to work arelarger than scheduled number of employees, compliance percentage would be greater

than 100%. If actual number of employees present to work are less than schedulednumber of employees, compliance percentage would be less than 100%.

2.2.22 Staffing Metrics.# of RepsCompliance %

The actual number of representatives as a percentage of the scheduled number ofrepresentatives. If actual number of employees present to work are larger thanscheduled number of employees, this percentage would be greater than 100%. If actualnumber of employees present to work are less than scheduled number of employees,this percentage would be less than 100%.

2.2.23 Staffing Metrics.Scheduled# of Reps

Measures the number of representatives scheduled for that contact center (servicecenter). This can be analyzed in conjunction with the actual number of representativesfor insight into schedule compliance.

2.2.24 Staffing Metrics.StaffedDuration ComplianceCategory

Staffed Duration Compliance Category by Staffed Duration Compliance %. Categoriesare A: < 75%, B: < 85%, C: < 95%, D: > 95%. If total staffed duration is larger thanscheduled staffed duration, the compliance percentage would be greater than 100%. If

total staffed duration is larger than scheduled staffed duration, the compliancepercentage would be less than 100%.

2.2.25 Staffing Metrics.StaffedDuration Compliance %

The total staffed duration as a percentage of the scheduled staffed duration. If totalstaffed duration is larger than scheduled staffed duration, this percentage would begreater than 100%. If total staffed duration is larger than scheduled staffed duration,this percentage would be less than 100%.

2.2.26 Staffing Metrics.ScheduledStaffed Duration

Identifies the total duration in Seconds for which all the contact representatives werescheduled to work. Analysis of scheduled staff time against actual staff time providesinsight into schedule adherence.

2.2.27 Staffing Metrics.AvailableTime

Measures the total duration in Seconds for which representatives are available tohandle contacts.

2.2.28 Staffing Metrics.Total

Staffed Duration inhh:mm:ss

Identifies the total duration in hh:mi:ss for which all the contact representatives were

staffed to work. Analysis of scheduled staff time against actual staff time providesinsight into schedule adherence.

2.2.29 Staffing Metrics.ScheduledLogin Duration in hh:mm:ss

Measures the time in hh:mi:ss that a representative was scheduled to be logged intothe contact system, in order to handle contacts. Can be used to analyze scheduleadherence and representative availability.

2.2.30 Staffing Metrics.ActualLogin Duration in hh:mm:ss

Measures the actual time in hh:mi:ss that a representative is logged into the contactsystem, in order to handle contacts. Can be used to analyze schedule adherence andrepresentative availability.

2.2.31 Staffing Metrics.ScheduledStaffed Duration inhh:mm:ss

Identifies the total duration in hh:mi:ss for which all the contact representatives werescheduled to work. Analysis of scheduled staff time against actual staff time providesinsight into schedule adherence.

2.2.32 Staffing Metrics.AvailableTime in hh:mi:ss

Measures the total duration in hh:mi:ss for which representatives are available tohandle contacts.

2.2.33 Agent BreakMetrics.Unscheduled BreakTime in hh:mm:ss

Measures the time in hh:mi:ss that a representative was on unscheduled breaks. Canbe used to analyze schedule adherence and representative availability.

2.2.34 Agent BreakMetrics.Scheduled BreakTime in hh:mm:ss

Measures the time in hh:mi:ss that a representative was scheduled to be on break. Canbe used to analyze schedule adherence and representative availability.


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2.3 Service - Agent Benchmarks and Targets


2.3.1 Call Metrics -Benchmarks.Benchmark

Average After Call WorkTime in Seconds

Identifies the industry-established standard duration that a contact center site canspend performing after-contact activity for each contact. Unit of measure is seconds.


Average Answer Delay inSeconds

Identifies the industry-established standard duration that a contact center site can taketo answer each contact that is in queue. Unit of measure is seconds.


Average Handle Time inSeconds

Identifies the industry-established standard duration that a contact center site canspend handling each contact. Unit of measure is seconds.


Average Hold Time inSeconds

Identifies the industry-established standard duration that a contact center site can placea customer contact on hold. Unit of measure is seconds.


Average Queue Hold Timein Seconds

Identifies the industry-established standard duration that a contact center site can placea customer contact in a queue. Unit of measure is seconds.


Average Talk Time inSeconds

Identifies the industry-established standard duration that a contact center site canspend talking to a customer contact. Unit of measure is seconds.

2.3.7 Call Metrics -Benchmarks.% ofBenchmark Average AfterCall Work Time

The Average After Call Work Time as expressed as a percentage of the Benchmark Average After Call Work Time. If Average After Call Work Time exceeds theBenchmark Average After Call Work Time, this percentage would be greater than100%. If Average After Call Work Time is below the Benchmark Average After Call

Work Time, this percentage would be less than 100%.2.3.8 Call Metrics -

Benchmarks.% ofBenchmark Average

Answer Delay

The Average Answer Delay as expressed as a percentage of the Benchmark Average Answer Delay. If Average Answer Delay exceeds the Benchmark Average AnswerDelay, this percentage would be greater than 100%. If Average Answer Delay is belowthe Benchmark Average Answer Delay, this percentage would be less than 100%.

2.3.9 Call Metrics -Benchmarks.% ofBenchmark AverageHandle Time

The Average Handle Time as expressed as a percentage of the Benchmark AverageHandle Time. If Average Handle Time exceeds the Benchmark Average Handle Time,this percentage would be greater than 100%. If Average Handle Time is below theBenchmark Average Handle Time, this percentage would be less than 100%.

2.3.10 Call Metrics -Benchmarks.% ofBenchmark Average HoldTime

The Average Hold Time as expressed as a percentage of the Benchmark Average HoldTime. If Average Hold Time exceeds the Benchmark Average Hold Time, thispercentage would be greater than 100%. If Average Hold Time is below the Benchmark

Average Hold Time, this percentage would be less than 100%.

2.3.11 Call Metrics -Benchmarks.% ofBenchmark AverageQueue Hold Time

The Average Queue Hold Time as expressed as a percentage of the Benchmark Average Queue Hold Time. If Average Queue Hold Time exceeds the Benchmark Average Queue Hold Time, this percentage would be greater than 100%. If AverageQueue Hold Time is below the Benchmark Average Queue Hold Time, this percentagewould be less than 100%.

2.3.12 Call Metrics -Benchmarks.% ofBenchmark Average TalkTime

The Average Talk Time as expressed as a percentage of the Benchmark Average TalkTime. If Average Talk Time exceeds the Benchmark Average Talk Time, thispercentage would be greater than 100%. If Average Talk Time is below the Benchmark

Average Talk Time, this percentage would be less than 100%.


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2.3.13 Call Metrics - Targets.% ofTarget Average After CallWork Time

The Average After Call Work Time as expressed as a percentage of the Target Average After Call Work Time. If Average After Call Work Time exceeds the Target Average After Call Work Time, this percentage would be greater than 100%. If Average

After Call Work Time is below the Target Average After Call Work Time, thispercentage would be less than 100%.

2.3.14 Call Metrics - Targets.% ofTarget Average AnswerDelay

The Average Answer Delay as expressed as a percentage of the Target Average Answer Delay. If Average Answer Delay exceeds the Target Average Answer Delay,this percentage would be greater than 100%. If Average Answer Delay is below theTarget Average Answer Delay, this percentage would be less than 100%.

2.3.15 Call Metrics - Targets.% ofTarget Average HandleTime

The Average Handle Time as expressed as a percentage of the Target AverageHandle Time. If Average Handle Time exceeds the Target Average Handle Time, thispercentage would be greater than 100%. If Average Handle Time is below the Target

Average Handle Time, this percentage would be less than 100%.

2.3.16 Call Metrics - Targets.% ofTarget Average Hold Time

The Average Hold Time as expressed as a percentage of the Target Average HoldTime. If Average Hold Time exceeds the Target Average Hold Time, this percentagewould be greater than 100%. If Average Hold Time is below the Target Average HoldTime, this percentage would be less than 100%.

2.3.17 Call Metrics - Targets.% ofTarget Average QueueHold Time

The Average Queue Hold Time as expressed as a percentage of the Target AverageQueue Hold Time. If Average Queue Hold Time exceeds the Target Average QueueHold Time, this percentage would be greater than 100%. If Average Queue Hold Timeis below the Target Average Queue Hold Time, this percentage would be less than100%.

2.3.18 Call Metrics - Targets.% ofTarget Average Talk Time

The Average Talk Time as expressed as a percentage of the Target Average TalkTime. If Average Talk Time exceeds the Target Average Talk Time, this percentagewould be greater than 100%. If Average Talk Time is below the Target Average TalkTime, this percentage would be less than 100%.

2.3.19 Call Metrics -Targets.Target Average

After Call Work Time inSeconds

Identifies the organization-established threshold duration that a contact representativecan spend performing after-contact activity for each contact. Unit of measure isseconds.

2.3.20 Call Metrics -Targets.Target Average Answer Delay in Seconds

Identifies the organization-established threshold duration that a contact representativecan take to answer each contact that is in queue. Unit of measure is seconds.

2.3.21 Call Metrics -Targets.Target AverageHandle Time in Seconds

Identifies the organization-established threshold duration that a contact representativecan spend handling each contact. Unit of measure is seconds.

2.3.22 Call Metrics -Targets.Target AverageHold Time in Seconds

Identifies the organization-established threshold duration that a contact representativecan place a customer contact on hold. Unit of measure is seconds.

2.3.23 Call Metrics -Targets.Target AverageQueue Hold Time inSeconds

Identifies the organization-established threshold duration that a customer contactspends waiting in a queue. Unit of measure is seconds.

2.3.24 Call Metrics -Targets.Target AverageTalk Time in Seconds

Identifies the organization-established threshold duration that a contact representativecan spend talknig to a customer contact. Unit of measure is seconds.


Abandonment

Calculates the average time the caller spends in queue before abandoning the call.Unit of measure is seconds. The abandon duration can be used to gauge caller‟stolerance and the organization‟s ability to sufficiently handle the call volumes.


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2.3.26 Call Metrics - AverageTimes.Average Speed of

Answer

Measures the average length of time the agent took to answer the call. Unit of measureis seconds. Measures the time a caller spends in queue, waiting for an agent to answerthe call. The average speed to answer (ASA) is often used to assess how efficient a

contact center is at handling calls. High ASA can be an indication that the contactcenter is not properly staffed.

2.3.27 Call Metrics - AverageTimes.Average HandleTime

Measures the average handling time for each call. Unit of measure is seconds.Handling time contains talk time and after-call work. Talk time involves everything thathappens during the call. After-call work is work completed immediately following thecall. Analysis of this metric is very important in determining how effective andknowledgeable representatives are at handling customer requests. Given that theagent is unavailable to receive an inbound call while attending another call, it isimportant to analyze the average handle time to determine agent efficiency.

2.3.28 Call Metrics - AverageTimes.Average Hold Time

Measures the average time the call was put on hold by an agent. Unit of measure isseconds. This metric is not the same as the queue hold time, wherein a call is placed inqueue waiting for a representative to attend to the call. The Hold Time metric refers tothe duration of time a call that was placed on hold by a contact representative.

2.3.29 Call Metrics - Average

Times.Average QueueHold Time

Measures the average duration the customer was on hold in the queue waiting for an

agent to answer the call. Unit of measure is seconds. This includes both, calls that areabandoned and calls that are answered. Analysis of this metric is important indetermining service levels and appropriate staffing.

2.3.30 Call Metrics - AverageTimes.Average Talk Time

Measures the average duration of the conversation between a customer and an agent.Unit of measure is seconds. It takes into account the total talk time between arepresentative and a customer, and divides that by the total number of calls that wereanswered. Analysis of this metric is very important in determining how effective andknowledgeable representatives are at handling customer requests. Each second thatan agent is servicing a call is associated with a cost and prevents the agent forservicing other calls.

2.3.31 Call Metrics - AverageTimes.Average AnswerDelay

Measures the average duration that the contact representative at the contact centersite took to answer all contacts that were in queue. Unit of measure is seconds.

2.3.32 Call Metrics - AverageTimes.Average After CallWork Time

Measures the average duration spent by the contact representative at the contactcenter site in performing the after-contact activity for all contacts. Unit of measure isseconds.

2.3.33 Call Metrics - TotalTimes.Total Queue HoldTime

Measures the duration of time that the customer was on hold in the queue waiting foran agent to answer the call. Unit of measure is seconds. This measure includes onlyanswered calls and not abandonded calls. Analysis of this metric is important indetermining service levels and appropriate staffing.

2.3.34 Call Metrics - TotalTimes.Total Answer Delay

Measures the total duration that the contact center site took to answer all the contacts.Unit of measure is seconds. This measure includes both answered calls andabandonded calls.

2.3.35 Call Metrics - TotalTimes.Total Talk Time

Measures the duration of the conversation between customer and agent. Unit ofmeasure is seconds. Talk time is measured from the time the agent picks up a call tothe time an agent disconnects from the call. Therefore, it accounts for any time that thecall was put on hold after the call was picked up. Analysis of this metric is very

important in determining how effective and knowledgeable representatives are athandling customer requests. Each second that an agent is servicing a call is associatedwith a cost and prevents the agent from servicing other calls. It i s important to analyzethe average talk time to determine agent efficiency and effectiveness.

2.3.36 Call Metrics - TotalTimes.Total After Call WorkTime

Measures the duration of time that an agent spends processing a call after the actualphone conversation. Unit of measure is seconds. After call work is characterized aswork related to an inbound call and work immediately following the call. Analysis of thismetric is very important in determining how effective and knowledgeablerepresentatives are at handling customer requests. During this after-call-work (ACW)state, the agent is unavailable to receive another inbound call. Hence, it is important toanalyze the average after-call work to determine agent efficiency.


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2.3.37 Call Metrics - TotalTimes.Total Handle Time

Calculates the total duration of time an agent spends handling the entire call. Unit ofmeasure is seconds. Handling time contains talk time and after-call work. Talk timeinvolves everything that happens during the call. After-call work is work completed

immediately following the call. This metric includes both talk time and after -call worktime. Analysis of this metric is very important in determining how effective andknowledgeable representatives are at handling customer requests. Given that theagent is unavailable to receive another inbound call while on another call, it is importantto analyze the average handle time to determine agent efficiency.

2.3.38 Call Metrics - TotalTimes.Total Hold Time

Measures the duration of time the agent put the call on hold. Unit of measure isseconds. Does not include the pre-answer queue hold time. Long hold times mayindicate the agent does not have the proper skills or information readily available tofulfill the customer‟s request. Analyzing the hold volume, call re asons, andrepresentatives will help identify areas where organizations can provide additionaltraining efforts to improve representative effectiveness.

2.3.39 Call Metrics - CallVolumes.Total Rep CallVolume

Measures the total number of calls handled by the system. This includes both inboundand outbound calls, and both manual and automated calls. Analyzing the contactvolume provides an indication of how efficient the representatives and organization are

at handling contacts. If a call was handled by multiple agents it would be counted onceagainst each agent.

2.3.40 Call Metrics - CallVolumes.Answered CallVolume

Measures the number of ACD calls that are answered by representatives or byautomatic voice response system. An inbound call can be abandoned or answered by arep or by IVR system. Answer volume can be used in conjunction with total volume andoffer volume to determine the effectiveness of the representatives or organization atanswering contacts. If a call was handled by multiple agents it would be counted onceagainst each agent.

2.3.41 Call Metrics - CallVolumes.Answer Call Rate

Measures the percentage of calls answered by a representative or by an automaticvoice response system vs. the total number of calls that are received by the

ACD/switch system. In order to improve customer satisfaction, organizations shouldstrive to increase their answer rates.

2.3.42 Call Metrics - CallVolumes.Call

Abandonment Rate

Measures the rate at which all inbound ACD calls are abandoned by customers beforethey are connected to the representatives. In order to improve customer satisfaction,

organizations should strive to decrease their abandonment rates.2.3.43 Call Metrics - Call

Volumes.Customer HangupVolume

Measures the number of customer-initiated hang ups or disconnects after the customerhad been connected to speak with a representative / while talking to the representative.This measures those calls that are dropped by the customers before the agent releasesthe calls. Analyzing hang-ups is very crucial to improving customer satisfaction.Organizations should strive to reduce the number of hang-ups. Examining where in theconversation a customer drops a call and which representatives have the most droppedcalls will help identify problem areas. If a call was handled by multiple agents it wouldbe counted once against each agent.

2.3.44 Call Metrics - CallVolumes.Average CallVolume Per Day

Calculates the average number of calls handled by the system in any given day, by anygiven contact center site, or by any other analysis factor.

2.3.45 Call Metrics - CallVolumes.Average CallVolume Per Hour

Calculates the average number of calls handled by the system in any given hour, byany given contact center site, or by any other analysis factor.

2.3.46 Call Metrics - CallVolumes.Inbound CallVolume

Measures the number of inbound calls that the phone system receives. This metricincludes both calls that are eventually answered and calls that are abandoned by thecaller. Analyzing the contact volume provides an indication of how efficient therepresentatives and organization are at handling contacts. If a call was handled bymultiple agents it would be counted once against each agent.


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2.3.47 Call Metrics - CallVolumes.Manual OutboundCall Volume

Measures the total number of outbound calls manually initiated by the representative.Manual outbound calls are those calls that are made by a representative, as opposedto those calls made by an automated dialer system. Analyzing the outbound contact

volume provides an indication of how efficient the representatives and organization areat initiating outbound contacts. If a call was handled by multiple agents it would becounted once against each agent.

2.3.48 Call Metrics - CallVolumes.Held CallsPercent

Measures the percentage of all answered calls that an agent puts on hold. Higher Heldcall rates can be an indication that representatives are not effective resolving customerissues and require additional time to research the issue.

2.3.49 Call Metrics - CallVolumes.Outbound CallVolume

Measures the total number of outbound contacts handled by the contact center. Thisincludes both automatically and manually dialed calls. Provides an indication of theoutbound volume of contacts handled by the contact center. If a call was handled bymultiple agents it would be counted once against each agent.

2.3.50 Call Metrics - CallVolumes.Abandoned CallVolume

Measures the number of calls abandoned by customers while in queue before theywere connected to representatives. Analysis ofabandonment rates and time-to abandonment provides insight into the callers‟tolerances for waiting and the organization‟s ability to efficiently handle contacts.

2.3.51 Call Metrics - CallVolumes.Hold Volume

Measures the number of times calls were put on hold. Higher volumes of holds may bean indication that representatives lack the skill or experience to effectively andefficiently handle the calls. Analyzing the hold volume, call reasons, andrepresentatives will help identify areas where organizations can provide additionaltraining efforts to improve representative effectiveness.

2.3.52 Call Metrics - CallVolumes.Total Held Calls

Measures the number of calls an agent puts on hold. This metric does not count thenumber of times a call was put on hold. Higher volumes of holds may be an indicationthat representatives lack the skill or experience to effectively and efficiently handle thecalls. Analyzing the hold volume, call reasons, and representatives will help identifyareas where organizations can provide additional training efforts to improverepresentative effectiveness. If a call was put on hold by multiple agents it would becounted once against each of those agents.

2.3.53 Call Metrics - CallVolumes.Total Call Volume

Measures the total number of unique calls handled by the system. This includes bothinbound and outbound calls, and both manual and automated calls. Analyzing thecontact volume provides an indication of how efficient the representatives andorganization are at handling contacts.

2.3.54 Call Metrics -General.Service Level

Calculates the percentage of calls that are answered before the queue hold timethreshold. Service level is an important key performance indicator for call centers.Organizations must take measures to improve service levels in order to improvecustomer satisfaction.

2.3.55 Call Metrics - General.Max Answer Delay

Identifies the maximum delay or hold time of a call in queue that is eventually answeredby a service representative. Unit of meaure is seconds. The Max Answer Delay can beused instead of average speed to answer (ASA) to assess how efficient a contactcenter is at handling calls. High Max Answer Delay can be an indication that thecontact center is not properly staffed.

2.3.56 Call Metrics - General.Max Abandoned Delay

Identifies the maximum delay or hold time of a call in queue before the customerabandons the call. Unit of measure is seconds. The abandon duration can be used to

gauge the caller‟s tolerance and the organization‟s ability to sufficiently handle the callvolume.


Average After Call WorkTime in hh:mi:ss

Identifies the industry-established standard duration that a contact center site canspend performing after-contact activity for each contact. Unit of measure is hh:mi:ss.

2.3.58 Call Metrics -Targets.Target AverageTalk Time in hh:mi:ss

Identifies the organization-established threshold duration that a contact representativecan spend talknig to a customer contact. Unit of measure is hh:mi:ss.


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2.3.59 Call Metrics -Targets.Target AverageQueue Hold Time in

hh:mi:ss

Identifies the organization-established threshold duration that a customer contactspends waiting in a queue. Unit of measure is hh:mi:ss.

2.3.60 Call Metrics -Targets.Target AverageHold Time in hh:mi:ss

Identifies the organization-established threshold duration that a contact representativecan place a customer contact on hold. Unit of measure is hh:mi:ss.

2.3.61 Call Metrics -Targets.Target AverageHandle Time in hh:mi:ss

Identifies the organization-established threshold duration that a contact representativecan spend handling each contact. Unit of measure is hh:mi:ss.


Answer Delay in hh:mi:ss

Identifies the organization-established threshold duration that a contact representativecan take to answer each contact that is in queue. Unit of measure is hh:mi:ss.


After Call Work Time inhh:mi:ss

Identifies the organization-established threshold duration that a contact representativecan spend performing after-contact activity for each contact. Unit of measure ishh:mi:ss.


Abandonment in hh:mi:ss

Calculates the average time the caller spends in queue before abandoning the call.Unit of measure is hh:mi:ss. The abandon duration can be used to gauge caller‟stolerance and the organizati on‟s ability to sufficiently handle the call volumes.

2.3.65 Call Metrics - AverageTimes.Average Talk Timein hh:mi:ss

Measures the average duration of the conversation between a customer and an agent.Unit of measure is hh:mi:ss. It takes into account the total talk time between arepresentative and a customer, and divides that by the total number of calls that wereanswered. Analysis of this metric is very important in determining how effective andknowledgeable representatives are at handling customer requests. Each second thatan agent is servicing a call is associated with a cost and prevents the agent forservicing other calls.

2.3.66 Call Metrics - AverageTimes.Average QueueHold Time in hh:mi:ss

Measures the average duration the customer was on hold in the queue waiting for anagent to answer the call. Unit of measure is hh:mi:ss. This includes both, calls that areabandoned and calls that are answered. Analysis of this metric is important in

determining service levels and appropriate staffing.2.3.67 Call Metrics - Average

Times.Average Hold Timein hh:mi:ss

Measures the average time the call was put on hold by an agent. Unit of measure ishh:mi:ss. This metric is not the same as the queue hold time, wherein a call is placed inqueue waiting for a representative to attend to the call. The Hold Time metric refers tothe duration of time a call that was placed on hold by a contact representative.

2.3.68 Call Metrics - AverageTimes.Average AnswerDelay in hh:mi:ss

Measures the average duration that the contact representative at the contact centersite took to answer all contacts that were in queue. Unit of measure is hh:mi:ss.

2.3.69 Call Metrics - AverageTimes.Average HandleTime in hh:mi:ss

Measures the average handling time for each call. Unit of measure is hh:mi:ss.Handling time contains talk time and after-call work. Talk time involves everything thathappens during the call. After-call work is work completed immediately following thecall. Analysis of this metric is very important in determining how effective andknowledgeable representatives are at handling customer requests. Given that theagent is unavailable to receive an inbound call while attending another call, it is

important to analyze the average handle time to determine agent efficiency.2.3.70 Call Metrics - Average

Times.Average After CallWork Time in hh:mi:ss

Measures the average duration spent by the contact representative at the contactcenter site in performing the after-contact activity for all contacts. Unit of measure ishh:mi:ss.


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2.3.71 Call Metrics - TotalTimes.Total After Call WorkTime in hh:mi:ss

Measures the duration of time that an agent spends processing a call after the actualphone conversation. Unit of measure is hh:mi:ss. After call work is characterized aswork related to an inbound call and work immediately following the call. Analysis of this

metric is very important in determining how effective and knowledgeablerepresentatives are at handling customer requests. During this after-call-work (ACW)state, the agent is unavailable to receive another inbound call. Hence, it is important toanalyze the average after-call work to determine agent efficiency.

2.3.72 Call Metrics - TotalTimes.Total Answer Delayin hh:mi:ss

Measures the total duration that the contact center site took to answer all the contacts.Unit of measure is hh:mi:ss. This measure includes both answered calls andabandonded calls.

BIApps7+9+6-MetricReferenceGuide[1].pdf

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