Tailoring your Contact Center Metrics · Contact Center Metrics Darryl Flores, SWBC @darrylflores. Any Questions? Making it Matter. What, Where and Why? • Metrics/Key Performance

Tailoring yourContact Center Metrics

Darryl Flores, SWBC@darrylflores

Any Questions?

Making it Matter

What, Where and Why?• Metrics/Key Performance Indicators (KPIs)• Everywhere Call Centers Manufacturing Sales and more

• To know how well your business is beingrun

The good news is you don’t have to re-invent the wheel!

A Complete Picture“Like the key flight instruments on an aircraft instrument panel, KPIs must be interpreted

together- the best managed call centersare continually looking for connections and

relationships between the variables.”

Brad Cleveland, President ICMI

Bottom Line….

A number; any number, viewed independently can mean many things.

The key is to look at each number or metric

as part of a picture.

• Segment and gear metrics to Mission and Vision

Customer Internal

Financial

Goals, Missions and Visions• How is overall (company/department/employee) success measured?

(Numbers you look at every day)

• Does everyone (senior leadership/front line/support, etc..) in the contact center have a full understanding of the metrics ? What’s missing?

• Why do you have the ones that you do? (What drove the decision to pick these goals?)

• What do your accessibility (service level, ASA, abandon rate, etc..) objectives mean to your customers, your organization and your employees?

SLOs/Performance/CC 101

• Knowledge Communication

CSR

Finance

CEO

Market./Sales ITContact Ctr

Strategic Plans

Escalation Plans

Goals, Missions and Visions• Consider:

– Staffing– Budget– Member Tolerance– Technology

Call Center Mission StatementsMicrosoft Customer Service Mission:

To Build Customer Trust And Value By Providing A Quality Experience The First Time, Every Time.

Horizon Lines Mission - Customer focused people building customer focused relationships by listening, anticipating and

being empowered to take action. Customer focused processes supported by customer focused technology

resulting in meaningful relationships.

Do any of them say “To take as many calls as possible.”

…The great AHT debate….

We were doing some things that were just plain wrong. Last year we had parts of our company where we would say, "Hey, let's handle the calls faster." The problem is that if you handle the call faster, you solve 90% of the problem instead of 100%. So the guy calls back. And you've just pissed him off more, and you haven't accomplished a damn thing.

This year we said we're not going to measure how long we're on the phone, we're going to measure how well we did solving the problem. What happened in the second quarter was we had two million fewer calls than we had planned. The average hold time before we answered the call was cut by more than 50%, and the satisfaction rate went up quite dramatically--like seven or eight points--in just a couple of weeks. The team was managing cost instead of managing service and quality. It's totally the wrong answer. Stop managing for cost. Manage for a great experience.

– Michael Dell – Founder, Dell

Tracked vs. Managed Metrics• Define• Communicate to who?• Identify owners

The Ultimate Metric

Eighty percent of companies believe they deliver a superior customer experience….. 8 percent of their customers agree. -Bain and Company

Member Satisfaction/Loyalty

How many calls did it take? (First Call Resolution)

Consistent with other departments in your organization

Was it done right? (Errors/Rework)

How quickly was I taken care of? (ASA)

Multi-channel options Good old fashioned courtesy (Call Quality)

Getting There

Baby Steps

Establish it

Benchmark it

Stretch it!

Track it

Report it

Reward it!

Or…….EveryBody Seeks To Reap Rewards

Establish It

• What is your mission/vision?• What is your customers’ tolerance• Determine who’s responsible for what• Don’t forget consistent

member experience• Tailor to business

Benchmark It

• Track data…(but tell no one)• Eliminate ‘special days’• Compare it against industry• Meet about it…

with everyone!

Stretch It

• Establish stretch goals• Communicate it• Stretch it again

Track It

• Establish ‘your’ KPIs• Develop dailies, weeklies, monthlies….• Track the ‘other’ metrics• Schedule periodic reviews

Report It

• Develop Dashboards• Communicate to all levels• Communicate to all departments

Reward It

• Recognize it to everyone…CEO to CSR• Reward consistency, consecutive

quarters, etc.• Incentives to reinforce positive behavior

Having said all that….

Poor Metrics• Drive wrong behaviors• Don’t interact with other metrics to tell a story• Draw inaccurate conclusions• Used improperly

Possible Poor Metrics…examples

• Number of calls taken per agent – Why?• First Call Resolution – Why?• Average Talk Time – Why?• Cost per Call – Why?

Questions, revisited

Darryl FloresPhone: 210-679-4061

E-mail: [email protected]@darrylflores