Key Steps on Call Center Reporting & Analytics
Key Steps to Improving your Call Center Reporting
- Understand the available data: You need to understand the underlying data that is available to you and how the various metrics are calculated. For our new customers, this is absolutely critical to understand and we make sure they truly know their data and can properly interpret it.
- Track the right metrics: You need to focus on the metrics that matter most, because there are so many and some are the WRONG metrics. This is where we will focus much of today’s blog post
- Regularly monitor them: You need to monitor the results every day. Not everything needs to be looked at each day and we’ll discuss which things you should be looking at and how often.
- Implement change management: You need to consider the impact that metrics have on your organization, your compensation, your agent’s motivation. How will these KPIs impact morale? Will the metrics determine who gets more desirable shifts? Who advances in their career? Who gets extra perks? You need to put extra energy into Change Management and communicating repeatedly with your teams about any changes, especially when it impacts their career.
- Take corrective action: And the final step is to recognize when the insights are telling you that corrective actions are required and taking the RIGHT steps to achieve your desired outcomes.
Key Call Center Metrics for Evaluating Customer Engagement
- Service Level (SL)– My favorite metric. Its very simply calculated as the percentage of inbound interactions answered within your organizations goals. The most common goal in our industry for voice interactions is still 80/20 or 80% of calls answered within 20 seconds. This SL goal offers the optimal balance of customer satisfaction and contact center efficiency. Many organizations like ASA as a substitute for SL. I intentionally avoid it. Because ASA is an average, its very misleading – many callers are answered right away without waiting and many callers wait in queue much longer than the average. I also don’t like this metric because it ignores abandon callers. This metric is typically applied to non-deferrable interactions like calls, chat, & web callback.
- Response Time is often used for deferrable transactions like email where the customer isn’t expecting a live agent to be waiting to assist them. A response time goal is how quickly the customer will receive an agent response. For example, if your goal is to answer emails within 1 business day, the expectation is that 100% of those emails will be answered in that time period. You still need to measure how consistently you are able to achieve that goal.
- Answer rate is simply the % of interactions that were answered. At the end of the day, this is critical. Our goal is to address every interaction and perhaps we don’t get to them as quickly as we would like but do we get to them all? I typically focus my secondary call routing approaches to ensure that my customers get as many interactions handled as possible to minimize those abandons. In reality, all organizations have a few percent of interactions abandon and that’s normal. It’s impractical to operate without any abandons unless you have unlimited funds or lives are LITERALLY on the line.
Additional Call Center Metrics to Consider
The above metrics are the most critical in nature. However, there are additional metrics that you may need to measure to monitor your agent performance.Follow the link to watch our 24 minute webinar on Best Ways to Measure Your Call Center Reporting & Analytics and learn about the other important metrics.Categories: Call Center
- Track Service Level by Interval – If you want to achieve an even higher standard, you can track SL by interval not as an average across all intervals in a day. In other words, what % of intervals did you hit your SL goal? In many organizations there are periods where the call center is skeleton staffed and the results are not very good but when combined with other intervals where the call center is fully staffed, the overall SL for the day hits the mark. If some organization measured SL by % of Intervals, the overall percentage would drop. It’s a good way for you to see how consistently you are delivering your desired results throughout the entire day.
- Occupancy – After all, you pay the call center agent to be on the phone so any time not on the phone may be considered unproductive; that may not be entirely accurate. Occupancy is a by-product of leadership’s ability to properly staff the call center and set the right SL goals. The higher the SL goal, the lower the Occupancy. Some people think occupancy = productivity? I’d offer an alternative opinion – Occupancy is a measure of leadership’s ability to find the right balance of volume to staffing to service level goals. There is an interrelationship here between these dynamics that needs to be understood. Once understood, you are in a much better position to effect change by championing the need based upon this knowledge. And more importantly, it is a barometer to know how close your agents are to burnout and morale issues. Once Occupancy gets into the upper 80% or higher, most agents will be negatively impacted.
- Idle Time – This is another leadership measure to gauge overall resource capacity planning. If agents are sitting idle too much, are your SL goals too high? Are you overstaffed? Do you have non-phone tasks they could be handling?
- Turnover – This is another measure of organization’s ability to provide strong leadership, the right tools, the right compensation, etc. Turnover is another bellwether metric that is indicative of the overall employment and hiring practices of the organization.
- Workforce Management (WFM) – for customers that have deployed a WFM solution, key metrics include forecast vs. actual volume and scheduled staff vs. actual staff. We have customers using various WFM tools and many have standardized on Monet for forecasting and real-time adherence that are fed data by the ACD. Our customers typically can achieve 95% forecast accuracy. Having accurate forecasts, leads to optimal schedules, aligning staff with the inbound interactions which leads to higher SLs and customer satisfaction. Accurate forecasting is a combination of science AND art and the more precision achieved will result in a contact center that has a strong plan for each day.