Do you have any of these productivity measurement issues in your call center

Do you have any of these productivity measurement issues in your call center?

Today’s competitive market environment keeps stakeholders of call centers towards improving the measuring of agent’s productivity. Managers try to understand factors of productivity through different data and call center metrics.

 

Call centers have different digital channels, such as emails, web chats, chatbots, social media, etc. And for each of these sources of communication, you can evaluate productivity.

It’s important to use KPIs metrics for each category of the digital channel to have overall data about productivity.

 

Analyzing productivity with KPI metrics, reports, charts seems to be easy. The challenging task is to measure real and not isolated productivity under different external circumstances. These external circumstances could be:

 

  • The high volume of calls or messages;
  • Level of difficulty of each request from customers;
  • Workplace and technologies.

 

It’s important in what period you want to conduct your measurements: hourly, weekly, monthly, quarterly, or annually. Depending on periods of measurement, you’re likely to take a certain approach or KPI metric.

 

Work rate

 

Depending on the volume of agents, your call center either profits or not. During the day, agents have time for breaks for coffee, studying, technical issues, waiting for calls, unexpected routines, etc. Anyway, you can measure the work rate of your call center by a simple formula.

 

  • Real working hours, that agent works with customers;
  • Scheduled working hours is the amount of paid hours per day;
  • Breaks are lunch, coffee breaks, etc.

 

To measure the actual work rate, you need to use the formula [Real Working Hours / (Scheduled Work Hours+Breaks)] x 100% = Work rate.

 

For example, real working hours 7, scheduled working hours 8, breaks 1 hour.  [7 / (8 + 1)] x 100 = 77%.

 

KPIs metrics



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KPIs metrics are a proven way to measure productivity. When managers observe the situation when something goes wrong in the call center, they can immediately and positively influence the situation.

However, KPIs metrics show the factors that managers couldn’t observe and can’t provide effective and fast aid for resolving. Here’s top metrics for your call center:

 

First Call Resolution metric (FCR). This is the metric, which shows the rate of the resolutions for customers within one call. If a customer calls with a problem or request, it’s better to help them within one call. The follow-up calls from the customer with the same problem or issue decrease the quality of the FCR metric.

 

This metric is measured by the formula: Overall Quantity of Resolved Calls on First Call / Overall Quantity of Calls From Customers on the same issue = FCR.

 

Abandon Call Rate (ACR). The abandoned call is a call that ended before the connection with an agent. The cause of abandonment calls is not always a big queue or on-hold time. Sometimes it’s because of a bad connection or a customer has to end the call before speaking with an agent.

 

When customers hang up before an actual conversation with an agent, the ACR rate increases. Countries like the US and Europe, legally regulate abandon call rates for outbound telemarketing campaigns. It’s easy to measure this rate by the formula:  (Abandonment calls/ Inbound calls) x 100% = ACR.

 

Average Handle Time (AHT). This is the parameter that shows how much time customers and agents spend to resolve an issue or provide service. There is no certain indicator of success or failure by this metric. Resolving the problem and making a sale is the top priority of any conversation.

If you have emails, web chats, phone calls, and digital channels, you need to measure all these channels separately.

 

The formula of AHT measurement: (Overall Quantity of Talk Time + Quantity of After-Call Work Time) / Overall Quantity of Calls = AHT.

 

Average Queue time (ATQ). When customers wait in a queue for a few seconds, it’s not a problem. But when customers wait for minutes, it’s a bad pattern. It could end with an increase in abandonment rate and a lowering of customer satisfaction (CSAT).

 

Perhaps if queue time increases, think about Interactive virtual response (IVR) configuration, set routing to relevant agents and callback from a queue option, or increase the number of experienced agents for talking with customers.

The formula for ATQ is Overall Caller Queue Time / Overall Quantity of Calls = ATQ.
On-Hold Time. This metric shows how much time agents spend on resolving issues, by putting customers on hold. Agents do not always resolve issues from the first touch with the customer, sometimes they have to ask someone or find the data in multiple internal business tools.

To do it during the call, they put the customer on hold. If the waiting time of the customer is too high and a customer waits for minutes, it lowers the CSAT and increases on-hold time.
Percentage of call transfers. When a customer’s issues are not resolved by one particular agent and that agent transfers the call to another, more qualified than its normal situation. If the rate of call transfers is high or continues to rise, it’s time to train agents better, prepare call scripts and knowledge bases with all necessary information, or change routing strategy.
After the call or idle time. After a call, an agent places important information or makes notifications about a customer or call. The idea is to decrease the after-call time without losing the quality and burnout of an agent.

 

This parameter could be measured by the formula: Overall After Call Time / Overall Quantity of Calls = Average After Call Time.

 

Call Completion Rate. It’s not always that customers can reach a call center successfully. It could happen accidentally when a customer presses the wrong button or because of a bad connection.

In other cases, this is a technical problem from your side and you need to find the resolution as fast as possible. But if the rate continues to rise, this is the time to investigate the roots of this problem.

 

Percentage of repeated calls. Customers give a follow-up call when the problem is unresolved and or they need another assistance on the same issue. It happens sometimes accidentally, and this is normal. That’s why it is important to increase the First resolution call rate, to decrease the percentage of repeated calls.

 

Measuring properly your productivity

 

Measuring productivity via metrics, data, and different sources is great. The only vital part of real measuring is understanding proper KPIs metrics in a proper time. You can’t measure some of the KPI metrics or productivity as an isolated model. It will cause a misinterpretation or misunderstanding of the real root of the success or failure.

A complex evaluation of all the data and metrics is way more effective for your call center.

 

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