Keeping up with Evolving Contact Center Performance Measures

In the November 2013 issue of Contact Center Pipeline, includes an article by Susan Hash titled “Using VOC to Drive Agent Performance.”  The article provides a great connection between the trust I discussed in my previous two posts and the reality of today’s contact center.

“Contact centers that provide
personalized service – and do it well –
generally have a customer-centric
culture in place and take a more
progressive view of agent performance.”

The current changes in communication channels and customer expectations are paving the way for a new way to look at data.  Hash writes that enlightened call centers handle data differently, with a “more progressive view of agent performance.”  While data points like average handle time are still being measured, it is time to look more closely at the information to pinpoint more telling metrics such as “appropriate handle time.”  In this example, the measurement is the time it takes for the agent to complete the interaction with the customer so that the matter is fully resolved and the customer is satisfied.  Customers expect more personal interactions, and average handle time does not accurately portray an agent’s ability to deliver on that expectation.  Hash admits that this is a change in culture, and a shift toward “outcome analysis.”  When implemented well, though, these metrics provide better detail about performance, including successes and areas that need improvement. 

How do you make that happen?  I was amazed when I reached the conclusion of this article and ready that one characteristic of enlightened call centers is that they hire “great people that you can trust to make the right decisions.” What a perfect connection to my two previous posts about facilitating trust in the contact center!  Hash builds upon this idea of trust by recommending that agents should be more involved upfront in customer initiatives and that they should have opportunities to contribute feedback.  Hash suggests that agents who feel engaged will provide valid feedback about what works and what doesn’t and they’ll be more likely to support change.  Ultimately, these agents will feel more satisfied which will work like dominoes to lead to improved performance and increased agent engagement. 

For more information read our white paper: Call Center Performance Metrics: Shaping Tomorrow’s Reporting Strategy by Jay Minnucci, President, Service Agility

About Kelly:
Kelly has been working as a contract technical writer for Inova Solutions for nearly three years. As a recovering high school English teacher, she enjoys the opportunity to still employ her ‘red ink’ when writing, editing, and formatting documentation. You can contact Kelly at kelly@insideinova.com.

3 Comments

  1. Dan says:

    Great article. Our call centre keeps up by having multiple channels available.

  2. well written post, in simple words a happy agent equals many happy customers. call center software can help to increase the customer experience as well as increases the productivity of the agent. so a call center software is the core core element of contact center solutions.

  3. Dan Enthoven says:

    Your contact centers agents are the foundation of your entire customer service team. You can’t treat the call center as a revolving door of random people. Look for employees that care about giving great service, want to learn more about their job, and are committed to ensuring your company lives up to the promises you make.

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