Unleashing the Enormous Power of Call Center KPIs. Call Center Best Practices Series

Size: px
Start display at page:

Download "Unleashing the Enormous Power of Call Center KPIs. Call Center Best Practices Series"

Transcription

1 Unleashing the Enormous Power of Call Center KPIs Call Center Best Practices Series

2 MetricNet at the Annual HDI Conference in Orlando Wednesday April 25 th : The Zen of Support The Path to Strategic Enlightenment Thursday April 26 th : Customer Satisfaction Breaking out of the Rearview Mirror Thursday April 26 th : Desktop/Service Desk Collaboration Case Studies in Successful Partnership 1

3 If You Need to Reach Us During the Presentation us at: Or Call us at:

4 Today s Agenda The Customer Contact Imperative: The Path to World-Class Performance! Research Methodology: Origins of KPI Best Practices A Model for KPI Best Practices: Measure, Diagnose, Prescribe, Implement A Call To Action: Your Opportunity to Excel! 3

5 The Customer Contact Imperative: The Path to World-Class Performance! 4

6 An Industry in Transition Every Company Faces Increasing Pressure from Numerous Sources Industry Consolidation Increased Regulatory Scrutiny (e.g. SOX) The emergence of virtual business Growing importance of customer contact! One-Stop Shopping Budgetary constraints Shareholder pressure Increasingly demanding customers Greater customer choice and leverage 5

7 Customer Contact: A Critical Interface! JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 8760 Hours Customer expectation is that you are available 24 X 7, and provide flawless service, on demand! Yet most companies have minimal direct contact with their customers Customer Contact 7-22 minutes/yr. Moment of Truth Opportunity! 6

8 Building a Service-Based Competitive Advantage! A Fundamental Shift OLD PARADIGM Call center is a support function Customer contact is a necessary evil Supplement to traditional bricks & mortar facilities Play catch up with customer needs and expectations reactive! Goal is customer satisfaction NEW PARADIGM Call center is a source of value creation Customer contact is a company and product differentiator Replacement for traditional brick & mortar facilities Stay ahead of customer needs and expectations proactive! Goal is customer enthusiasm, and product differentiation 7

9 8

10 Call Centers Must Evolve to Survive Support Stage Transitional Stage Strategic Stage Progression along this dimension is critical to success Call centers that stay in one place too long risk obsolescence The most effective call centers continually strive to add more value by moving to the right along this axis World-class call centers also have specific plans for how they will continuously improve the quality of contact with their customers Customer needs and requirements are evolving too quickly Competitors can exploit any complacency marked by a call center s failure to evolve Staying ahead of customer needs and expectations Continuously differentiate the underlying products supported 9

11 How Far Has Your Call Center Evolved? 64% 31% 5% Support Stage Transitional Stage Strategic Stage Traditional customer contact paradigm The call center makes a shift from following the customer to leading the customer The call center operates in a non-traditional customer contact paradigm every transaction adds value! 10

12 Research Methodology: Origins of KPI Best Practices 11

13 Data for Best Practices is Global More than 1,900 Call Center Benchmarks Global Database 30 Key Performance Indicators Nearly 80 Industry Best Practices 12

14 Data Comes from a Variety of Call Centers More than 1,900 call centers worldwide From MetricNet s Call Center Benchmarks Industries include Banks and financial services Telecommunications Health Care Hospitality Insurance Manufacturing Retail Transportation Utilities Best practices are relatively independent of industry At least 80% commonality from industry to industry 13

15 Characteristics of a World-Class Call Center Call center consistently exceeds customer expectations regardless of the transaction type Result is high levels of customer satisfaction Call quality is consistently high Business value is managed at or above industry average levels Cost per contact is below industry average levels Revenue generated is above industry average levels Telemarketing and Telesales Debt collections Call Center follows industry best practices Industry best practices are defined and documented Call Center follows industry best practices Every transaction adds value A positive customer experience Improves customer loyalty Creates positive brand awareness and switching costs 14

16 POLLING QUESTION 15

17 The World-Class Call Center Defined Higher A World-Class Call Center BEST-IN-CLASS PERFORMANCE CURVE AVERAGE PERFORMANCE CURVE Quality An Average Call Center Lower Cost per Contact Higher 16

18 A Model for KPI Best Practices: Measure, Diagnose, Prescribe, Implement! 17

19 The Premise Behind Call Center KPIs We ve all heard the expression If you re not measuring it, you re not managing it! But there s more to the story Lots more! 18

20 The Dilemma with Call Center KPIs Lots and Lots of data But not enough analysis Not enough Insight And not enough Action!! 19

21 Two Paradigms for Call Center KPIs The Historical Approach The Holistic Approach Action (2.5%) Prescription (7.5%) Analysis (15%) Measurement (75%) Increasing Value! Action (45%) Prescription (30%) Analysis (20%) Measurement (5%) 20

22 Unleashing the Enormous Power of Call Center KPIs Our central question today How do we turn Call Center KPIs into a Competitive Advantage? Better Faster Cheaper! 21

23 A Simple Model for Call Center KPI Best Practices 1 Measure Model Component Description 4 Implement 3 Customer Enthusiasm 2 Diagnose 1. Measure 2. Diagnose 3. Prescribe Measure performance on an ongoing basis Benchmark performance and conduct gap analysis Define actions to close the gap Prescribe 4. Implement Implement your action plan and improve performance 22

24 Measure Your Performance! 1 Measure Model Component Description 4 Implement 3 Customer Enthusiasm 2 Diagnose 1. Measure 2. Diagnose 3. Prescribe Measure performance on an ongoing basis Benchmark performance and conduct gap analysis Define actions to close the gap Prescribe 4. Implement Implement your action plan and improve performance 23

25 Measure Two Types of Call Center Metrics Operational Metrics Measures operational efficiency and effectiveness of the call center Internally focused Metrics include: Cost per Contact Customer Satisfaction Speed of Answer Agent Utilization Etc. Business Effectiveness Measures the call center s effectiveness in supporting the company s business mission Typically P&L or revenue related Externally focused Metrics include: Sales $ per Call Center FTE Collections $ per Call Center FTE Call Center Operating Expense as a % of Call Center revenue generated 24

26 Measure Some Common Operational Metrics Cost Cost per Contact Cost per Minute of Handle Time Agent Quality Customer Satisfaction Call Quality First Contact Resolution Rate Service Level Productivity Agent Utilization Contacts per Agent per Month Call Handling Agent Occupancy Agent Turnover Daily Absenteeism New Agent Training Hours Annual Agent Training Hours Agents as % of Total FTE s Schedule Adherence Agent Tenure Agent Job Satisfaction Average Speed of Answer (ASA) Call Abandonment Rate % Answered Within 30 Seconds Percent of Calls Blocked Call Handle Time After Call Work Time IVR Completion Rate Agent-less Completion Rate % of Calls Transferred And there are hundreds more!! 25

27 Measure Business Effectiveness Metrics Business effectiveness metrics are highly dependent upon the services you are offering No standard set of measures Generally related to product sales, customer retention, and revenue production and/or recovery Lots of room for creativity Business effectiveness often trumps operational effectiveness Reflects a focus on revenue growth and recovery Allows some sloppiness on the operational side if the call center Crossover Metrics Cover both operational and business effectiveness Operating cost as a % of revenue generated is common 26

28 Measure Some Common Business Effectiveness Metrics Credit Card Collections Cable TV Tech Support Lending Telecom Retirement Cross-sell/upsell conversion rate (%) Number of Payment plans established Average Balance Saved (ABS) Promises kept (%) Number of Appointments scheduled Product count for new accounts First Level Resolution Rate % Escalated Level 1 Resolvable Number of loans originated Average loan size and duration Percent of billing inquiries resolved Customer cross-sell/upsell percentage Rollover IRA conversion rate (%) Number of Variable annuity accounts opened 27

29 Measure Some Common Operational Metrics Cost Cost per Contact Cost per Minute of Handle Time Agent Quality Customer Satisfaction Call Quality First Contact Resolution Rate Service Level Productivity Agent Utilization Contacts per Agent per Month Call Handling Agent Occupancy Agent Turnover Daily Absenteeism New Agent Training Hours Annual Agent Training Hours Agents as % of Total FTE s Schedule Adherence Agent Tenure Agent Job Satisfaction Average Speed of Answer (ASA) Call Abandonment Rate % Answered Within 30 Seconds Percent of Calls Blocked Call Handle Time After Call Work Time IVR Completion Rate Agent-less Completion Rate % of Calls Transferred And there are hundreds more!! 28

30 Measure Operational Metrics: Which Ones Really Matter? Cost Cost per Contact Quality Productivity Call Handling Customer Satisfaction Agent Utilization First Contact Resolution Rate (or other driver of Customer Satisfaction) Agent Agent Job Satisfaction Aggregate Balanced Scorecard Read MetricNet s whitepaper on Call Center Performance Metrics. Go to to get your copy! 29

31 Measure Controllable vs. Non-Controllable KPIs Macro Measures Drivers Cost and Quality are the Macro Measures The Macro Measures tell the story of your performance They are good for communicating the performance of the Call Center But you cannot control them directly Quality, Productivity, Service Level, Agent, and Call Handling are the underlying drivers of performance These are the metrics that drive your performance You can control these metrics directly It is through these metrics that you can influence the Macro Measures, and improve your performance Causal Factors The Causal Factors influence the volume and mix of work performed by the Call Center The Call Center has very little control over the Causal Factors They are a function of your business environment 30

32 Measure The Foundation Metrics: Cost and Quality Cost Cost per Contact Quality Productivity Call Handling Customer Satisfaction Agent Utilization First Contact Resolution Rate (or other driver of Customer Satisfaction) Agent Agent Job Satisfaction Aggregate Balanced Scorecard 31

33 Measure Cost vs. Quality Higher Quality Middle Quartiles Effective but not Efficient Top Quartile Efficient and Effective Quality (Effectiveness) Your Call Center Peer Group Lower Quality Lower Quartile Middle Quartiles Efficient but not Effective Higher Cost Cost (Efficiency) Lower Cost 32

34 Measure Operational Metrics: The Balanced Scorecard Cost Cost per Contact Quality Productivity Call Handling Customer Satisfaction Agent Utilization First Contact Resolution Rate (or other driver of Customer Satisfaction) Agent Agent Job Satisfaction Aggregate Balanced Scorecard 33

35 Measure Aggregate Metrics: The Balanced Scorecard Metric Benchmark Performance Range Your Actual Metric Balanced Performance Metric Weighting Worst Case Best Case Performance Score Score Cost/Contact 25.0% $35.00 $6.00 $ % 14.3% Customer Satisfaction 25.0% 60.0% 97.0% 73.2% 35.7% 8.9% Agent Utilization 10.0% 30.0% 85.0% 51.7% 39.5% 3.9% First Contact Resolution Rate 15.0% 25.0% 95.0% 68.3% 61.9% 9.3% Agent Satisfaction 20.0% 34.6% 88.3% 74.0% 73.4% 14.7% Average Speed of Answer (sec) 5.0% % 3.4% Total 100.0% N/A N/A N/A N/A 54.5% Step 1 Six critical performance metrics have been selected for the scorecard Step 2 Step 3 For each performance metric, the highest and lowest performance levels in the benchmark are recorded Step 4 Step 5 Your score for each metric is then calculated: (worst case actual performance) / (worst case best case) X 100 Your actual Each metric has been performance for Step 6 weighted according to its each metric is relative importance Your balanced score for each recorded in this metric is calculated: metric column 34 score X weighting 34

36 Measure 100.0% Balanced Scorecard Benchmark* Key Statistics Call Center Balanced Scores 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% Call Center Scores High 87.5% Average % Median 49.6% Low 12.6% Your Score 54.5% 20.0% 10.0% 0.0% *The scores shown in the chart are based upon the performance metrics, weightings, and data ranges shown on the previous page. 35

37 Measure Overall Call Center Scorecard Trend 85% 80% Call Center Balanced Score 75% 70% 65% 60% 55% 50% 45% 40% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 12 Month Average Monthly Score 36

38 Measure Now, Track and Trend Your Performance COST PER CONTACT CUSTOMER SATISFACTION 90% $17.00 J F M A M J J A J F M A M J J A 65% AGENT UTILIZATION 80% FIRST CALL BALANCED RESOLUTION SCORE RATE J F M A M J J A J F M A M J J A AGENT FIRST CONTACT SATISFACTION RESOLUTION CALL CALL ABANDONMENT ABANDONMENT RATE 80% 5% J F M A M J J A J F M A M J J A 37

39 Diagnose Your Performance! 1 Measure Model Component Description 4 Implement 3 Customer Enthusiasm 2 Diagnose 1. Measure 2. Diagnose 3. Prescribe Measure performance on an ongoing basis Benchmark performance and conduct gap analysis Define actions to close the gap Prescribe 4. Implement Implement your action plan and improve performance 38

40 Diagnose Operational Metrics: Which Ones Really Matter? Cost Cost per Contact Quality Productivity Call Handling Customer Satisfaction Agent Utilization First Contact Resolution Rate (or other driver of Customer Satisfaction) Agent Agent Job Satisfaction Aggregate Balanced Scorecard Read MetricNet s whitepaper on Call Center Performance Metrics. Go to to get your copy! 39

41 The Benchmarking Methodology Diagnose Your Call Center Performance COMPARE Performance of Benchmarking Peer Group Determine How Best in Class Achieve Superiority Adopt Selected Practices of Best in Class Build a Sustainable Competitive Advantage The ultimate objective of benchmarking Read MetricNet s whitepaper on Call Center Benchmarking. Go to to receive your copy! 40

42 POLLING QUESTION 41

43 POLLING QUESTION 42

44 Diagnose The Goal of Benchmarking Higher AFTER BENCHMARKING BEST-IN-CLASS PERFORMANCE CURVE AVERAGE PERFORMANCE CURVE Quality STARTING POINT: BEFORE BENCHMARKING Lower Cost per Contact Higher 43

45 Diagnose Benchmarking Performance Summary Sample Data Only! Not Intended for Benchmarking Purposes! Metric Type Cost Productivity Service Level Quality Agent Call Handling Key Performance Indicator (KPI) Your Score Peer Group Average Min Median Max Cost/Contact $28.17 $22.96 $6.59 $22.56 $38.44 First Level Resolution Rate 59.0% 81.0% 59.0% 83.0% 88.0% Contacts/Agent-Month Agent Utilization 46.7% 53.1% 25.9% 53.9% 71.1% Average Speed of Answer (ASA) in seconds Percent Answered in 30 Seconds or Less 86.6% 72.1% 36.5% 71.3% 100.0% Call Abandonment Rate 2.9% 8.1% 1.4% 7.6% 25.2% Call Quality 68.4% 79.9% 43.8% 75.8% 94.5% Customer Satisfaction 63.0% 79.0% 41.9% 75.5% 96.6% Annual Agent Turnover 29.5% 31.7% 1.7% 26.4% 94.0% Daily Absenteeism 19.2% 13.2% 0.1% 13.0% 29.8% New Agent Training Hours Ongoing Agent Annual Training Hours Agent Satisfaction (% satisfied or very satisfied) 71.0% 75.4% 33.8% 70.1% 94.5% Agents as a Percent of Total FTE's 77.9% 70.5% 57.1% 69.3% 88.4% Contact Handle Time (min:sec) 12:41 11:18 2:47 9:34 19:55 First Contct Resolution Rate 51.3% 71.2% 45.4% 67.8% 94.1% IVR Completion Rate 6.7% 22.0% 0.0% 18.9% 44.8% Read MetricNet s whitepaper on Benchmarking Peer Group Selection. Go to to get your copy! 44

46 Diagnose The Foundation Metrics: Cost and Quality Cost/Contact (Efficiency) Customer Satisfaction (Effectiveness) 45

47 Diagnose Agent Utilization and First Contact Resolution Rate Cost/Contact Customer Satisfaction Agent Utilization First Contact Resolution 46

48 Diagnose Agent Utilization Drives Cost per Contact $45 $40 Cost per Contact $35 $30 $25 $20 $15 $10 $5 $0 20% 30% 40% 50% 60% 70% 80% Agent Utilization 47

49 Diagnose Agent Utilization Defined Agent Utilization = ((Average number of inbound calls handled by an agent in a month) X (Average inbound handle time in minutes) + (Average number of outbound calls handled by an agent in a month) X (Average outbound handle time in minutes)) (Average number of days worked in a month) X (Number of work hours in a day) X (60 minutes/hr) Agent Utilization is a measure of actual time worked by agents in a month, divided by total time at work during the month It takes into account both inbound and outbound contacts handled by the agents But it does not make adjustments for sick days, holidays, training time, project time, or idle time 48

50 Diagnose First Contact Resolution Drives Customer Satisfaction 100% Customer Satisfaction 80% 60% 40% 20% 20% 40% 60% 80% 100% First Contact Resolution 49

51 Diagnose Service Levels: ASA and Abandonment Rate Cost/Contact Customer Satisfaction Agent Utilization First Contact Resolution Scheduling Efficiency Service Levels: ASA and AR 50

52 Diagnose ASA Drives Cost per Contact $40.00 $35.00 Cost per Contact $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $ Average Speed of Answer (sec) 51

53 Diagnose Call Abandonment Rate Also Drives Cost per Contact $45.00 $40.00 Cost per Contact $35.00 $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $ % 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% Call Abandonment Rate 52

54 Diagnose ASA vs. Customer Satisfaction Customer Satisfaction 100.0% 80.0% 60.0% 40.0% 20.0% 0.0% 0 5% 10% 15% 20% ASA as a % of Total Handle Time 53

55 Diagnose Call Abandonment Rate vs. Customer Sat 100.0% Customer Satisfaction 80.0% 60.0% 40.0% 20.0% 0.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% Call Abandonment Rate 54

56 Diagnose Training Hours Impact First Contact Resolution Rate Cost/Contact Customer Satisfaction Agent Utilization First Contact Resolution Scheduling Efficiency Service Levels: ASA and AR Training Hours 55

57 Diagnose New Agent Training Hours vs. First Contact Resolution First Contact Resolution Rate 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% New Agent Training Hours 56

58 Diagnose Veteran Agent Training vs. First Contact Resolution First Contact Resolution Rate 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Veteran Agent Training Hours 57

59 Diagnose Agent Satisfaction Cost/Contact Customer Satisfaction Agent Utilization First Contact Resolution Scheduling Efficiency Service Levels: ASA and AR Absenteeism/ Turnover Agent Satisfaction 58

60 Diagnose Agent Satisfaction Drives Agent Turnover 90% 80% 70% Annual Turnover 60% 50% 40% 30% 20% 10% 0% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100% Agent Satisfaction 59

61 Diagnose Agent Satisfaction Impacts Customer Satisfaction 100% 90% Customer Satisfaction 80% 70% 60% 50% 40% 30% 20% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100% Agent Satisfaction 60

62 Diagnose Cause and Effect of Primary KPIs Cost/Contact Customer Satisfaction Agent Utilization First Contact Resolution Scheduling Efficiency Service Levels: ASA and AR Absenteeism/ Turnover Agent Satisfaction Training Hours 61

63 Diagnose Training Hours Drive Agent Satisfaction 100% 90% Agent Satisfaction 80% 70% 60% 50% 40% Veteran Agent Training Hours 62

64 Diagnose Benchmarking Performance Summary Sample Data Only! Not Intended for Benchmarking Purposes! Metric Type Cost Productivity Service Level Quality Agent Call Handling Key Performance Indicator (KPI) Your Score Peer Group Average Min Median Max Cost/Contact $28.17 $22.96 $6.59 $22.56 $38.44 First Level Resolution Rate 59.0% 81.0% 59.0% 83.0% 88.0% Contacts/Agent-Month Agent Utilization 46.7% 53.1% 25.9% 53.9% 71.1% Average Speed of Answer (ASA) in seconds Percent Answered in 30 Seconds or Less 86.6% 72.1% 36.5% 71.3% 100.0% Call Abandonment Rate 2.9% 8.1% 1.4% 7.6% 25.2% Call Quality 68.4% 79.9% 43.8% 75.8% 94.5% Customer Satisfaction 63.0% 79.0% 41.9% 75.5% 96.6% Annual Agent Turnover 29.5% 31.7% 1.7% 26.4% 94.0% Daily Absenteeism 19.2% 13.2% 0.1% 13.0% 29.8% New Agent Training Hours Ongoing Agent Annual Training Hours Agent Satisfaction (% satisfied or very satisfied) 71.0% 75.4% 33.8% 70.1% 94.5% Agents as a Percent of Total FTE's 77.9% 70.5% 57.1% 69.3% 88.4% Contact Handle Time (min:sec) 12:41 11:18 2:47 9:34 19:55 First Contct Resolution Rate 51.3% 71.2% 45.4% 67.8% 94.1% IVR Completion Rate 6.7% 22.0% 0.0% 18.9% 44.8% Read MetricNet s whitepaper on Benchmarking Peer Group Selection. Go to to get your copy! 63

65 Diagnose Summary of Operational KPI Correlations Cost per Contact Customer Satisfaction Agent Utilization First Contact Resolution Scheduling Efficiency Service Levels: ASA and AR Agents/ Total FTE s Absenteeism/ Turnover First Level Resolution Handle Time Call Quality Agent Satisfaction Coaching Career Path Training Hours 64

66 Diagnose Agent Salary vs. Average Balance Saved (ABS) Collections: Average Balance Saved (ABS) 100% 80% 60% 40% 20% $20,000 $30,000 $40,000 $50,000 $60,000 Annual Agent Compensation 65

67 Diagnose Agent Salary vs. Operating Cost/Revenue 120% Operating Cost / Revenue 90% 60% 30% 0% $20,000 $30,000 $40,000 $50,000 $60,000 Annual Agent Compensation 66

68 Diagnose CSR Lead Referrals 120 Monthly Leads Referred $0 $5 $10 $15 $20 $25 $30 Incentive Dollars per Referral Lead referrals are strongly influenced by incentive dollars 67

69 Diagnose Direct Channel Sales Incentive Number of Unit Sales per Month % 10% 20% 30% 40% 50% 60% 70% 80% Incentive Comp as % of Total Incentive Compensation is strongly linked to sales consultant productivity 68

70 Question & Answer 69

71 Prescribe Actions to Close the Gap! 1 Measure Model Component Description 4 Implement 3 Customer Enthusiasm 2 Diagnose 1. Measure 2. Diagnose 3. Prescribe Measure performance on an ongoing basis Benchmark performance and conduct gap analysis Define actions to close the gap and improve performance Prescribe 4. Implement Implement your action plan 70

72 Prescribe Best Practices: Performance Measurement Affected KPIs Performance Measurement: Best Demonstrated Practices Cost per Call Customer Sat Agent Utilization First Call Res Call Quality Handle Time Agent Turnover Business Effectiveness Metrics, goals, diagnosis and accountability Performance metrics and goals drive individual accountability and facilitate diagnosis of performance strengths, issues, gaps and call quality improvements. Cost and customer satisfaction Cost and customer satisfaction results measure efficiency and effectiveness, and are two critical indicators for call center operations. Formal measurements & performance compliance Balanced scorecard Management Reporting Performance measurement is a rigorous discipline assigned to a particular individual or individuals in the call center to ensure service level compliance and consistency in the delivery of customer service. A balanced scorecard provides an aggregate measure of call center performance. Reporting is targeted and timed to have maximum impact on key individuals and stakeholder groups in the company. 71

73 Prescribe Best Practices: Human Resources Affected KPIs Human Resources: Best Demonstrated Practices Cost per Call Customer Sat Agent Utilization First Call Res Call Quality Handle Time Agent Turnover Business Effectiveness Recruitment Recruiting is a rigorous and holistic process that measures specific agent competencies, and matches those competencies to the needs of the call center. Training Career Pathing Retention Coaching and Feedback Performance Standards Rigorous and formalized training is available for both new and seasoned agents. Training is customized to meet the needs of each agent, and is designed to meet the strategic goals of the call center. Career paths have been formalized and documented, and often include vertical as well as lateral promotion opportunities. Performance levels required for advancement are clearly articulated. Agents are encouraged to take charge of their own career and skills development. Formal strategies are employed to maximize employee retention. These strategies are designed to improve employee job satisfaction and loyalty, thereby maximizing agent morale and minimizing turnover. Call center management demonstrates commitment to continuous improvement by conducting frequent, one-on-one coaching to each agent, and by providing specific suggestions for improvement and setting attainable goals. Call center agents are held accountable for minimum performance standards with incentives for surpassing, and disincentives for falling short of the standard. Performance goals cover both quality and productivity. 72

74 Prescribe Best Practices: Call Handling Processes Affected KPIs Call Handling Processes: Best Demonstrated Practices Cost per Call Customer Sat Agent Utilization First Call Res Call Quality Handle Time Agent Turnover Business Effectiveness Standardization Call Volume Management Measurement Management Continuous Improvement Customer- Centricity Call handling processes are repeatable and standardized, while still allowing for agent judgment and experience. Call handling strategies, such as call reduction through Load Shedding, call Channeling, forecasting and aggressive staffing strategies are utilized to predict and proactively handle the variance in call volumes. Call centers must aggressively pursue and identify meaningful performance indicators, measure and report against them and analyze the results for significant trend analysis. Call center has a true culture of excellence through continuous improvement in the delivery of customer services. Improved customer satisfaction, accessibility and usability are the primary design drivers in the call center. 73

75 Prescribe Best Practices: Technology Affected KPIs Technology: Best Demonstrated Practices Cost per Call Customer Sat Agent Utilization First Call Res Call Quality Handle Time Agent Turnover Business Effectiveness Technology Hierarchy Technology enhances the speed and quality of each transaction. It supplements people and process, but does not replace them. Strategic Alignment of Technology Call center technology is consistent with, and supports the strategies of the call center and the enterprise overall. Vendor Management Vendors are actively managed to ensure the adoption of appropriate technology, and good value in technology purchases. The buyer drives the vendor relationship. Call Management Customer Tools The call center and its agents have access to real-time tools that optimize call flow management, call logging and tracking to achieve resolution. Knowledge Management Knowledge capture and customer history are used to enhance the value of each customer interaction. 74

76 Prescribe Closing the Cost Gap KPI Performance Target Key Drivers Performance Target Best Practice Prescription Reduce headcount if appropriate Agent Utilization 60% Improve workforce scheduling practices Establish agent utilization goal Eliminate back shift if appropriate Cost per Contact Varies Average Speed of Answer Call Abandon Rate 45 sec Increase ASA service level target if appropriate 6% Increase Call Abandon target if appropriate Ratio of Agents to Total FTE s 85% Reduce indirect headcount, and bring Agent to Total Headcount ratio into alignment with industry average 75

77 Prescribe Closing the Customer Satisfaction Gap KPI Performance Target Key Drivers Performance Target Best Practice Prescription First Contact Resolution Rate 80% Establish an FCR goal Provide additional agent training Establish FCR as a key objective in the call center Customer Satisfaction 90% Call Quality Call Handle Time 90+% Varies Establish a Call Quality target Provide additional agent training Establish a handle time target Provide additional agent training Customer Service Soft Skills Varies Provide additional agent training 76

78 Prescribe Closing the Agent Utilization Gap KPI Performance Target Key Drivers Performance Target Best Practice Prescription Improve workforce scheduling practices Headcount Varies Establish agent utilization goal Eliminate back shift if appropriate Rightsize to achieve desired utilization Agent Utilization 60% Contacts Handled per Agent per Month Average Speed of Answer Varies 45 seconds Establish an agent contact volume goal Increase ASA service level target if appropriate Occupancy 90+% Establish an agent occupancy target Improve workforce scheduling practices Schedule Adherence 90+% Establish a Schedule Adherence target Improve workforce scheduling practices 77

79 Prescribe Closing the First Contact Resolution Gap KPI Performance Target Key Drivers Performance Target Best Practice Prescription New Agent Training Hours 200+ hours Establish an FCR target Provide additional agent training Establish FCR as a key objective First Contact Resolution Rate 80% Veteran Agent Training Hours Call Quality 100+ hours 90+% Establish an FCR target Provide additional agent training Establish FCR as a key objective Establish a Call Quality target Provide additional agent training Knowledge Mgmt. Varies Maintain a solutions knowledgebase 78

80 Prescribe Closing the Agent Satisfaction Gap KPI Performance Target Key Drivers Performance Target Best Practice Prescription New Agent Training Hours 200+ hours Provide additional training opportunities for new agents Agent Satisfaction 85% Veteran Agent Training Hours Career Path 100+ hours Varies Provide additional training opportunities for veteran agents Document agent career path alternatives Coaching/ Feedback Monthly Provide monthly, one-on-one coaching Rewards & Incentives Monthly Offer monthly rewards and incentives Monetary as well as non-monetary 79

Unleashing the Enormous Power of Help Desk KPI s. Help Desk Best Practices Series January 20, 2009

Unleashing the Enormous Power of Help Desk KPI s. Help Desk Best Practices Series January 20, 2009 Unleashing the Enormous Power of Help Desk KPI s Help Desk Best Practices Series January 20, 2009 The Premise Behind Help Desk KPI s We ve all heard the expression If you re not measuring it, you re not

More information

Industry Megatrends: A Benchmarking Perspective

Industry Megatrends: A Benchmarking Perspective Industry Megatrends: A Benchmarking Perspective 20 Years of Help Desk Data More than 1,200 Help Desk Benchmarks Global Database 30 Key Performance Indicators Nearly 80 Industry Best Practices 1 Then and

More information

Company XYZ. Call Center Peer Group Benchmark. Company XYZ

Company XYZ. Call Center Peer Group Benchmark. Company XYZ Company XYZ Call Center Peer Group Benchmark Company XYZ Report Contents Project Overview and Objectives Page 2 Industry Background Page 34 Performance Benchmarking Summary Page 42 Interview Themes and

More information

Service and Support as a Business

Service and Support as a Business KPI s that Tell the Big Picture By Jeff Rumburg Managing Partner at: Introduction Most IT professionals are familiar with the operational metrics of service and support. KPI s such cost per ticket, first

More information

The True Cost of Desktop Support:

The True Cost of Desktop Support: : Understanding the Critical Cost Drivers of Desktop Support By Jeff Rumburg Managing Partner at: Introduction Most companies believe that the cost of desktop support consists entirely of the personnel,

More information

How Does YOUR Call Center Stack Up?

How Does YOUR Call Center Stack Up? How Does YOUR Call Center Stack Up? Call Center KPI s The Five Most Important Performance Indicators for Customer Service Call Centers (Part 2 of a 6-part Series on Call Center Benchmarking) By Jeff Rumburg

More information

The Seven Most Important Performance Indicators for the Service Desk

The Seven Most Important Performance Indicators for the Service Desk How Does YOUR Service Desk Stack Up? The Seven Most Important Performance Indicators for the Service Desk By Jeff Rumburg and Eric Zbikowski Managing Partners at: Introduction Today s Service Desk technologies

More information

Metric of the Month: The Service Desk Balanced Scorecard

Metric of the Month: The Service Desk Balanced Scorecard INDUSTRY INSIDER 1 Metric of the Month: The Service Desk Balanced Scorecard By Jeff Rumburg Every month, in the Industry Insider, I highlight one key performance indicator (KPI) for the service desk or

More information

Company XYZ. Peer Group Desktop Support Benchmark. Company XYZ

Company XYZ. Peer Group Desktop Support Benchmark. Company XYZ Company XYZ Peer Group Desktop Support Benchmark Company XYZ Report Contents Project Overview and Objectives Page 2 Industry Background Page 37 Performance Benchmarking Summary Page 51 Best Practices Process

More information

The True Cost of Desktop Support: Understanding the Critical Cost Drivers

The True Cost of Desktop Support: Understanding the Critical Cost Drivers The True Cost of Desktop Support: Understanding the Critical Cost Drivers by Jeff Rumburg Most companies believe that the cost of desktop support consists entirely of the personnel, technology, and facilities

More information

Metric of the Month: Percent Resolved Level 1 Capable

Metric of the Month: Percent Resolved Level 1 Capable Metric of the Month: By Jeff Rumburg Every month, in the Industry Insider, I will highlight one key performance indicator (KPI) for the service desk or desktop support. I will define the KPI, provide recent

More information

Metric of the Month: First Contact Resolution

Metric of the Month: First Contact Resolution Metric of the Month: First Contact Resolution By Jeff Rumburg Every month, the Industry Insider will highlight one key performance indicator (KPI) for the service desk or desktop support. We will define

More information

Metric of the Month: Tickets per User per Month

Metric of the Month: Tickets per User per Month INDUSTRY INSIDER 1 Metric of the Month: Tickets per User per Month By Jeff Rumburg Every month, in the Industry Insider, I highlight one key performance indicator (KPI) for the service desk or desktop

More information

Metric of the Month: Tickets per Technician per Month

Metric of the Month: Tickets per Technician per Month INDUSTRY INSIDER 1 Metric of the Month: Tickets per Technician per Month By Jeff Rumburg Every month, in the Industry Insider, I highlight one key performance indicator (KPI) for the service desk or desktop

More information

FCR The Driver of All Other Metrics

FCR The Driver of All Other Metrics 1 At SQM, we measure all major voice of the customer (VoC) metrics, such as customer satisfaction (Csat), ease of effort, net promoter score (NPS) and word of mouth index (WoMI). SQM also measures moments

More information

RIGHTNOW MULTI-CHANNEL CONTACT CENTER BENCHMARK REPORT

RIGHTNOW MULTI-CHANNEL CONTACT CENTER BENCHMARK REPORT RIGHTNOW MULTI-CHANNEL CONTACT CENTER BENCHMARK REPORT Improving the Customer Experience While Reducing Operating Costs 1 2009 RightNow Technologies. All rights reserved. RightNow and RightNow logo are

More information

How to make effective Outbound Contact Center. Taweewut Waicharoen April 9,09

How to make effective Outbound Contact Center. Taweewut Waicharoen April 9,09 How to make effective Outbound Contact Center Taweewut Waicharoen April 9,09 Agenda Overview of Outbound Contact Center Telemarketing and Collection business practices Virtual Agents KPI in Contact Center

More information

Let Your Call Center Customer Service Representatives be a Judge!

Let Your Call Center Customer Service Representatives be a Judge! Let Your Call Center Customer Service Representatives be a Judge! Written and Researched By Mike Desmarais, President of SQM Group Page 1 INTRODUCTION One of the best places to start improving both customer

More information

Investing in the Help Desk

Investing in the Help Desk W H I T E P A P E R Investing in the Help Desk By Karen Schoemehl Selling the Help Desk as a Strategic Investment The Help Desk of the new millennium is one that will play an integral role in any business

More information

Contact Center Math:

Contact Center Math: Operations Summit 2012 Contact Center Math: Managing g by the Numbers Presented by: Session Overview In today s session, you will learn to: Establish a balanced set of performance objectives that align

More information

Human Capital Financial Statements

Human Capital Financial Statements Presents: Human Capital Financial Statements April 19, 2011 About Human Capital Management Institute The Human Capital Management Institute (HCMI) was founded on the belief that organizations can and must,

More information

The Service Desk Survival Guide 2005 Peter McGarahan

The Service Desk Survival Guide 2005 Peter McGarahan The Service Desk Survival Guide 2005 Peter McGarahan The Outlook For 2005 Go After Project Funding Globalization/Consolidation Outsourcing/Offshoring Career Development in/outside of IT Cost Containment

More information

Integrated Performance & Risk Management -

Integrated Performance & Risk Management - www.pwc.nl Integrated Performance & Risk Management - How Leading Enterprises Manage Performance and Risk D&B Seminar Agenda 1. Introduction and objectives of today s session 2. Insights from the Annual

More information

QUICK FACTS. Establishing a Telephony Service Desk System to Enhance Telecommunications Support. TEKsystems Global Services Customer Success Stories

QUICK FACTS. Establishing a Telephony Service Desk System to Enhance Telecommunications Support. TEKsystems Global Services Customer Success Stories [ Retail, Support Services ] TEKsystems Global Services Customer Success Stories Client Profile Industry: Retail Revenue: $50.7 billion Employees: Approximately 167,000 Geographic Presence: Headquartered

More information

Enabling Chat -- Key Success Factors in Chat Implementation

Enabling Chat -- Key Success Factors in Chat Implementation Enabling Chat -- Key Success Factors in Chat Implementation 0 WHY SWITCH TO CHAT SUPPORT? Benefits of Chat Support Additional method of support for customers Concurrent sessions improve productivity Reduced

More information

CALL CENTER ESSENTIALS

CALL CENTER ESSENTIALS CALL CENTER ESSENTIALS PERFORMANCE MANAGEMENT BEST PRACTICES PART 1 CALL CENTER BEST PRACTICES PART 1 This session explores key performance indicators, how they differ from supporting metrics, and how to

More information

JUN 2012. Technology Services. Peak Metrics Report Out D E N V E R PERFORMANCE

JUN 2012. Technology Services. Peak Metrics Report Out D E N V E R PERFORMANCE JUN Technology Services D E N V E R Vision Alignment Citywide Vision: We will deliver a world-class city where everyone matters. Agency Vision : We will become the nation s model for delivery of technology,

More information

Market Assessment & Campaign SLA Calculator LOGO WE OPEN THE DOOR, SO YOU CAN CLOSE IT.

Market Assessment & Campaign SLA Calculator LOGO WE OPEN THE DOOR, SO YOU CAN CLOSE IT. Market Assessment & Campaign SLA Calculator LOGO WE OPEN THE DOOR, SO YOU CAN CLOSE IT. Your Market Assessment Overview Your Inbound Market Assessment and Campaign SLA Calculator is broken down into several

More information

WHAT ARE THE RIGHT KPIs FOR YOUR COMPANY?

WHAT ARE THE RIGHT KPIs FOR YOUR COMPANY? WHAT ARE THE RIGHT KPIs FOR YOUR COMPANY? Veda Ferlazzo Clark Zedare Consulting www.zedare.com VFClark@Zedare.com 617-429-3808 This paper presents 100 KPIs examples for consideration and highlights the

More information

Break Down the Contact Center Wall

Break Down the Contact Center Wall FINANCIAL SERVICES Care Services Break Down the Contact Center Wall Four reasons consumer banking profits from a flexible contact center model. Break Down the Contact Center Wall Four reasons consumer

More information

WE ANSWER QUESTIONS THAT NO ONE ELSE CAN. 68 T.W. Alexander Dr. P.O. Box 13628 Research Triangle Park, NC 27709 www.cuttingedgeinfo.

WE ANSWER QUESTIONS THAT NO ONE ELSE CAN. 68 T.W. Alexander Dr. P.O. Box 13628 Research Triangle Park, NC 27709 www.cuttingedgeinfo. MEDICAL INFORMATION AND CALL CENTER PERFORMANCE BUILDING NEW PRACTICES TO MEET THE EVOLVING NEEDS OF HCPS AND PATIENTS FULL TABLE OF CONTENTS & CHARTS AND GRAPHICS 68 T.W. Alexander Dr. P.O. Box 13628

More information

Stanford / MIT Benchmarking IT Help Desk

Stanford / MIT Benchmarking IT Help Desk Stanford / MIT Benchmarking IT Help Desk Final Presentation November 13, 2002 Agenda Project Goals Help Desk Benchmarking Goals & benchmark metrics Initial data comparisons Findings & hypotheses Quick

More information

Program: ServiceOakville Program Based Budget 2016 2018. Page 19

Program: ServiceOakville Program Based Budget 2016 2018. Page 19 Program: Program Based Budget 2016 2018 Page 19 Program: Vision Statement: To deliver citizen focused services that combine people, processes and technology to maximize value to the public. Mission Statement:

More information

Call Center First Call Resolution Guide. Sponsored by

Call Center First Call Resolution Guide. Sponsored by i Call Center First Call Resolution Guide Sponsored by Table of Contents Executive Summary...1 Strategic Role of Contact Center Performance Management...1 CCPM Defined...1 Defining and Calculating First

More information

Customer Contact Center Benchmarking Results Executive Summary

Customer Contact Center Benchmarking Results Executive Summary Customer Contact Center Benchmarking Results Executive Summary XYC Company SAP Value Engineering Agenda. Executive Summary. Company Baseline, Metrics and Performance Drivers. Best Practices 4. Participant

More information

MNsure Assessment Summary

MNsure Assessment Summary MNsure Assessment Summary Contact Center Technical Program Management Software and Data January 17, 2014 Executive Summary Based on Optum s initial review, we are able to conclude that, while MNsure will

More information

CS Week Customer Analytics: Discover the Value. Bob Geneczko Executive Customer Analytics Utility Analytics Institute

CS Week Customer Analytics: Discover the Value. Bob Geneczko Executive Customer Analytics Utility Analytics Institute CS Week Customer Analytics: Discover the Value Bob Geneczko Executive Customer Analytics Utility Analytics Institute Welcome & introductions Bob Geneczko Executive Customer Analytics, UAI Former VP, Customer

More information

Smart Ways To Improve Contact Center Performance

Smart Ways To Improve Contact Center Performance Smart Ways To Improve Contact Center Performance The right technology helps measure what matters White Paper sponsored by Aligning Business and IT To Improve Performance Ventana Research 1900 South Norfolk

More information

Continual Service Improvement How to Provide Value on an Ongoing Basis

Continual Service Improvement How to Provide Value on an Ongoing Basis Continual Service Improvement How to Provide Value on an Ongoing Basis Sacramento HDI The Big Event Ken Hayes, CSI Director May 17, 2012 Who is Technisource? Technology Talent and Services Provider Leading

More information

Call Center Optimization. Utility retail competition is about customer satisfaction, and not just retail prices

Call Center Optimization. Utility retail competition is about customer satisfaction, and not just retail prices Energy, Utilities and Chemicals the way we see it Call Center Optimization Utility retail competition is about customer satisfaction, and not just retail prices Customers critical awareness; emancipation

More information

Techno Brain BPO / ITES CASE STUDY. Customer Service & Contact Centre Efficiency Improvement. www.technobraingroup.com

Techno Brain BPO / ITES CASE STUDY. Customer Service & Contact Centre Efficiency Improvement. www.technobraingroup.com Techno Brain BPO / ITES CASE STUDY Customer Service & Contact Centre Efficiency Improvement Delivering Superior Customer Services to our Corporate ISP Clients (Largest ISP Provider in Kenya) Introduction

More information

Customer Experience Strategy

Customer Experience Strategy Customer Experience Strategy 2012 2017 Strategy owner: Executive Director Customer Services Customer Experience Strategy Feb 2013 v1.2 1 Defining and implementing a new Customer Experience strategy The

More information

Incentive Compensation Administration Self-Assessment

Incentive Compensation Administration Self-Assessment Incentive Compensation Administration Self-Assessment Why focus on Administration? Lots of people work in sales and sales related jobs. Depending on vertical sector and country commonly accepted numbers

More information

Valuing a Target Using Net Promoter Score (NPS)

Valuing a Target Using Net Promoter Score (NPS) Valuing a Target Using Net Promoter Score (NPS) By Lumeric Consulting LLC March 2011 Contents Net Promoter Score Overview of Net Promoter Score (NPS) 2-4 NPS case example commercial due diligence 6-11

More information

HDI Support Center Certification: A Pragmatic Approach to Verifying Core ITIL Process Maturity

HDI Support Center Certification: A Pragmatic Approach to Verifying Core ITIL Process Maturity White Paper HDI Support Center Certification: A Pragmatic Approach to Verifying Core ITIL Process Maturity Paul M. Dooley Optimal Connections, LLC www.optimalconnections.com Sept 21, 2006 The Situation

More information

Seven Tips for Building a Great Dashboard

Seven Tips for Building a Great Dashboard Seven Tips for Building a Great Dashboard What's measured improves Peter Drucker Managers at top organizations use metrics to determine current status, monitor progress, and characterize essential cause-and-effect

More information

Talent as a Top Priority and Challenge

Talent as a Top Priority and Challenge Talent as a Top Priority and Challenge Talent is viewed as source of competitive advantage and driver of performance, but it remains a challenge for today s organizations. Mercer s 2013 Talent Barometer,

More information

Maximizing Customer Retention: A Blueprint for Successful Contact Centers

Maximizing Customer Retention: A Blueprint for Successful Contact Centers Maximizing Customer Retention: A Blueprint for Successful Contact Centers Sponsored by Table of Contents Executive Summary...1 Creating Loyal Customers: A Critical Company Goal...1 Causes of Customer Attrition...2

More information

CALL CENTER ESSENTIALS

CALL CENTER ESSENTIALS CALL CENTER ESSENTIALS PERFORMANCE MANAGEMENT BEST PRACTICES PART 2 CALL CENTER BEST PRACTICES PART 2 This session provides useful tips for agent coaching, reporting and workforce management processes,

More information

2012 Maximizer Software Ltd.

2012 Maximizer Software Ltd. 2 7 Steps to Enhance Your CRM Performance Table of Contents Enhancing CRM... 3 Step 1: Define processes... 4 Step 2: Define polices... 8 Step 3: Plan performance metrics... 12 Step 4: Review structure...

More information

Sample Slide Deck for IDRC Readout

Sample Slide Deck for IDRC Readout Sample Slide Deck for IDRC Readout Report ID: 6122 1 Our Experts SC Photo Bruce Belfiore Senior Research Executive & Chief Executive Officer BenchmarkPortal SC Name Here Certified Auditor Senior Consultant

More information

CEDARCRESTONE HR SYSTEMS SURVEY HIGHLIGHTS FOCUSING ON BI/ANALYTICS

CEDARCRESTONE HR SYSTEMS SURVEY HIGHLIGHTS FOCUSING ON BI/ANALYTICS CEDARCRESTONE HR SYSTEMS SURVEY HIGHLIGHTS FOCUSING ON BI/ANALYTICS Date: November 20, 2013 Time: 1:00pm 2:00pm EST 10:00am 11:00pm PST Length : 1 hour, including Q&A visier Visier l analytic applications

More information

Exceptional Customer Experience AND Credit Risk Management: How to Achieve Both

Exceptional Customer Experience AND Credit Risk Management: How to Achieve Both Exceptional Customer Experience AND Credit Risk Management: How to Achieve Both Lynn Brunner Experian and the marks used herein are service marks or registered trademarks of Experian Information Solutions,

More information

Making the Case for Business Travel and the CVB

Making the Case for Business Travel and the CVB Making the Case for Business Travel and the CVB 2010 Virginia Tourism Summit Adam Sacks Managing Director Tourism Economics adam@tourismeconomics.com Tourism Economics, An Oxford Economics Company Created

More information

COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) CHARTERED BANK ADMINISTERED INTEREST RATES - PRIME BUSINESS*

COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) CHARTERED BANK ADMINISTERED INTEREST RATES - PRIME BUSINESS* COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) 2 Fixed Rates Variable Rates FIXED RATES OF THE PAST 25 YEARS AVERAGE RESIDENTIAL MORTGAGE LENDING RATE - 5 YEAR* (Per cent) Year Jan Feb Mar Apr May Jun

More information

COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) CHARTERED BANK ADMINISTERED INTEREST RATES - PRIME BUSINESS*

COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) CHARTERED BANK ADMINISTERED INTEREST RATES - PRIME BUSINESS* COMPARISON OF FIXED & VARIABLE RATES (25 YEARS) 2 Fixed Rates Variable Rates FIXED RATES OF THE PAST 25 YEARS AVERAGE RESIDENTIAL MORTGAGE LENDING RATE - 5 YEAR* (Per cent) Year Jan Feb Mar Apr May Jun

More information

Experience Trumps All. Leveraging the Top Trends in Customer Service

Experience Trumps All. Leveraging the Top Trends in Customer Service Experience Trumps All Leveraging the Top Trends in Customer Service Table of Contents 03 The Changing Landscape of Omnichannel Service 05 Trend 1 The Social Media Explosion 07 Trend 2 Device Hopping 09

More information

Want to Change the Game with Contact Center Vendors? Select Them Differently. The Accenture Vendor Management Framework

Want to Change the Game with Contact Center Vendors? Select Them Differently. The Accenture Vendor Management Framework Want to Change the Game with Contact Center Vendors? Select Them Differently. The Accenture Vendor Management Framework In today s marketplace, companies in a wide range of industries rely on outsourcing

More information

CEB Corporate Leadership Council. The Analytics Era: Transforming HR s Impact on the Business

CEB Corporate Leadership Council. The Analytics Era: Transforming HR s Impact on the Business CEB Corporate Leadership Council The Analytics Era: Transforming HR s Impact on the Business The volume of data available to HR has increased exponentially across the past 30 years. AN EXPLOSION OF TALENT

More information

HR Trends & Priorities for 2012. McLean & Company 1

HR Trends & Priorities for 2012. McLean & Company 1 HR Trends & Priorities for 2012 McLean & Company 1 Executive Summary McLean & Company fielded its 2012 HR Priorities Survey with both HR and business respondents. Of the seven main areas in HR, Leadership

More information

Five steps to improving the customer service experience

Five steps to improving the customer service experience Five steps to improving the customer service experience Metrics, tips, and tools for utilizing customer feedback An Ovum White Paper Sponsored by Publication Date: January 2012 INTRODUCTION As the use

More information

Transform Your Service Desk by Using Award-winning Strategies

Transform Your Service Desk by Using Award-winning Strategies Transform Your Service Desk by Using Award-winning Strategies Charlotte HDI Chapter Meeting March16, 2012 Who is Technisource? National Technology Talent and Services Provider Leading service desk provider

More information

2006 Speech Analytics Market Report

2006 Speech Analytics Market Report Real-Time Coaching Builds World- Class Contact Centers 2006 Speech Analytics Market Report Contact Center Manager s KPI Survival Contact Guide Center Manager s KPI Survival Guide Donna Fluss, Principal

More information

Driving Operational and Financial Improvements using Balanced Scorecards and Key Performance Indicators

Driving Operational and Financial Improvements using Balanced Scorecards and Key Performance Indicators www.pwc.com/ca Driving Operational and Financial Improvements using Balanced Scorecards and Key Mining Minds Introductions Paul Ingram Managing Director, PwC Mining Centre of Excellence, Toronto Business

More information

Employee performance management in a global setting. Brenda Wilson

Employee performance management in a global setting. Brenda Wilson Employee performance management in a global setting Brenda Wilson Performance management overview What is performance management? Performance management is a CORE business process driven by business strategy,

More information

Transforming the Way to Market, Sell and Service

Transforming the Way to Market, Sell and Service Customer Relationship Management (CRM) Transforming the Way to Market, Sell and Service Agenda I. CRM definition and overview II. Getting started with CRM Initiatives 2 1 What is CRM? Customer Relationship

More information

AT&T Global Network Client for Windows Product Support Matrix January 29, 2015

AT&T Global Network Client for Windows Product Support Matrix January 29, 2015 AT&T Global Network Client for Windows Product Support Matrix January 29, 2015 Product Support Matrix Following is the Product Support Matrix for the AT&T Global Network Client. See the AT&T Global Network

More information

Recruiting Metrics Defining, Measuring and Tracking Quantifiable Objectives

Recruiting Metrics Defining, Measuring and Tracking Quantifiable Objectives Understanding Today s Recruiting Metrics Defining, Measuring and Tracking Quantifiable Objectives Metrics. For some Recruiters and Hiring Managers, it s a swear word. For others, it s a coveted term. The

More information

KELLER INDEPENDENT SCHOOL DISTRICT

KELLER INDEPENDENT SCHOOL DISTRICT BOARD OF SCHOOL TRUSTEES KELLER INDEPENDENT SCHOOL DISTRICT 12B. Report Date: January 17, 2013 SUBJECT: FUNCTION: DELL SERVICES Technology DISTRICT KEY STRATEGIC PRIORITY: Educational Excellence Excellence

More information

African Bank Investments Limited Strategies to grow in the mass market

African Bank Investments Limited Strategies to grow in the mass market African Bank Investments Limited Strategies to grow in the mass market June 2007 Presentation agenda Who we are Our target market A transforming business Is this a good time to be in this market? Outlook

More information

Student Facing Customer Service Contact

Student Facing Customer Service Contact Student Loans Company Student Facing Customer Service Contact Presenter: Rebecca Dowding, Jamie Law & Sharon Parkin Department: Customer Services Date: 25 27 March 2015 www.slc.co.uk Customer Services

More information

Strategies to Address Call Center Challenges

Strategies to Address Call Center Challenges Strategies to Address Call Center Challenges By: Sanjay Jain, Practice Manager FIS Virtual Back-Office Services 800.822.6758 Leading Call Center Challenges The number one issue contact (call) center executives

More information

Customer Experience Strategy and Implementation

Customer Experience Strategy and Implementation Customer Experience Strategy and Implementation Enterprise Customer Experience Transformation 2014 Andrew Reise, LLC. All Rights Reserved. Enterprise Customer Experience Transformation Executive Summary

More information

Call Centre Service Quality Benchmarking Program. Call Centre Service Quality Benchmarking. Call Centre Benchmarking Participation

Call Centre Service Quality Benchmarking Program. Call Centre Service Quality Benchmarking. Call Centre Benchmarking Participation Building Client Satisfaction Through Your What is our about? It s about comparing service quality performance from the voice of the client/employee point of view and key operational measures Clients must

More information

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers Consulting Performance, Rewards & Talent Making Employee Engagement Happen: Best Practices from Best Employers The Challenge Companies across the globe are taking the initiative to administer and manage

More information

Tuning Incentives To Motivate Sales & Drive Profits. Christopher W. Cabrera, Founder, President & CEO Jeff Williams, Vice President Sales, IronPort

Tuning Incentives To Motivate Sales & Drive Profits. Christopher W. Cabrera, Founder, President & CEO Jeff Williams, Vice President Sales, IronPort Tuning Incentives To Motivate Sales & Drive Profits Christopher W. Cabrera, Founder, President & CEO Jeff Williams, Vice President Sales, IronPort Agenda Introduction to Xactly Corporation How to Use Incentive

More information

WHITE PAPER Computer Industry Software and Hardware HDI INDUSTRY BENCHMARK REPORT SERIES 2003-2011 Bomgar Corporation. Al Rights Reserved bomgar.

WHITE PAPER Computer Industry Software and Hardware HDI INDUSTRY BENCHMARK REPORT SERIES 2003-2011 Bomgar Corporation. Al Rights Reserved bomgar. Computer Industry Software and Hardware OVERVIEW Each year, HDI releases the HDI Practices & Salary Report based on the results of more than 800 surveys submitted by support centers worldwide. The published

More information

customization and one-to-one marketing. New products and services can now be

customization and one-to-one marketing. New products and services can now be A Markets of One Approach to Employee Engagement By Kevin D. Wilde and Cheryl Bethune Over the last few years, consumer marketing has entered a new era of extreme customization and one-to-one marketing.

More information

Development of a Balanced Scorecard for Service Desk KPIs

Development of a Balanced Scorecard for Service Desk KPIs Development of a Balanced Scorecard for Service Desk KPIs Presented by: Robert Higgins and Jason Reid Position: IT Service Desk and Telecommunications Manager and Team Leader Balanced IT Scorecard History

More information

Described here is the strategic cost management process we use with hospitals and health systems nationwide to produce the needed results.

Described here is the strategic cost management process we use with hospitals and health systems nationwide to produce the needed results. Page 1 / Final Strategic Cost Management: Identifying Opportunities and Achieving Reductions, Ahead of the Curve Brian S. Channon, Senior Vice President Jason H. Sussman, Managing Director Is your organization

More information

Managed services for credit solutions: Driving business value in banking

Managed services for credit solutions: Driving business value in banking White Paper Managed services for credit solutions: Driving business value in banking Business solutions through information technology Entire contents 2005 by CGI Group Inc. All rights reserved. Reproduction

More information

The Role of Feedback Management in Becoming Customer Centric

The Role of Feedback Management in Becoming Customer Centric A Customer Centricity White Paper 5 Old Coach Road Hudson, NH 03051 603-491-7948 www.customercentricity.biz The Role of Feedback Management in Becoming Customer Centric By Stewart Nash QuestBack Boston

More information

Cable s Rapid Reinvention

Cable s Rapid Reinvention Achieving Differentiation in a New Competitive Landscape Mark Syp, Group Vice President, Major Cable and Telco Accounts, Maritz abstract The lines are blurred. The cable industry has moved into a new,

More information

Linking Your Business Strategy to

Linking Your Business Strategy to Linking Your Business Strategy to Your Technology Strategy Smart man learns from his mistakes Wise man learns from smart man s mistakes Chinese proverb Webinar Survey What specifically do you want to learn

More information

BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors

BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors Insights, tools and resources to help you Accelerate Your Growth, Scale Your Business and Elevate

More information

Prepared On Behalf of:

Prepared On Behalf of: C3-8 ICBC Call Center Workforce Review Prepared On Behalf of: The Canadian Office and Professional Employees Union 378 (COPE 378) December 2014 Submitted by: Penny Reynolds Call Center Workforce Consultant

More information

Improving customer relationships

Improving customer relationships White paper Customer Engagement Improving customer relationships How top companies maximize lifetime value through effective customer engagement Page 2 Customer experiences help drive long-term profits.

More information

Five Core Principles of Successful Business Architecture. STA Group, LLC Revised: May 2013

Five Core Principles of Successful Business Architecture. STA Group, LLC Revised: May 2013 Five Core Principles of Successful Business Architecture STA Group, LLC Revised: May 2013 Executive Summary This whitepaper will provide readers with important principles and insights on business architecture

More information

Marketing Dashboards & Causal Modeling

Marketing Dashboards & Causal Modeling Marketing Dashboards & Causal Modeling 1105 Burlingame Avenue Burlingame CA 94010 650.685.4400 main 650.685.4401 fax www.firewhite.com 2004. This presentation and all derivative works are copyrighted to

More information

How to Develop a Mobile Strategy

How to Develop a Mobile Strategy How to Develop a Mobile Strategy 1 Presenter Andy Etemadi EYEMAGINE President & Chief Technology Officer 2 Presenter Greg Lett Lett Direct Vice President Web Marketing 3 Agenda Mobile Trends in ecommerce

More information

BEFORE YOU HIRE: IDEAS FOR MEETING SERVICE LEVELS WITH EXISTING STAFF

BEFORE YOU HIRE: IDEAS FOR MEETING SERVICE LEVELS WITH EXISTING STAFF strategic staffing / dec 2014 BEFORE YOU HIRE: IDEAS FOR MEETING SERVICE LEVELS WITH EXISTING STAFF Address staffing needs by optimizing schedules, crosstraining and reducing absenteeism. By Joanna Marks

More information

DOES YOUR TALENT SUPPLY CHAIN MEASURE UP?

DOES YOUR TALENT SUPPLY CHAIN MEASURE UP? DOES YOUR TALENT SUPPLY CHAIN MEASURE UP? APPLYING ADVANCED DATA ANALYSIS TO YOUR HUMAN RESOURCE NEEDS TOM TISDALE IT skills: 8.3 Reliability: 6.4 Affordability: 3.0 Engineering skills: 7.3 Reliability:

More information

Best Practices Brochure. Best Practices for Optimizing Social CRM Maximizing the Value of Customer Relationships

Best Practices Brochure. Best Practices for Optimizing Social CRM Maximizing the Value of Customer Relationships Best Practices Brochure Best Practices for Optimizing Social CRM Maximizing the Value of Customer Relationships Social CRM Companies must do more than participate in today s social environment. They must

More information

Creating Real Value for Your Customers and Your Organization in the Call Center

Creating Real Value for Your Customers and Your Organization in the Call Center 2011 The Business Value in Balancing Call Center Efficiency with Customer Satisfaction Creating Real Value for Your Customers and Your Organization in the Call Center Sponsored by 1 Striking the Balance

More information

The Challenge for HR Professionals:

The Challenge for HR Professionals: The Challenge for HR Professionals: Using workforce analytics to support business strategy and fact-based decision-making 2015 National EMSI Conference September 23, 2015 Welcome Lindsay Scott Principal,

More information

WHITEPAPER. Creating and Deploying Predictive Strategies that Drive Customer Value in Marketing, Sales and Risk

WHITEPAPER. Creating and Deploying Predictive Strategies that Drive Customer Value in Marketing, Sales and Risk WHITEPAPER Creating and Deploying Predictive Strategies that Drive Customer Value in Marketing, Sales and Risk Overview Angoss is helping its clients achieve significant revenue growth and measurable return

More information

How to Catapult your Contact Center through the Next Wave of Customer Expectations. Steve McKinney Customer Experience Designer COMPLEX SYSTEMS ONE

How to Catapult your Contact Center through the Next Wave of Customer Expectations. Steve McKinney Customer Experience Designer COMPLEX SYSTEMS ONE How to Catapult your Contact Center through the Next Wave of Customer Expectations. Steve McKinney Customer Experience Designer COMPLEX SYSTEMS ONE The New World of Customer Service The New World of Customer

More information

Best Practices Brochure. Best Practices for Optimizing Social CRM Maximizing the Value of Customer Relationships. Customer Care

Best Practices Brochure. Best Practices for Optimizing Social CRM Maximizing the Value of Customer Relationships. Customer Care Best Practices Brochure Best Practices for Optimizing Social CRM Maximizing the Value of Customer Relationships Customer Care Social CRM Companies must do more than participate in today s social environment.

More information

Roles: Scrum Master & Project Manager

Roles: Scrum Master & Project Manager Roles: Scrum Master & Project Manager Scrum Master: Facilitate collaborative meetings Track team performance Remove impediments (Risk, Issue) Validate team alignment to Agile framework and scope Drive

More information

Executive Insight: Multi-Sourcing. By Rudy Vidal, incontact and Matt McConnell, Knowlagent

Executive Insight: Multi-Sourcing. By Rudy Vidal, incontact and Matt McConnell, Knowlagent Executive Insight: Multi-Sourcing By Rudy Vidal, incontact and Matt McConnell, Knowlagent Although call center environments vary, most executives share two common goals for improving the frontline: to

More information