The primary objective of Performance Management is to improve overall efficiency in the business and call center. Utilizing dynamic performance management reports business leaders may effectively monitor the performance and decision making of the stakeholders. Leaders then may make adjustments to their strategies to assist the business in achieving their stated goals.

Real Time Reporting aims to improve the behavior of the agent and team leaders so they are able to achieve their goals. Reporting to these stakeholders includes such real time information as Average Handle Time, Abandonment Rate, FCR and schedule adherence. These metrics are what a majority of call center managers look to improve.

Performance Management differs from Real Time reporting by targeting more historical data. Real Time Reporting focuses on the events of the moment or at most for the day while performance management focuses on longer term such as for the week, month, quarter or year. Trends are more accurate and reveal themselves over a longer period of time. Statistics for any call center at any point in time can be fantastic or terrible depending on the time slice reviewed. Therefore by reviewing more historical data a truer picture of the call center begins to emerge.

Real time and historical metrics are created by the business to measure the call center, agents, team leaders and managers. These stakeholders have stated goals that they are required to meet, however, without information on their performance, agents cannot make adjustments to their behavior, schedule

Performance Management for

Call Center excellence!

Improved FCR and CSat ratings due to quality decision making. Higher customer satisfaction therefore increased loyalty, customer retention, and revenuesLower Costs due to effective operationsIncrease agent productivity on average by 7%Higher levels of IVR self service effectiveness up to 12% has been recordedAbandonment rate drop by as much as 8%

Improved FCR and CSat ratings due to quality decision making. Higher customer satisfaction therefore increased loyalty, customer retention, and revenuesLower Costs due to effective operationsIncrease agent productivity on average by 7%Higher levels of IVR self service effectiveness up to 12% has been recordedAbandonment rate drop by as much as 8%

adherence goes unchecked, IVR settings are not managed or other variances continue to exist. Metrics and adjustments are the two key elements to effective performance management.

Setting metrics, on the surface seems easy to accomplish yet many call centers do not focus on the right metrics. To find out more about the metrics that matter contact Spectrum. Secondly the reporting must contain the proper summary and granular data for the business to make adjustments to stakeholder behavior and goals. A brief look at some of the key attributes to an effective web based report:

Automatically generated reports sound simple and something any call center manager or business can perform. When the daily workload and crisis occur these types of reports are the first thing that gets left behind and not created. The amount of time a person can spend on creating these reports can be substantial and therefore costly to the organization. Automating these reports will provide the business with actionable information when it is most needed, during the busiest times and when a crisis is occuring.

Threshold violations are the first elements in a report that the business is looking to find. A threshold violation is when an agent, group or call center has exceeded it goals for a particular KPI. These violations occur on a interval and daily basis and need to be reviewed for patterns or behavior problems. For example if the number of abandoned calls is exceeded for the week there could be a number of reasons for this including poor schedule adherence, new product release, new desktop tools, special offers, etc. It is the responsibility of the manager to review these violations, spot training issues and make adjustments to correct the behavior problem.

Calls InQueue

Calls InQueue- Goal

Variance

14 10 +4

This is an example of threshold violation that the agent and call center manager will work together to correct. To performance management this type of daily threshold exceptions is expected.

Goals and targets are rarely met exactly as planned by the business. There is a level of variance that any business or call center will expect and accept. If the variance exceeds this stated (or most probably unstated) variance then it is a variance threshold. These types of exceptions most often occur in the area of sales, product support trouble tickets, product or service cancellations, FCR and CSat ratings.

Sample - Daily Summary ReportAutomatically generated for the stakeholdersColor coded threshold and variance violationsDrill down and across for additional detailsWeb based for easy access from any browser

Sample - Daily Summary ReportAutomatically generated for the stakeholdersColor coded threshold and variance violationsDrill down and across for additional detailsWeb based for easy access from any browser

When a variance threshold has occurred the business must attend to the problem area quickly to resolve the problem. Lack of problem resolution can cost the business substantial revenue, drive up costs, lower employee satisfaction and create an undesireble reputation for the business. Variance exceptions are a tremendously large subject that is beyond the scope of this document.

Sales RevenueWeek

Sales RevenueWeek Goal

Sales Revenue

Week Variance

$551,375 $615,000 $63,625

In this example a business manager is looking at a key metrics that has exceeded the variance threshold and requires special attention. If the week revenue was closer to the goal, let’s say within $5,000 the manager probably would not consider that to be a large enough variance to be a concern. However, using trending a manager may find the target value is always missed which would be of concern. This type of trend analysis is possible with performance management.

Drill down and across to see details that are not on the summary or consolidated report are necessary for the stakeholders to truly understand their metrics. A summary is an ideal way of seeing the health of the business in 30 seconds or less. After that a more granular approach is required and that is where the drilling down and across come in. Access to the data is required for this level of granularity. If the data is not accessible or cannot be created using the performance management software than the details are not available. The number of layers that data can be accessed is entirely up to the amount of relevant data that is available and the level of detail desired by the business.

Group 101 Service Level

63%

Drill Down

Group 101 Agents

Service Level

Debbie McLerran

78%

Bill Boone 55%Anna Black 56%

Drill Across

This is a simple example of drilling down to determine which agent(s) are causing the threshold violation and then drilling across on one agent to determine what is happening with that agent. Furhter analysis may reveal this agent is new to the position, needs additional training, is covering for another agent or is just having a rough day.

Web based reports make the summary and details accessible from any browser and not requiring a third party product to run or view the reports. As long as access is provided to the stakeholders they will be able to access the reports and monitor the performance of the call center.

Performance Management focuses on the business or the overall call center. The data that is reviewed is more historical with a view to some real time statistics when required. Threshold and variance violations are key to being able to spot problems and trends and provide corrective training for the agents most affected. Performance Management will increase business productivity and revenue and reduce operating costs.

Contact Spectrum today to learn how Performance Management will improve your overall Call Center Efficiencies and reduce operation costs.

Agent Calls Offerred Calls Answered Service LevelBill Boone 20 11 55%