| Its not easy task to develop a simple Contact | | | | transactions completed within a single contact, |
| Center into multichannel contact center overnight. | | | | often called the “one and done” ratio, is a |
| This process requires to upgrade new call center | | | | crucial measure of quality. |
| technologies, and certainly skills of the customer | | | | * Transfer rate: The transfer percentage is an |
| service representative who are directly connected | | | | indication of what portion of contacts has to be |
| with customers through the phone, mails and chat. | | | | transferred to another person or place to be |
| In the recent time, call centers are always keep | | | | handled. |
| on improving the quality of services through | | | | * Courtesy: Monitors the quality of |
| quality evaluation of the their calling agents, live call | | | | communications for each channel of interest. One |
| monitoring, daily agent feedback and training | | | | of the critical factors that affect the caller’s |
| programs, and enhanced reporting capabilities. | | | | perception of how well a call was handled is simple |
| However, It’s very important to rethink | | | | courtesy. |
| about what performance measurements are | | | | * Monitoring of procedures: Adherence to |
| important to keep track, running call center | | | | procedures such as work flow processes or call |
| operations. Are the measures of performance | | | | scripts is another essential element of quality. This |
| that served you well in the call center the same | | | | is particularly important to perceived quality in |
| ones that will determine how well the multichannel | | | | terms of the customer receiving a consistent |
| contact center is working? | | | | interaction regardless of the contact channel or |
| Here are numerous control variables are used to | | | | the individual agent involved in the contact. |
| measure the performance of any call center. A | | | | Efficiency (how effective) |
| description of the Key Performance Indicators | | | | * Agent Occupancy: Agent occupancy is the |
| that are most used to determine 'how quickly', | | | | measure of actual time busy on customer |
| 'how well', “how efficient” and “how | | | | contacts compared to available or idle time, |
| effective” customer contacts are handled. | | | | calculated by dividing workload hours by staff |
| Four categories of Key Performance Indicators | | | | hours. |
| Most common performance indicators for contact | | | | * Staff Shrinkage: Staff shrinkage is defined as |
| centers are described that can be classified into | | | | the percentage of time that employees are not |
| four categories, namely 'Service' (how fast), the | | | | available to handle calls. |
| 'Quality' (how good), the 'Efficiency' (how efficient) | | | | * Schedule Efficiency: Workforce management is |
| and the 'Profitability' (how effective) measure. | | | | all about getting the “just right” number of |
| Service (how fast):- | | | | people in place each period of the day to handle |
| * Blocking: An accessibility measure, blockage | | | | customer contacts. Schedule efficiency measures |
| means what percentage of customers will not | | | | the degree of overstaffing and understaffing that |
| manage to access the center at a given time due | | | | exist as a result of scheduling design. |
| to insufficient network facilities in place. | | | | * Schedule Adherence: Schedule adherence |
| * Abandon rate: Call centers measure the number | | | | measures the degree to which the specific hours |
| of abandons as well as the abandon rate, since | | | | scheduled are actually worked by the agents. |
| both correlate with retention and revenue. | | | | * Average Handle Time/After Call Work: A |
| * Self-service availability: In the contact centers, | | | | common measure of contact handling is the |
| self-service usage is an important measure of | | | | average handle time, made up of talk time plus |
| accessibility and is typically measured as an overall | | | | after-call work |
| number, by self-service methodology and menu | | | | * System Availability: When response time from |
| points, and by time of day or demographic group. | | | | the computer system is slow, it can add seconds |
| In cases of Web chat, automated alternatives | | | | or minutes to the handle time of a transaction. |
| such as FAQs or use of help functions can reduce | | | | Profitability (how effective) |
| the requirement for the live interaction with a | | | | * Conversion Ratio: The conversion rate refers to |
| Web chat agent. | | | | the percentage of transactions in which a sales |
| * Service level and average speed of answer: | | | | opportunity is translated into an actual sale. |
| The percentage of calls answered in a defined | | | | * Upsell /cross Sell Ratio: The up-sell rate or |
| wait threshold, is the most common | | | | cross-sell rate is measured by many organizations |
| speed-of-answer measure in the call centers. | | | | as a success rate at generating revenue over and |
| * Longest waiting: Another speed-of-answer | | | | above the original order or intention of the call |
| measure is how long the oldest call in queue has | | | | * Cost Per Contact: A common measure of |
| been waiting. Many centers use real-time longest | | | | operational efficiency is cost per call or cost per |
| delay in queue to indicate when more staff need | | | | minute to handle the call workload, both in a |
| to be made immediately available. | | | | simple call center as well as in a multichannel |
| Quality (how good): | | | | contact environment. |
| * First call resolution: The percentage of | | | | |