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We have worked with call centers and contact centers of various sizes for years. We have provided them with the tools to fundamentally change their performance, to alter their ability to sell their products and provide customer service.
We know call centers. We know that they measure everything imaginable. And we know that call centers are swimming in data.
A lot of data.
Most call centers track a variety of metrics—a combination of abandon rate, average handle time (AHT), average talk time (ATT), first-call resolution (FCR), longest delay in queue (LDQ), and others. These measurements are vital indicators of productivity. They are important elements of call center performance management, and should be treated as such. They are not, however, the alpha and omega of how a call center should measure its success. These productivity Key Performance Indicators (KPIs) should NOT be the only focus of call centers.
A call center’s definition of ‘performance management’ must include qualitative and quantitative factors. Simply put: productivity metrics alone do not solve basic problems that call centers face. Most metrics largely ignore the very core of what most call centers are about: providing customer service and selling stuff. Call centers that fail to adequately measure and improve upon qualitative factors will have less satisfied customers, will sell and upsell less frequently and will retain fewer customers. Call centers that fail to measure qualitative factors are ignorant of vital information.
Our message is simple: call centers should score their calls and measure performance, not just in terms of efficiency, but also in terms of quality.
White Paper - Call Center Performance Management
LogMyCalls for Call Centers