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Its unbelievable 1 how much these files can help, and 2 how hard all of these tools are to find on the net. Find ZBrush Retailers, and stores that offer prodcuct sales, pricing and purchase. The most successful contact centers have winnowed out the distracting facts and figures wont actually call that information, since it doesnt always truly inform to get to the real heart of what should be measured to mark success around and continuously improve the customer experience. Its really a balancing act Basing an entire service strategy on the number of calls handled per hour or on average handle time will inevitably damage contact quality but quality metrics that arent balanced quantitative and efficiency measurements can have an adverse effect on the customer experience and the call centers cost. Here are the seven key metrics ICMI has identified with the help of top performing centers and expert industry stakeholders. FIRST CALL RESOLUTIONRecent research suggests that no single KPI has a bigger impact on customer satisfaction than does first call resolution FCR. Customer contact research and consulting firm Service Quality Measurement SQM Group finds that for every 1 improvement in FCR, you get a 1 improvement in customer satisfaction. In a study of more than 1. SQM found that centers that achieved world class customer satisfaction ratings had a FCR average of 8. FCR average of only 6. Increased customer satisfaction isnt the only big benefit realized by contact centers that achieve high FCR. These centers typically also enjoy Lower operating costs. A low FCR rate breeds a high number of repeat callers reducing the cost burden of callbacks, especially in high volume contact centers. Reduced revenue at risk. SQM research shows that if the customers issue is resolved on the first call, only 3 of those customers are at risk of defecting to your competitors compared to a whopping 3. Higher employee satisfaction. The strain on agents who must contend with frequent callbacks from often frustrated customers is significant and invariably leads to low morale, poor customer service and high agent turnover. However, when agents are given the tools and training they need to achieve high FCR, they feel empowered and confident on calls. Invariably, customers take notice. While FCR has been identified as a critical KPI for contact centers, there is some question about what exactly constitutes a resolved call. Some centers consider a call resolved if the agent didnt need to transfer it. Others deem a call resolved if there is no follow up work to complete after it. Aiming for calls that require neither transfers nor follow up work is a sound approach to high quality service, but it is incomplete from an FCR measurement standpoint, say experts, because it fails to take into account something essential the customers perspective. Its important to let the customer tell you if their issue has been resolved, whether through real time or near real time customer feedback channels, such as post call IVR surveys, online surveys, live surveys or immediate email based surveys. SERVICE LEVELRESPONSE TIMEService level and response time are classic metrics, and theyre fundamental to effective management of the contact center and the customer experience. These metrics tell you how accessible the center is to customers, how many agents are needed to provide efficient service or how your centers service compares to others in your industry. Service level is defined as X percent of contacts answered in Y seconds, e. Response time which is the equivalent of service level for transactions that dont have to be handled the moment they arrive is defined as 1. N dayshoursminutes, e. In essence, service level and response time objectives tie the resources you need to the results you want to achieve. These metrics measure how well you are getting customer contacts in the door and into the hands of agents and thus are essential for planning and budgeting. They are the clearest indication of what customers experience when they attempt to reach your contact center. When establishing and assessing service level and response time objectives, the important thing isnt merely how high your overall stated objectives are, but how consistently the center hits those objectives throughout the day. Dont be lulled into thinking solid performance here is the only thing to watch. A center can achieve its objectives, yet still be wasting resources, creating extra work and providing poor quality. Accessibility is an enabler, not a guarantee of quality or of customer delight. Accessibility means that contacts are getting in and being handled efficiently so that the contact center has the opportunity to accomplish its mission of ensuring long lasting customer satisfaction and loyalty. If quality is poor, things such as repeat contacts, unnecessary contacts and escalations and complaints will eventually drive service level down and frustrate your customers. ADHERENCE TO SCHEDULEAdherence to schedule is a measurement of how much time during an agents shift he or she is logged in and handling contacts or at least available to do so. Most centers choose an adherence objective around the 8. Adherence is comprised of time spent in interacting with customers, as well as time spent in after call work, making necessary outbound calls and waiting for calls to arrive. Time taken for lunch, breaks, training, etc., is not counted as time assigned to handle contacts, and thus is not factored into adherence to schedule measurements. While always an important metric in contact centers, adherence to schedule has taken on an even more significant role of late as centers have learned to focus more on what really matters, and on what agents can control. Where average handle time and calls per hour used to rule the metric roost, centers have discovered that agents are merely slaves to such measurements and that these metrics arent indicative of whether staff is in the right place at the right times, doing what they are supposed to be doing. Agents cant control how many calls are coming in or how long a transaction might take on the customer side, but they can be held accountable for where they are and what they are doing. This is not to say that contact centers should completely do away with more traditional productivity metrics. After all, the center needs to have an idea about how many calls a typical agent is handling and how long those calls are lasting to help pinpoint any scheduling adjustments that may have to be made. The good news is that when placing a stronger emphasis on adherence to schedule by having agents in the right places at the right times, things like average handle time and calls per hour tend to take care of themselves. That is assuming the center has taken time to provide agents with adequate training and a quality mindset, and that the center has done a decent job of forecasting and scheduling. That said, there is the danger of focusing too stringently on adherence to schedule watching agents every move with the help of workforce management technology and inevitably eliciting cries of micro management from them. Here are several recommendations from ICMI for ensuring solid adherence stats that agents wont find intrusive Train each agent on how much of an impact he or she has on the queue, and on customer accessibility and satisfaction.