Metrics Mania: What, Why, and How (do I compare)?

Transcription

1 Metrics Mania: What, Why, and How (do I compare)? Credit Union Call Center Conference October 18, 2016 Las Vegas Strategic Contact 9510 SW 151 st Avenue Beaverton, OR phone toll free

2 Themes and Disconnects from Our CU CC Benchmark Survey Performance doesn t reflect the strong commitment to Member Experience revealed in the business drivers Member Experience Predominant business driver Not enough CUs meeting goals Performance Technology Usage gaps and wish lists Need to hire, train, and coach People Investment in technology isn t always accompanied by a commensurate allocation of resources to implement and use the tools 2

3 What Do I Measure? Why? How? We have many years of CC experience operations and technology So why is it so hard to define, manage, and meet KPIs? Because we have to get the fundamentals right and address the ever-evolving needs of the contact center, the credit union (and its leadership), and the industry And do so with limited time, money, and resources (people and tools) Use the right metrics Learn, assess, and act Underlying Themes: Alignment Balance Accountability Continuous Improvement In the right way 2

4 Strategy and Planning Provide the Basis for Metrics Success Strategic Contact 9510 SW 151 st Avenue Beaverton, OR phone toll free

5 Anatomy of a Contact Center Business Strategy Products/Services Markets Members Directions Geography Goals Differentiators Identity Vision, Mission, Values What Capabilities Architecture Who Sourcing Vendors/Solutions What Functions Media Who Sourcing Hiring Technology Strategy Operations Strategy Environment Organization Culture Accountability Metrics Training Facilities Environment Organization Culture Accountability Metrics Training Facilities How Governance Processes How Processes 5

6 Reporting and Metrics Strategy Alignment Strategic Alignment KPIs and Accountability Users and Needs Balanced View Enabling Technology Agent Handling (all channels) Self-Service (all channels) Supported by the right reporting and analytics processes and resources* * Tools and people to use them 4

7 What Do KPIs Need to Address? (OUCH!) Multisite Multiple main sites Outsourcers Home agents The Member Experience End-to-End Cross-departmental Cross-channel Voice , chat, web calls Mobile, Social Fax, mail Multimedia Business Drivers Perspectives A Balanced View Technology Self Service Web, IVR, Mobile VoIP, CTI, etc. Across CC Function Inbound, outbound Sales, service X per Y (e.g., Revenue per Call, Calls per Account, etc.) Effort vs. Production IT Marketing Sales, Service Product areas Enterprise Valueadded 7

8 There is No Silver Bullet or Magic Metric First Contact Resolution (FCR) Important elements of your metrics planning: Center s view or member s view? Question or system driven? CSR or survey? What timeframe confirms resolved? Cost per Contact (CPC) What s in the budget? (What costs are allocated?) What contacts count? On what media? Member Experience (NPS, VoM, msat) View of contact or credit union as a whole? How do you ask? Whom do you ask? When do you ask? Who/what system asks? Results (Members, Products, Revenue, etc.) What is the source? How is it measured? How do you avoid inflating the numbers (and any associated compensation/rewards)? 8

9 Not Enough Challenges Yet? Consider these High Magnitude Impacts Many contact channels with different characteristics Advanced routing/skills algorithms Member differentiation strategies Improving/ Increasing/ Changing Self Service Changing Metrics What Where How Contact flow variations (e.g., CBQ, outsourcer) 9

10 Some Practical Considerations for Getting Metrics Right (See Reference Material for Examples of Putting Metrics Strategy into Practice) Strategic Contact 9510 SW 151 st Avenue Beaverton, OR phone toll free

11 Performance Indicators: KPI Considerations Balance means including, at a minimum: Productivity (efficiency) Member experience (effectiveness) Financial (cost, revenue) (Ideally, employee experience as well) Consider things to measure True targets for performance Consider things to monitor Average vs. anomalies Watch trends, directions for each Things staff can/ should control and be accountable for achieving Things staff can t/ shouldn t control But are darn important, so should be watched and placed in context of other metrics 11

12 Two Different Balancing Acts Efficiency & Productivity This is where the fundamentals remain essential for planning and management (including monitoring) Effectiveness & Experience By all means, do the new stuff, and focus measurement and accountability here Running the Center Dayto-Day Not to say Executives aren t always in touch with reality, but Meeting Exec/Corp Expectations 12

13 Create the Proper Accountability and Visibility Business Outcomes Few, Infrequently Execs VP/ Director People and Technology Many, Frequently Operations and Technology Management Strategic Supervisors People CSRs Tactical Granular Detailed Rolled up Big picture 13

14 My Favorite Metrics/KPIs Service level Response time Abandon rate First contact resolution Quality Member Sat Cost per contact IVR containment rate Occupancy Span of control Schedule Adherence Turnover rate Preferred over ASA but evolving For non real-time media like A staple and an outcome tied to staffing to workload Tough to measure but highly coveted Another one that is evolving? Preferred over NPS and don t over-survey! Tough but important REAL containment rate Another outcome that is important to track Keep costs down, coaching up Agent accountability For planning and improving retention 14

15 Where We Go From Here ACCESS The traditional or fundamental metrics get spit out of contact center technology all day, every day CREATE and ACT! The more useful stuff is more work: gather more data, integrate it, massage it, analyze it, take action In the contact center, we have plenty of data and reports; it s insights we lack. A wise client of mine We need to know what members are experiencing, where it s paying off (or not), what we can learn from it, and what we re going to do about it! (I m sure wise people say this!) 15

16 Some Metrics Comparisons From 2016 Credit Union Contact Center Benchmark Survey Results Strategic Contact 9510 SW 151 st Avenue Beaverton, OR phone toll free

17 Service Level Overall Average Percent of Calls Answered Goal Current Performance In How Many Seconds Seconds % 82.32% Range of Responses: % of calls answered in X time goal 5-97% of calls answered in X time current performance seconds Progress Towards Goal: 28% are meeting goal Range of Responses >=50% Meeting Goal 25-49% Meeting Goal <25% Meeting Goal 17

18 ASA by Asset Size <$250M Seconds Seconds $250M - $499M Seconds Seconds ASA Current Performance ASA Goal $500M - $999M Seconds Seconds $1B Seconds Seconds

19 Response Time (business hours) Overall Average Response Time Current Performance Response Time Goal 7.85 Business Hours 9.78 Business Hours Response Time by Asset Size NOTE <$250M $250M - $499M $500M - $999M 8.00 Business Hours 7.91 Business Hours 7.11 Business Hours 7.22 Business Hours Business Hours Only one credit union <$250M submitted an response time current performance (no goal) $1B Business Hours 9.14 Business Hours Response Time Current Performance Resonse Time Goal 19

20 Chat Service Level Percent of Chats Answered Goal Current Performance In How Many Seconds Overall Average Seconds 90.88% 89.67% Range of Responses: % of chats answered in X time goal % of chats answered in X time current performance seconds Progress Towards Goal: 64% are meeting goal 20

21 Where Do You Go From Here Defining and Using Metrics in YOUR Center Strategic Contact 9510 SW 151 st Avenue Beaverton, OR phone toll free

22 Define Strategy, Plan Approach, and Execute Start with strategy Aligned and balanced Define your approach What you will measure How you will measure it Sources of the data Who is accountable for what How you will inform, compare, trend, assess Execute and act! With a continuous improvement mindset Define the metrics that are right for your center Review, assess, and define actions Underlying Themes: Alignment Balance Accountability Continuous Improvement Define how you will use them (who, source, etc.) 22

23 Thanks For Attending! If you have questions about this presentation please call or ! Strategic Contact provides independent consulting to help companies optimize their operations and technology Visit our web site to find articles and a blog to further your learning Purchase the Credit Union Contact Center Benchmark Survey Results at Lori Bocklund lori@strategiccontact.com Connect with Lori on LinkedIn 23

24 Appendix Examples of Applied Metrics Strategy Strategic Contact 9510 SW 151 st Avenue Beaverton, OR phone toll free

25 Mapping KPIs to Business Drivers Creates Alignment KPI Efficiency/ Productivity Effectiveness/ Experience Revenue/ Cost Abandon rate Adherence Blocking and Busy rate Contact volume (offered, handled) Cost per contact csat, VoC, NPS, CES First contact resolution Forecast vs. Actual Handle time Occupancy Quality Revenue per contact Service level, Response/Turnaround time 25

26 Example Performance Metrics Strategy Summary Metrics Monitor or Measure Sample Targets Source Abandon rate Monitor < 3% ACD Adherence Measure 95% WFM Blocking/Busy rate Monitor < 2% Available from Telecom Cost/contact Monitor $3.50 / contact CC/Finance Member Sat Measure % Follow Up Survey FCR Monitor % CRM/CIS or Survey Forecast vs. Actual Monitor +/- 5% variance ACD/WFM Handle time Monitor 260 sec, ACD Occupancy Monitor 75-85% ACD Quality Measure > 95% QM Service level Measure 80% in 20 seconds ACD Response Time Measure Response within 2 business hours ACD / Other 26

27 Users and Needs - Examples User KPI Focus Frequency/ Timeframe Use CxO Big picture financial, member, regulatory Yearly, monthly Strategic planning Sr. Mgr. (VP, Director) Financial, member, regulatory Monthly, weekly Planning, assessing progress Manager Across the board Monthly, weekly, daily Supervisor Productivity, quality, member, employee Monthly, weekly, daily, hourly Managing budget, headcount, commitments to execs Managing staff, commitments to mgmt CSR/Agent Productivity, quality, member Weekly, daily, hourly Meeting personal and team objectives, personal improvement Support functions (QA, Analyst, IT, etc.) Any, depending on role Any/all Measure, monitor, analyze, trend, report, create action plan, fix 27

28 Appendix Other Reference Material Strategic Contact 9510 SW 151 st Avenue Beaverton, OR phone toll free

29 Prerequisites to Metrics/Analytics Success Processes for Routine and Ad Hoc Analysis Qualified Analysis Resources IT Resources to Facilitate Data Integration, Structure, Access Experience with Contact Centers and Analysis Tools for Data Capture, Integration, Normalization, Analysis Metrics and Analytics Success Proper Training on Tools and Processes 17

30 Using Information to Create Value Data This is where the Analyst comes in Reports Organization-wide Feedback Action Analysis Feedback Action Individuals (CSRs, Sups) Big Impact Trainers Process designers/ Business Analysts IT/Telecom Other Departments (e.g., marketing, field, product) Supervisors Trainers Quality Analysts Little Impact 30

31 Contrasting Data, Reports, Scorecards, and Analytics in the CC Reports Dashboards/ Scorecards Analytics What Organize raw data to show performance: standard and custom, real-time and historical Present data (often from multiple systems) with gauges and color codes using defined thresholds Analyze data, trends, and relationships, identify root causes and project ongoing impacts How Used Access, view, share routinely (e.g., right now, daily, weekly, monthly); Monitor activity and results Visually show performance against targets, peer groups, and benchmarks; Present trends Develop insight and meaning from data by exploring what, why, and impact; Define actions Data Raw bits produced by systems/applications; structured and unstructured Organized in databases for use in other thing With metadata (data about the data) 31