Using Metrics to Drive Success

Transcription

1 Events Business: 2011 Budget Update September 2010 Joy Sobhani icmi.com Session 502 Using Metrics to Drive Success Justin Robbins, Training & Development Manager, ICMI 1

2 About Me I ve worked in contact centers since 1997 Serving in & outbound centers ranging in size from 5 to Spanning a variety of industries including technology, hospitality, manufacturing, education & more At ICMI, I design & develop our training & professional certification content My friends know me as a coffee-drinker with a travel problem jrobbins@icmi.com Our Agenda Why Measure Metrics? The 5 Categories When Metrics Collide Changing the Paradigm 2

3 Old Habits Die Hard 3

4 Like Drinking From A Fire Hose Why Do We Need Metrics? Define & Measure Progress Toward Goals Quantifiable Measures That Reflect Contact Center Success 4

5 What Should We Expect From Metrics? 1. Metrics Must Reflect Your Strategy 2. Metrics Must Be Valid Measurements 3. We Get Ample Data On Some, Little On Others 4. Reports & Benchmarking Can Conceal & Mislead 5. Metrics Are Interrelated 6. Metrics Drive Behavior Expect What You Inspect Measuring Performance Means Balancing: The Needs of the Customer The Needs of the Business The Needs of the Employee 5

6 Translating Needs To Metrics: Customer = The Experience Service Level Quality Accuracy Business = Revenue/Efficiency Schedule Adherence Conversion Service Level Employee = Within Their Control Quality Accuracy Schedule Adherence 6

7 Accessibility Primary Metric(s): Service level Response time Supporting: Average speed of answer Abandonment What s the right service level? How often do you measure objective vs. results? Quality Primary Metric(s): Quality of contact handling First contact resolution Supporting: Errors and rework What makes for an effective QM program? What s the right way to measure FCR? 7

8 Efficiency Primary Metric(s): Forecast accuracy Schedule adherence Supporting: Occupancy Average handling time What s an acceptable variance to forecast? What are the components of schedule adherence? Cost Performance Primary Metric(s): Performance against budget Revenue Supporting: Cost per contact Average call value What is the best way to produce a contact center budget? Is a climbing cost per contact a bad thing? 8

9 Strategic Impact Primary Metric(s): Contact Center ROI Customer and Employee Satisfaction Supporting: Turnover Supporting processes How do you measure ROI of the center? What is the method for calculating turnover? Beware of Potential Conflicts! Average handling time vs. quality Service level vs. occupancy and turnover Cost per call vs. process improvement Service level vs. service level Service level vs. average speed of answer 9

10 Next Steps Hold the right people accountable Use your dashboards to tell a story Measure your key drivers Talk about performance Encourage collaborative education thank you. questions? 10

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