January 7, 2015
The big trend this year in call centers will be ‘performance metrics,’ as decision-makers will begin to scrutinize even more closely what they’re getting for their money. That means more pressure on managers and employees to deliver a return on investment along with consistently good customer service.
One way some companies might overcome this scrutiny is by taking a fresh look at their metrics and seeing exactly what’s happening. And according to JaNae Forshee, Senior Workforce Optimization Practice Manager at inContact, a leading call center provider, it will be time well spent.
“Performance metrics in contact centers are similar to those in casinos,” Forshee wrote in a recent blog post. “At least, it’s not uncommon to see practices that are outdated or measured simply because ‘they’ve always been done that way,’ ‘we pay bonuses based on that metric,’ ‘it’s achievable,’ and ‘everyone else is doing it.’ Have you heard or used those phrases before? If you answered yes, then you’re rolling the dice in your contact center,” she concludes.
But all is not lost. Forshee lists a number of ways companies can move beyond traditional methods and bring their measurement standards up to date. These include the following:
Ask Why and How: “Typically, contact centers carry over past metrics and add new ones without asking ”why“ or ”how,’” she notes. “Before long, they’re managing metrics rather than performance—which is what the metrics were supposed to control and improve in the first place.”
Focus on the Metrics That Matter Most: “Performance metrics can be categorized into two areas: service (quality) and efficiency (cost-focused),” Forshee says. “Take the time to review the metrics at all levels to ensure they include both service and efficiency metrics. As long as you have agents, there will be no shortage of things to measure. The trick is to measure the right things.”
Double-Sided Metrics: “Because there are countless metrics that can be measured within your center, it is important that they do not conflict with the behaviors or goals your organization is striving to achieve,” she notes. “Otherwise, your agents may feel overwhelmed and believe that the ideal level of performance is unattainable.”
Be Realistic: Make sure you're getting the actual figures for your metrics. “Anyone can manipulate the numbers to make things look better than they really are,” Forshee says.
‘R and R’: Reward and recognize those who are performing well. “Employees like to know that their efforts aren’t going unnoticed by their manager,” she says. “If you have high performers or see improvements in performance, celebrate them. A little praise goes a long way, so don’t forget to reward both big and small wins.”
In short, your metrics have become more important to your organization. Just make sure you’re measuring all the right things to get the greatest return on your investment.
