Transcript Slide 1

Copyright © 1997-2009 by T-Metrics, Inc.
HDI NC
What drives caller satisfaction?
Presented by:
Terry Dunigan
704-525-5551
4321 Stuart Andrews Blvd
Charlotte, North Carolina 28217
Copyright © 1997-2009by T-Metrics, Inc.
Trends?
1999 to 2009
• The percentage of calls answered in less
than 10 seconds fell nearly 12%.
• The average time it takes to answer
jumped 69%, from 23 seconds to 39.
• The percentage of calls abandoned by
those tired of waiting for an agent more
than doubled, from 6% of calls to 13.6%.
Copyright © 1997-2009 by T-Metrics, Inc.
Your goal
Caller Satisfaction
• Answering the call is the highest priority
• Abandons-Losing a call is the worst thing
that can happen (callers threshold of pain)
• Average speed of answer should always
be 20-50% below the average wait time
for abandonment
Copyright © 1997-2009 by T-Metrics, Inc.
Some more of our goals
• A help desk tries to answer 90% of all question
correctly during the first call.
• Next to that they require that 80% of the calls is
answered within 20 seconds waiting.
• Increasing agents by 1 reduces AWT by a factor
of 3
• No more than 3% of the calls abandons before
getting a representative.
What drives caller
satisfaction?
Copyright © 1997-2009 by T-Metrics, Inc.
Life of the call
Network
Equipment & Network
People or agents
From the callers perspective
Set-up
queue
Talk time
Talk Time
Wrap up
Agents perspective
The total time line of the call
Copyright © 1997-2009 by T-Metrics, Inc.
Highlights of the ACD
or the equipment piece
• Provide greetings, menus, routing and queuing.
• Provide supervisors with the tools to manage
people, view real time information and
historical reports
Copyright © 1997-2009 by T-Metrics, Inc.
What drives caller
satisfaction?
Copyright © 1997-2009 by TMetrics, Inc.
What drives caller
satisfaction?
Most important
Least important
Copyright © 1997-2009 by TMetrics, Inc.
First Call resolution
• The most important performance indicator for
effectiveness is the First-time-resolution
• With high FTR, few follow-up calls are not
needed.
• Increasing the FTR and reducing the AHT is a
major objective in call centers.
• It is mainly obtained by proper training of
agents
First Call Resolution average
68 %
If you are average you need to understand
that 32 % of your total call volume is
coming from customers who have to call
back because their issue wasn’t resolved
the first time.
Low caller
satisfaction
“Caller satisfaction ratings for the company
in general and for the CSR will be 35 to 45
percent lower when a second call is made
for the same issue.”
Copyright © 1997-2009 by T-Metrics, Inc.
The Top 10 Agent Errors that Lead to
Repeat Calls
1.
2.
3.
4.
5.
6.
7.
Improper transfer
Agent told customer to call back
Didn’t listen to the customer’s request/issue
Agent gave customer incorrect information
Did not set proper expectations.
Did not advise on using self-service tools (Web or IVR)
Next steps were not followed/agent did not follow
through on commitments
8. Customer lacks confidence in agent’s answer
9. Didn’t give the answer the customer was looking to hear
(also known as the “shopper”)
10. Only answered the question asked, but did not
anticipate the real customer issue
In the healthcare world, quoting insurance benefits is one of the most complex, confusing and timeconsuming activities that can take place in the call center. There are many different benefits that can be
asked about and quoted. The flaw we often find in those call centers (and non-healthcare call centers, too) is
that the agent only answers the question that the customer asked but doesn’t anticipate the full impact of
the original question.
First Call Resolution
Industry Research
• Measuring FCR is still relatively new
 43% of call centers measure1
• 68% FCR Rate is current industry standard
 Average of 1.32 calls required to resolve issue
• Companies that only use self-reporting/internal FCR
measurements are failing to take into account the
customer’s perspective2
• Customer’s view of FCR is usually lower than the internal
view3
• 1% improvement in FCR = 1% improvement in Customer
Satisfaction4
Call Resolution Workshop – EUCI Conference
Measuring the things that matter. Data from Service Quality Measurement Group (SQM)
3 Achieving First Call Resolution: The Ascent Group Benchmark Study, Dec 2006
4 Article: Measuring the things that matter. Data from Service Quality Measurement Group (SQM)
1 First
2 Article:
Callback Windows
by Call Type
 Based on the frequency distribution of callbacks within 30
days
 Window of time determined by when the greatest number
of callbacks occur
Call Type
Callback Window
Billing Callbacks
100.00
Billing
21 days
90.00
Collections
21 days
70.00
Power Outage
14 days
3 days
Cum Percent
Outdoor Lighting
80.00
60.00
50.00
40.00
30.00
20.00
Escalation/Supervisor
7 days
10.00
0.00
Service Order
14 days
1
2
A power company
3
4
5
6
7
8
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Days
FCR Rate Calculation
Number of Customer Issues Resolved the 1st Time
FCR
=
Rate
X 100%
Total Number of Customer Issues
(First Call + Additional Callbacks)
Or, in other words…
Stand-alone Calls
FCR
=
Rate
X
Unique Issues
(Stand-alone Calls + Leading Calls)
100%
79.2 % of contact centers consider FCR
to be either
• How do you measure?
– Can the agent tag it as final resolution?
Maybe using activity items tag it as a 1st, 2nd, 3rd etc
Activity item identifying as a return call
– Can the supervisor pull reports?
Running call detail for a period of days and exporting to excel and
sorting on caller ID . Look for the same caller ID appearing more
than once.
– Can the customer comment ?
Objective caller survey
Activity entered by
the agent
Copyright © 1997-2009 by T-Metrics, Inc.
Agent Survey
• Generate an accurate
customer-satisfaction survey
scores for contact center
agents.
• The number of customers who
take the survey is should be
regulated by the supervisor.
• The survey is a generic set of
questions that the caller
responds to with a DTMF key
between 1 and 6.
• The Agent Survey Module
allows customers to provide
objective feedback without
the agent they dealt with
knowing
Copyright © 1997-2005 by T-Metrics, Inc.
• The recorded call and video let
the supervisor review with the
score card.
• Customers can be candid
because the survey is private.
Cost of the call
center
5%
5%
Circuits
30%
labor
LABOR
65%
Copyright © 1997-2009 by T-Metrics, Inc.
Circuits
Equipment
How do you save
money?
$500,000.00 call center
• Save 10% of labor= $32,500
• Save 10% of the network= $17,500
• Save 10% of the equipment =$2,500
• You should spend the money on the right
equipment to help manage your network
and labor cost.
Copyright © 1997-2009 by T-Metrics, Inc.
The Equipment
5%
Circuits
30%
la
LABOR b…
65%
Copyright © 1997-2009 by T-Metrics, Inc.
Only 5% of the call center cost
How to increase
“First & Final”
Routing
• Who is calling?
– Caller ID
– Caller entry-account number
• Why are they calling?
– Menu choice
– DNIS
• Which of my agents are the most qualified
to handle this call? Expert agent?
– Skills based routing
Copyright © 1997-2009 by T-Metrics, Inc.
What is Skills based
routing?
• The ability to match incoming calls with the agent
most qualified and/or capable to handle that
particular call.
• The ability to assign multiple skills to agents at
the same time, so they can be serving many
types of calls simultaneously.
• This is in contrast to traditional "gate, queue and
split" routing in which an agent was assigned to a
single group only and calls were offered to that
group as a whole.
Copyright © 1997-2009 by T-Metrics, Inc.
Skills based routing
• An agent can be a member of multiple skills,
groups or queues.
• Agents are assigned a proficiency level in each
skill.
• When the call arrives for a specific skill, the
system considers available agents with the
highest proficiency level that have been available
the longest in that skill, they will be presented
with that call before lower level agents.
Copyright © 1997-2009 by T-Metrics, Inc.
Why Skills based
Routing?
FIRST & FINAL
• Call resolution improves
• Reduce agent training time
• Increase job satisfaction and reduce turnover
• Faster Call processing time
• Shorter call durations
• Skillsets are defined
Copyright © 1997-2009 by T-Metrics, Inc.
Labor
How do you reduce the cost
of the network side?
• Reduce the number of calls in queue
• Reduce the time in queue
• Reduce agent talk time
Copyright © 1997-2009 by T-Metrics, Inc.
Long holding times?
•
•
Long delays for customers to get through to “the next available
agent”
Customers are often left on hold for extended periods of time
–
When he’s finally connected with an agent, he talks– but some of that time is spent complaining
about his long wait!
–
Note that many callers in this situation would abandon the queue before reaching an agent and retry
the call later, resulting in additional toll costs for your contact center.
Queue Time
Agent talk time
12:00 12:01 12:02 12:03 12:04 12:05 12:06 12:07 12:08 12:09 12:10 12:11
Abandons
Copyright © 1997-2009 by T-Metrics, Inc.
Retry
Please stay
on the line
your call is
important
to us but
your time
isn’t.
Informed Queue
•
Caller listens to a “welcome” announcement that informs them of their
“expected wait time”
•
Caller chooses to remain on hold and the caller is connected with an agent
when their turn arrives.
•
It’s unlikely that they will waste talk time complaining about their experience
because they were informed of the expected wait time and presented with
options for managing their time.
Queue Time
welcome
•
Talk Time
12:00 12:01 12:02 12:03 12:04 12:05 12:06 12:07 12:08 12:09 12:10 12:11
Fewer abandoned
Fewer retries
Copyright © 1997-2009 by T-Metrics, Inc.
Intelligent queue
•
Caller listens to a “welcome” announcement that informs them of their “expected wait time”
•
A caller who is treated by the Intelligent queuing system can choose to hold or to receive a return call in
the same amount of time as if they waited on hold.
•
The caller leaves their phone number, name and a brief message, the caller hangs up the phone and an
Intelligent queue reserves their spot in the queue. This “Intelligent queue time” saves toll charges
(because the customer is not on the line) and frees up the customer’s valuable time.
•
When the customer callback message is delivered to the agent , the agent will be presented with a
“customer callback information” window When the agent clicks on listen to message their phone will ring
with the message.
Welcome
Leave message
•
Intelligent queue time
Talk Time
12:00 12:01 12:02 12:03 12:04 12:05 12:06 12:07 12:08 12:09 12:10 12:11
Save toll charges
Less hardware
Increase first & final
Copyright © 1997-2009 by T-Metrics, Inc.
Benefits of Intelligent Queuing
Solutions
By eliminating wasted queue time, your contact center will:
• Reduce ASA – return calls don’t go to queue until an agent is
available
• Reduce abandons – callers have an alternative (up to 50%
reduction)for service without waiting on hold
• Increase labor efficiency – calls have shorter handle times
(10% reduction)and better distribution
• Reduce toll costs – “Intelligent queue” time does not incur toll
charges (up to 90% reduction) or switch resources (trunks,
announcements etc..)
• Increase caller satisfaction – show respect for your callers’
valuable time. ( increase up to 30%)
Copyright © 1997-2009 by T-Metrics, Inc.
How do you know your call
center isn’t working properly?
• Frequent shuffling of customers from
agent to agent ( Labor)
–
–
–
–
You need skills based routing
Your greeting may need tuning
Do you have expert agents?
Do you have presence?
• Customer issues that frequently require
multiple contacts before they are resolved
– Does the caller need to re-explain their problem all over
again to a new agent or does the agent that answered
need to transfer the call
Copyright © 1997-2009 by T-Metrics, Inc.
Never give out an agent
telephone number
• People will have a tendency to get
attached to helpful agents.
– This will over burden certain agents
– This will destroy your skills based routing
– Your reports would be skewed
• How does a caller get back to an agent
that has been working on their problem?
– This has to be at the discretion of the agent
– The agent should be able to generate a PIN that expires
after a pre set period of time or once it is used.
– The PIN routes the caller to the agent
Copyright © 1997-2009 by T-Metrics, Inc.
How do you know your call
center isn’t working properly?
• No way to measure caller satisfaction—or,
if there is, scores are low
– Caller satisfaction survey
• A poor understanding of metrics or
performance
– What do the real time statistics tell me
– What is my FCR rate
– What historical reports are available
Copyright © 1997-2009 by T-Metrics, Inc.
Service Level Agreements
A good SLA helps the call center
“promise what is possible to deliver”
and “deliver what is promised”.
• The service level is the percentage of incoming
calls answered within a specified number of
seconds.
• You may have the objective, “80 percent of calls
are answered within 20 seconds.”
• Your actual service level, may be “77 percent
of calls are answered within 20 seconds.”
Copyright © 1997-2009 by T-Metrics, Inc.
3 minute calls
250 calls per ½ hour
Agents
SLA %
ASA
# of Ports
30
24
209
35
31
45
75
16
32
61
38
10
33
73
21
8
34
82
13
6
35
88
8
5
36
92
5
4
37
95
3
4
38
97
2
3
39
98
1
3
40
99
1
3
41
99
1
2
42
100
0
2
Copyright © 1997-2009 by T-Metrics, Inc.
Poor
staffing
means
more
ports
Why SLA’s are
important
• Agent scheduling is a game plan
• Service levels reveal how well schedules
are matching agents to workload or
incoming calls-The Score
• SLA’s expose problem areas
Copyright © 1997-2009 by T-Metrics, Inc.
All the technology in the world
can’t replace staffing
SLA -80% of calls answered in 20 seconds
Average call duration 180 seconds
500 calls in the busy hour
1
PSTN
500 calls
In one
hour
n ports
DMS100
Copyright © 1997-2009 by T-Metrics, Inc.
Number of
agents
34
31
30
Average
speed of
answer
13
75
209
seconds
seconds
seconds
SLA
100%
45%
24%
# of
Ports
6
16
35
Copyright © 1997-2009 by T-Metrics, Inc.
How do you control
the people side?
Copyright © 1997-2009 by T-Metrics, Inc.
What counts as
productivity
Total working time
=--------------------------------------------------------------x 100%
Total time working and time available
• Total working time is defined as the total talk
time plus the wrap-up time.
• The denominator -the time that the agent spends
on calls plus the time that the agent is available
for receiving calls.
– But should we count the time for breaks as
well? And training?
• Depending on the definition of productivity very
different numbers can occur.
How do you measure
productivity
• An agent has a contract for 36 hours a week.
– They spends 3 hours on training
– They takes breaks during 230 minutes,
– They is available waiting for calls during 265
minutes,
– They are handling calls (talking plus wrap-up)
during 1485 minutes.
• If we do not count breaks and training then
the productivity is 1485/(1485+265)×100=
85%
• If we count breaks 75%,
• If we count all the time she spends at work
69%.
Consolidation!
• Merging two call centers leads to
economies-of-scale advantages.
• However, the physical costs of such a
merger can be high! Calculations based on
the Erlang model can quantify the
expected cost reduction.
• This way a reasonably accurate cost
trade-off can be made.
Economies of scale
• A firm has two small decentralized call centers, each
with the same parameters: λ = 1and β = 5 minutes.
– With 8 agents the average waiting time is
approximately 17 seconds in each call center.
• If we join these call centers “virtually”, then we have a
single call center with λ = 2 and 16 agents.
• The average waiting time is now less than 3 seconds,
and employing only 14 agents gives a waiting time of
only 13 seconds.
•
An additional advantage is that there is more flexibility in the assignment of
agents to call centers, as there is only a constraint on the total number of
agents (although there will probably be physical constraints, NOT A FACTOR
IN VIRTUAL CALL CENTERS, such as the number of work places in a call
center).
Relative gain of merging call
centers decreases as the size
increases
• Consider four call centers, each with λ = 10 and β = 2
minutes, and 80% of the calls should be served within 20
seconds.
• If all call centers are separate then we need 24 agents in
each call center, 96 total agents.
• 45 agents in each when they are merged two by two
• =90 agents total
• 86 agents when we have one single call center.
------------------------------------------------• Merging two centers with arrival rate 10 saves 3 agents,
• Merging two with arrival rate 10 saves 4.
• But divided by the arrival (that is, relative to the size), the
• economies are higher when the small centers are
merged.
What cost can you
control?
• Contact length
• Agent occupancy-how busy your agents
are with current contacts
• Average cost of putting an agent online
(wages, benefits, overhead, and so on)
• Repeat contacts from customers who
don’t get an accurate or complete answer
on the first try
• Nonproductive agent time (time away
from the phone)
Copyright © 1997-2009 by T-Metrics, Inc.
RROSS most calls
Copyright © 1997-2009 by T-Metrics, Inc.
ANDY spent more
time talking
Copyright © 1997-2009 by T-Metrics, Inc.
What should the supervisor
see?
• status and phone time
• agents available and
ready per skill set
• Service level agreement
per skill set
• average speed of answer
• abandons real time
•Age of oldest call
in queue
Copyright © 1997-2009 by T-Metrics, Inc.
Screen pop
•ACD should use:
– caller ID,
– number dialed
–digits entered by the caller
to pop records from any Customer Relationship Management
(CRM) package
1.
MS Outlook
2.
Help Desk - BMC Remedy
3.
OBDC compliant database
4.
HTML programs
5
Copyright © 1997-2009 by T-Metrics, Inc.
Why Screen POP?
PRODUCTIVITY IMPROVEMENTS
•Initial Screen Pop
10 - 15%
Based on Average Talk Time of 120 second.
Industry figures based on information found in “Computer Telephony Integration” by Robert Walters.
Assumptions
Telephone Line and Equipment Charges
Personnel Charges at 85% Utilization
Workstation and System Administration
Copyright © 1997-2009 by T-Metrics, Inc.
$ 0.08 per minute (Toll Free Calls)
$35,000 per year
$5,000 per year
CTI $avings
500,000
Annual Incremental Dollars Saved
450,000
400,000
50 Agents @ 15 calls/hr = 750 calls/hour
A 10% or 18 seconds savings on a 3 minute call yields an
annual savings of $215,000 for a single shift call center
350,000
300,000
$
250,000
200,000
150,000
18 secs/call
100,000
12 secs/call
50,000
0
Calls per Hour -- One Shift
Copyright © 1997-2009 by T-Metrics, Inc.
Pick the KPI to show
The following agent items can be individually selected for viewing:
Agent name
Extension number
Skill set agent is conversing with
Real time state of every agent’s telephone
Length or duration of telephone state
Agent status
Number of ACD calls per agent
Status duration
Average duration of ACD call per agent
Non ACD calls per agent
Time on non ACD calls per agent
Last/current ACD caller ID
The following Skill set items can be individually selected for viewing:
Number of calls in queue per skill
Age of oldest call in queue per skill
Agents available
Agents ready
Number of messages per skill
Total calls per skill
Answered
Abandoned
Abandoned average Abandoned %
SLA
Average speed of answer
Skill sets selected
Copyright © 1997-2009 by T-Metrics, Inc.
a PC Interface
as a Wall Board
Real-Time.
When wall board is
minimized
informational
messages will appear
Copyright © 1997-2009 by T-Metrics, Inc.
Supervisor Call Center
Management
• Real-time caller, agent,
and Departmental status
information
• View the agents screen
Local or Remote
• Control changes to agent
status
• Listen to agents
conversation local or
remote
• Provides real time and
historical reports
If you can’t measure it
you can’t Manage it.
Copyright © 1997-2009 by T-Metrics, Inc.
Supervisor tools
• See real time information
– How old is the oldest call in queue
– How many calls are in queue
– Am I meeting my SLA goals
– How many agents are logged in
– View agents desktop
• Run historical reports
• Record calls for training or caller resolution
• Change call center on fly
– Schedules
– Greetings
– Agent status
– Send immediate messages
Copyright © 1997-2009 by T-Metrics, Inc.
Building the report
should be easy
• Select dates to report on
• Select skill(s) to report on
• Select category to report on
• Select type of report
Copyright © 1997-2009 by T-Metrics, Inc.
Run the report
Copyright © 1997-2009 by T-Metrics, Inc.
Queue Time
Copyright © 1997-2009 by T-Metrics, Inc.
Copyright © 1997-2009 by T-Metrics, Inc.
Work Force Management
MONTHLY SCHEDULE REPORT
Advanced Forecasting
Scheduling in Skill-Based environments
Schedule Management tools
ACD Integration
for Data Collection across multiple sites and time
zones
Workload distribution/automation
YEARLY VACATION VIEW
Comprehensive Reporting capability –e-mail, export, or
schedule reports
Attendance Preferences
Vacation Planning
Budgeting
The yearly vacation planning view allows agents to
plan or review their entire year’s vacation at a
glance. Detail views are also available.
© 2002 Pipkins, Inc
Agent Productivity Reporting
Problem resolution
• I don’t know who I talked with
but they were rude.
• We have a caller who calls in
multiple times trying to get
different answers from different
people.
• How many times in a week does
this caller use our services?
Copyright © 1997-2009 by T-Metrics, Inc.
Problem resolution
Copyright © 1997-2009 by T-Metrics, Inc.
Abandoned calls
• The abandon rate is the percentage of
calls that are abandoned compared to
calls received.
• Abandon rate are the number one most
closely watched performance measure
that call center managers use to
determine their call center performance.
Copyright © 1997-2009 by T-Metrics, Inc.
5 agents
Copyright © 1997-2009 by T-Metrics, Inc.
If there was only one metric to measure a contact
center by
FCR
would be the measure to pick.
• This is because FCR improves customer
satisfaction/loyalty,
• it improves employee satisfaction
(fewer irate calls due to customers calling
back repeatedly for the same issue),
• it reduces operating costs (by improving
efficiency) and it reduces revenue at risk.
Caller Satisfaction
•
•
•
•
•
•
•
•
Faster call processing
Skills based routing
Adhering to SLA’s
Activity selection of FCR
Higher FCR
Reduced abandons
Intelligent queuing
Agent call back
Agent survey
Copyright © 1997-2009 by T-Metrics, Inc.
First Call Resolution
Copyright © 1997-2009 by T-Metrics, Inc.
Copyright © 1997-2009 by T-Metrics, Inc.
For More Information about
T-Metrics
Access TM2000 Information
www.tmetrics.com
or
Call us at 704-525-5551
And ask for
Terry Dunigan
Copyright © 1997-2009 by T-Metrics, Inc.