Transcript Document
The How of Metrics What to Collect and How to Use it Amy Latzer Chief Operations Officer, 211 LA County 31st I&R Annual Training and Education Conference June 3, 2009 6/3/2009 211 LA County 1 Introduction 6/3/2009 Understanding performance metrics and methodology. Understanding the drivers of world class service as well as obstacles. The importance of setting goals and standards. How to apply performance metrics to the growth and improvement of service delivered by your agency. 211 LA County 2 Overview Our goal today is to identify areas of measurement and how to use that data to help your organization grow. Staffing Workload KPIs Fundin g Inquirers Cost s Metrics Goals WFM 6/3/2009 211 LA County 3 Glossary of terms 6/3/2009 Abandoned Call/Contact - A call or other type of contact that has been offered into a communications network or telephone system, but is terminated by the person originating the contact before any conversation happens. After Call Work (ACW) - Work immediately following an inbound call or transaction. If work must be completed before agent can handle next contact, then ACW is factored into average handle time. Work may involve keying activity codes, updating database, filling out forms, or placing an outbound contact. Agent - The person that handles calls in a contact center also referred to as a Specialist. 211 LA County 4 Glossary of terms 6/3/2009 AHT (Average Handle Time) - The amount of time an employee is occupied with an incoming contact. This is the sum of transaction time and wrap-up time. Blockage - The inability to complete a connection between two points because of a busy condition in the pathway. Key Performance Indicator (KPI) - The most critical measures of performance in any organization, typically productivity measures. LDQ (Longest Delay In Queue) - The longest time a caller waited in queue prior to being handled. 211 LA County 5 Glossary of terms Occupancy - Generally a percent of logged in time that an agent spends in active contact handling. Schedule Adherence - The term used to describe how well agents stick to their planned work schedules. May also be referred to as compliance. Service Level - Speed of answer goals that are often expressed as the speed of answer to be attained or as some percentage of calls to be answered within some number of seconds (e.g., 80 percent of call answered within 30 seconds). Workforce Management (WFM) - The art and science of having the right number of agents, at the right times, to answer an accurately forecasted volume of incoming calls at the service level standard set by the call center. 6/3/2009 211 LA County 6 What is a metric and what is it’s value? A Metric is a measure of activity or performance that enables assessment of outcomes. Metrics can help to answer key questions about operational effectiveness: 6/3/2009 Are long term goals and objectives being achieved? What does success look like? How satisfied are callers with services? How important is the service to the community? How effective are managers and specialists? 211 LA County 7 What are the benefits? 6/3/2009 Enhanced decision making-goals can be set for desired results, results can be measured, outcomes can be clearly articulated. Improved internal accountability-more delegation and less “micro-management” when individuals are clear about responsibilities and expectations. Goals and strategic objectives are meaningfultracking progress enables the evaluation of planning efforts and can aid in determining whether a plan is effective or not. 211 LA County 8 AIRS Data Requirements Reports and Measures Service Requests Referrals Provided Service Gaps Demographic Data 6/3/2009 Zip Code City Age Gender Language Target Population First Time/Repeat Caller Follow up 211 LA County 9 Step One – Determine KPIs Identify the most important indicators of performance. They should at minimum identify the following areas. 6/3/2009 Long term goal measurement Quality of service delivered Efficiency of the organization Effectiveness of management and specialists Performance indicators should be measured at the organization and individual (Specialists) levels at varying intervals. 211 LA County 10 Sample Reports 6/3/2009 211 LA County 11 Step Two – Set Goals 6/3/2009 Analyze historical results and trends to determine future objectives. Goals should be based on a percent improvement over historical results and should be time driven. The goal should identify gaps, improve processes, and increase overall performance. Create a monthly, quarterly and/or annual action plan. 211 LA County 12 Step Three – Action and Implementation Plan Successful organizations use a detailed plan to ensure a systematic approach and process to gain measurable results. Have SMART goals. (Specific, Measurable, Attainable, Results focused, Time focused) Get buy in from management and all organizational areas affected by the action plan prior to finalizing it. Establish roles and actions throughout the organization to help generate best practices. Understand the history 6/3/2009 Historical analysis is key-know where you have been so you know where you are heading. This will lead you to root causes for problems and help guide you to solutions. DO IT! Start gathering the information and using it to help grow your agency and improve service delivery. 211 LA County 13 Sample: 211 LA County – Action Plan Action Plan: Efficiency Quality Handle through efficiency and Quality measures 100% Contract Compliance 6/3/2009 Full implementation of quality program Increase coaching program Team Coach and CRA will create coaching plan and determine area for improvement Service Decrease ACW Decrease Time in Aux Increase Productivity Program Managers streamline quarterly reports 211 LA County 14 Balancing Act-Quantity and Quality 6/3/2009 211 LA County 15 Suggested Technical Tools 6/3/2009 ACD Phone System reporting tool Database reporting system Excel Access Erlang-C Calculator Quality Monitoring System Work Force Management System Internal Portal 211 LA County 16 Summary 6/3/2009 Identify KPIs Develop Goals Create action plan and timelines 211 LA County 17 Contact Information Amy Latzer 211 LA County Chief Operations Officer 626-299-2979 [email protected] Real People. Real Answers. Real Help. www.211LACounty.org INFORMATION AND REFERRAL FEDERATION OF LOS ANGELES COUNTY Serving Los Angeles County since 1981 6/3/2009 211 LA County 18