2 Call Center Metrics: Best Practices in Performance Measurement and Management to Maximize Quitline Efficiency and Quality by Penny Reynolds The Call Center School

3 Quality Improvement Initiative Issue Paper Purpose and Scope Define the most critical operational, service performance and efficiency-related call center metrics for establishing and maintaining Quitline quality. Create a shared language among Quitline stakeholders Make recommendations on: –important metrics to measure (including why they are important for funders, service providers and callers); –how to measure and report these metrics; and –how reports may be used by both the service providers and funders to improve quality Limit to those metrics measured during the first call.

4 Quitline as Call Center Content may be different but critical components are the same! Functions of a call center Recognition that “contacts” are more than just telephone

5 PERFORMANCE MEASUREMENT Develop a strategy that links with mission and vision of organization: Customer perspectives Frontline staff perspectives Senior management

6 Key Performance Indicators Service Measures –Accessibility Blockage; hours of operation; abandons; self-service availability –Speed of Service Service level; average speed of answer; longest delay in queue

7 Key Performance Indicators Quality Measures –Resolution Metrics First call resolution rate; transfer rate –Call Handling Metrics Etiquette; knowledge and competency; error and rework rate; adherence to procedures

8 Key Performance Indicators Efficiency Measures –Resource Utilization Agent occupancy; shrinkage; schedule efficiency and adherence; availability –Contact Handling Average handle time; after call work time; on-hold time

9 Key Performance Indicators Profitability Measures –Sales Conversion rate –Use of financial resources Cost per call

10 PERFORMANCE MANAGEMENT PROCESS Steps of Performance Measurement 1.Define the ideal 2.Measure current performance 3.Diagnose problem 4.Apply “treatment” 5.Monitor progress 6.Preventative maintenance

11 PERFORMANCE MANAGEMENT PROCESS Defining Performance Standards –Quantitative standards –Qualitative standards

12 QUALITY MEASUREMENT PROCESS Call Monitoring Policy –Various approaches –A formal policy is important Outline process Describe tools and instruments to be used Define how scores will be communicated Quality Forms and Standards

13 QUALITY MEASUREMENT PROCESS Call Calibration = process of standardizing call evaluation and scoring process Scoring and Evaluation

14 PERFORMANCE REPORTING Reporting Methodologies –Build a framework that CLEARLY defines: Purpose of each report Recipients Sources of data Metric to be used –Must be relevant, accurate, and timely

15 PERFORMANCE REPORTING Communications channels for each report should be considered Communications strategies –Agents –Teams –Management –Funders

16 Feedback from Members What are the major strengths of the paper? Is anything missing? How can the paper be strengthened? Is the paper useful and relevant? If not, why not? Does the paper meet the intended purpose?