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Call Accounting Metrics Boost Contact Center Operations

January 08, 2018

Call accounting wields a large umbrella, as it represents digging deeper into our daily communications. And, there’s no place that relies more on metrics and positive interactions in regular communications than the contact center. For this reason, call accounting and reporting in the contact center is paramount, as it offers actionable insight.

This week, I’d like to explore contact center reporting a bit, and provide a few ways to improve operations.  This begins and ends with the available data, understanding how metrics are calculated and the appropriate interpretation. In gaining a strong grip on metrics delivered, contact center management can leverage data to drive long term success.

Reporting and tracking metrics is great, but it is imperative to select the appropriate metrics. Let’s take a look at a few suggestions. While some love ASA (Average Speed of Answer), many avoid it because it is an average, Service Level (SL) is a strong starting point to drive equilibrium between contact center efficiency and customer satisfaction.

Response Time and Answer Rate are two metrics that highlight efficiency. For example, Response Time drives customer service operations by setting timelines and goals for response. Answer Rate, on the other hand, illustrates the percentage of answered interactions. Abandoned interactions are unavoidable, but it is vital to keep this number as low as possible.

Metrics like Idle Time and Occupancy serve to note how efficiently the contact center is staffed. While Occupancy represents how well contact center management is walking the tight rope of customer experience and efficiency, with it being imperative to understand the interplay between SL and staffing needs. Idle Time is another metric measuring efficiency. Is your contact center over-staffed? Are agents being proactive and handling non-phone tasks during down-time? Food for thought.

Call Accounting allows contact centers to delve deeply into communications data, and regularly monitor selected metrics. From there, the data delivers insight into improving operations. How can we best serve customers? Are our SL expectations reasonable? How can we better engage agents to ensure more proactive behavior?

Implement change management practices in a pragmatic manner. No need to kill morale because a certain metric is low, and it is also important to keep team members in the communications loop during transitional periods. Once corrective action is chosen, take the insight from all the available data and begin changes. Rome wasn’t built in a day, but I wouldn’t sit on laurels either.

Customer service is a complex symphony of people, processes and technology teamed together to deliver an exceptional experience. Call accounting and following the proper metrics provides a strong jump off for operations.

Edited by Mandi Nowitz

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