Copyright © 1997-2009 by T-Metrics, Inc.. What drives caller satisfaction? Copyright © 1997-2009by...

Copyright © 1997-2009 by T-Metrics, Inc.

What drives caller satisfaction?What drives caller satisfaction?

Copyright © 1997-2009by T-Metrics, Inc.

Presented by:

Terry Dunigan

704-525-5551

4321 Stuart Andrews Blvd

Charlotte, North Carolina 28217

HDI NC

Trends?Trends? 1999 to 2009 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%.


Your goalYour 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


Some more of our goalsSome 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 What drives caller satisfaction?satisfaction?

First &Final

AdherenceSLA

Reduce %Abandon

Speed of

Answer

Queue

Time

Complaints

resolution

Life of the callLife of the call


Set-up queue Talk time

Talk Time Wrap up

The total time line of the call

From the callers perspective

Agents perspective

Equipment & Network People or agents

Network

Highlights of the ACDHighlights of the ACDor the equipment pieceor the equipment piece

• Provide greetings, menus, routing and queuing.

• Provide supervisors with the tools to manage people, view real time information and historical reports




First &Final

AdherenceSLA

Reduce %Abandon

Speed of Answer

Queue

Time

Complaints

resolution



Most important

Least important

First Call resolutionFirst 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

68 % 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.

First Call Resolution averageFirst Call Resolution average

Low caller Low caller satisfactionsatisfaction

“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.”


The Top 10 Agent Errors that Lead to The Top 10 Agent Errors that Lead to

Repeat CallsRepeat Calls

1. Improper transfer2. Agent told customer to call back3. Didn’t listen to the customer’s request/issue4. Agent gave customer incorrect information5. Did not set proper expectations. 6. Did not advise on using self-service tools (Web or IVR)7. Next steps were not followed/agent did not follow through on commitments8. Customer lacks confidence in agent’s answer9. 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 time-consuming 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 First Call Resolution Industry ResearchIndustry 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

1 First Call Resolution Workshop – EUCI Conference2 Article: Measuring the things that matter. Data from Service Quality Measurement Group (SQM)3 Achieving First Call Resolution: The Ascent Group Benchmark Study, Dec 20064 Article: Measuring the things that matter. Data from Service Quality Measurement Group (SQM)

Callback Windows Callback Windows by Call Typeby Call Type

Call Type Callback Window

Billing 21 days

Collections 21 days

Outdoor Lighting 14 days

Power Outage 3 days

Escalation/Supervisor 7 days

Service Order 14 days

Based on the frequency distribution of callbacks within 30 days

Window of time determined by when the greatest number of callbacks occur

Billing Callbacks

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

90.00

100.00

1 2 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

Cu

m P

erce

nt

A power company

FCR Rate CalculationFCR Rate Calculation

Or, in other words…

79.2 % of contact centers consider FCR 79.2 % of contact centers consider FCR to be eitherto 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 etcActivity 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 Activity entered by the agentthe agent



Agent SurveyAgent 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

• 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 Cost of the call centercenter


5%

How do you save How do you save money?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.


The Equipment The Equipment

Copyright © 1997-2009 by T-Metrics, Inc.Only 5% of the call center cost

How to increase How to increase “First & Final”“First & Final”

RoutingRouting

• 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


What is Skills based What is Skills based routing?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.


Skills based routingSkills 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.



Why Skills based Why Skills based Routing?Routing?

FIRST & FINAL• Call resolution improves

• Reduce agent training time

• Increase job satisfaction and reduce turnover

• Faster Call processing time Labor

• Shorter call durations

• Skillsets are defined


• Reduce the number of calls in queue• Reduce the time in queue• Reduce agent talk time

How do you reduce the cost How do you reduce the cost of the network side?of the network side?


Long holding times?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.

12:00 12:01 12:02 12:03 12:04 12:05 12:06 12:07 12:08 12:09 12:10 12:11Queue Time Agent talk time

Abandons Retry Please stay on the line your call is important to us but your time

isn’t.


Informed QueueInformed 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.

• 12:00 12:01 12:02 12:03 12:04 12:05 12:06 12:07 12:08 12:09 12:10 12:11

welcome Queue Time Talk Time

Fewer abandoned

Fewer retries


Intelligent queueIntelligent 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.

• 12:00 12:01 12:02 12:03 12:04 12:05 12:06 12:07 12:08 12:09 12:10 12:11

Welcome Leave message Intelligent queue time Talk Time

Save toll chargesLess hardware Increase first & final


Benefits of Intelligent Queuing Benefits of Intelligent Queuing SolutionsSolutions

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%)

How do you know your call How do you know your call center isn’t working properly?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


NeverNever give out an agent give out an agent telephone numbertelephone 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


How do you know your call How do you know your call center isn’t working properly?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



Service Level AgreementsService Level Agreements

• 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.”

A good SLA helps the call center “promise what is possible to deliver” and “deliver what is promised”.

3 minute calls3 minute calls250 calls per ½ hour 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


Poor staffing means more ports

Why SLA’s are Why SLA’s are importantimportant

• 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



All the technology in the world All the technology in the world can’t replace staffingcan’t replace staffing

1 n ports

SLA -80% of calls answered in 20 seconds Average call duration 180 seconds 500 calls in the busy hour

PSTN500 callsIn one hour

Number of agents 34 31 30

Average speed of answer

13seconds

75 seconds

209seconds

SLA 100% 45% 24%

# of

Ports 6 16 35

DMS100


How do you control How do you control the people side?the people side?


• 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.

What counts as What counts as productivityproductivity

Total working timeTotal working time =--------------------------------------------------------------x 100% =--------------------------------------------------------------x 100%

Total time working and time availableTotal time working and time available

How do you measure How do you measure productivityproductivity

• 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!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 scaleEconomies 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 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 seconds3 seconds,

and employing only 14 agents gives a waiting time of only 13 seconds13 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).

http://www.cecconnect.org/added_value_sessions.htm

Relative gain of merging call Relative gain of merging call centers decreases as the size centers decreases as the size

increasesincreases

• 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 twotwo by two• =90 agents total

• 86 agents when we have one single call centerone 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 What cost can you control?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)


RROSSRROSS most calls most calls


ANDY ANDY spent more spent more time talkingtime talking


And

y ha

d th

e hi

ghes

t FC

R


• 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 callin queue

What should the supervisor What should the supervisor see?see?


Screen popScreen 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

55


Why Screen POP?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.

AssumptionsTelephone Line and Equipment Charges $ 0.08 per minute (Toll Free Calls)Personnel Charges at 85% Utilization $35,000 per yearWorkstation and System Administration $5,000 per year


0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

450,000

500,000

100

200

300

400

500

600

700

800

900

1000

1100

1200

1300

1400

1500

1600

1700

Calls per Hour -- One Shift

$

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

450,000

500,000

100

200

300

400

500

600

700

800

900

1000

1100

1200

1300

1400

1500

1600

1700

Calls per Hour -- One Shift

An

nu

al I

ncr

emen

tal

Do

llar

s S

aved

18 secs/call

12 secs/call

50 Agents @ 15 calls/hr = 750 calls/hourA 10% or 18 seconds savings on a 3 minute call yields an annual savings of $215,000 for a single shift call center

CTI $avings

Pick the KPI to showPick 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 Status duration Number of ACD calls per agent

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


Real-Time.

When wall board is minimized

informational messages will appear

a PC Interfacea PC Interfaceas a Wall Boardas a Wall Board


Supervisor Call Center Supervisor Call Center ManagementManagement

• 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.

Supervisor toolsSupervisor 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


Building the report Building the report should be easyshould be easy

• Select dates to report on

• Select skill(s) to report on

• Select category to report on

• Select type of report


Run the reportRun the report

TEXT

EXCEL

Graphical


Queue TimeQueue Time



Work Force ManagementWork Force Management

YEARLY VACATION VIEW

The yearly vacation planning view allows agents toplan or review their entire year’s vacation at aglance. Detail views are also available.© 2002 Pipkins, Inc

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

Comprehensive Reporting capability –e-mail, export, or schedule reports

Attendance Preferences

Vacation Planning

Budgeting

Agent Productivity Reporting

Problem resolutionProblem 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?


Appr

oxim

atel

y w

hat d

ay d

id y

ou c

all?

Wha

t tel

epho

ne n

umbe

r did

you

cal

l in

from

?

Problem resolutionProblem resolution


Abandoned callsAbandoned 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.



5 agents

If there was only one metric to measure a contact If there was only one metric to measure a contact center bycenter by

FCR FCR would be the measure to pick. 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 SatisfactionCaller 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


First &Final

First Call ResolutionFirst Call Resolution




Access TM2000 Information www.tmetrics.com

or

Call us at 704-525-5551

And ask for

Terry Dunigan

For More Information aboutFor More Information about

T-MetricsT-Metrics

http://www.tmetrics.com/

Date post:	17-Dec-2015
Category:	Documents
Upload:	ernest-taylor
View:	215 times
Download:	0 times

Copyright © 1997-2009 by T-Metrics, Inc.. What drives caller satisfaction? Copyright © 1997-2009by...

Documents