5 . Enhanced accountability . Track external tasks to improve project management , budget planning , and overall transparency .
Here ’ s the kicker . None of these benefits happen automatically . You must consistently measure and actively manage time utilization : or risk it managing you .
CONSISTENTLY MEASURE TIME UTILIZATION
Time utilization is measured using agent work states , which track what agents are doing throughout the day .
Consistency is key . Without standardizing the use of your work states , your data becomes unreliable , and efforts to improve efficiency fall flat . Here ’ s how to do it .
1 . Form a team . Involve agents , supervisors , and other stakeholders to get buy-in .
2 . List tasks . List every task that agents perform during a shift .
3 . Map tasks to work states . Use existing system categories ( e . g ., “ Available ,” “ After Call Work ”) and assign tasks appropriately .
4 . Refine with feedback . Share definitions with the team and adjust as needed .
5 . Train and launch . Provide training and a cheat sheet in your knowledge base ; set a go-live date .
6 . Motivate correct usage . Offer incentives for agents who use work states correctly .
BEST PRACTICES FOR OPTIMIZING WORK STATES
1 . Minimize “ Sign Off .” Unexplained non-productive time can skew data .
2 . Protect ACW . Reserve this state for tasks directly tied to customer interactions .
3 . Keep it simple . Too many work states confuse agents and complicate reporting .
4 . Monitor regularly . Periodically audit work state usage to ensure accuracy .
ONCE WORK STATES ARE IN PLACE , MONITOR AND REFINE THE SYSTEM TO ENSURE IT DELIVERS RESULTS .
ACTIVELY MANAGE TIME UTILIZATION
Once work states are in place , monitor and refine the system to ensure it delivers results . Here ’ s how .
1 . Set baselines . Identify your top performers and use their data to establish benchmarks .
2 . Analyze trends . Investigate when an agent ’ s or team ’ s performance deviates from the baseline .
3 . Coach strategically . Use data to tailor coaching sessions .
4 . Document special cases . Track unusual situations , like project work , to avoid skewed metrics .
5 . Balance efficiency and quality . Improvements should never compromise customer experience ( CX ).
ENGAGE YOUR TEAM AND EARN THEIR BUY-IN Agents may worry that time tracking is punitive , so it ’ s essential to address their concerns proactively .
1 . Frame it as a positive tool . Highlight how clear work state usage enhances both customer and agent experiences by streamlining workflows and reducing frustration .
2 . Incentivize good habits . Celebrate agents who use work states accurately with recognition , rewards , or small perks like tokens or shoutouts .
3 . Emphasize the big picture . Focus discussions on the benefits — like improving processes , right-sizing staffing , and saving costs — rather than making work states the sole focus .
FINAL TEST : ARE YOU READY ?
Here ’ s a quick reality check . Ask your team , “ If your headset starts getting staticky , what work state should you use to troubleshoot it ?”
If you get different answers , it ’ s time to revisit your work state definitions . Clarity is essential - both for metrics - and for ensuring your team knows how to handle common situations .
THE TAKEAWAY
Time utilization isn ’ t just about dollars and cents : it ’ s about creating a system where every second counts for your agents and your customers . By implementing clear work states , training your team , and focusing on continuous improvement , you ’ ll unlock a more efficient , productive , and happier call center .
Remember : It ’ s the simple things that often slip through the cracks . Address them now , and you ’ ll thank yourself later .
Kathryn ( Kay ) Jackson is an expert in the contact center industry . She is the co-founder of ResponseLearning , which she launched to provide organizations with consulting , training solutions , and knowledge-based products . She is on the forefront of simulation learning and knowledge-base management .
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