CONTACT CENTER LEADERS AND REPRESENTATIVES ARE FOCUSED ON METRICS , SO ENSURING THE RIGHT OUTCOMES ARE DEFINED IS CRITICAL ...
CONTACT CENTER METRICS
CONTACT CENTER LEADERS AND REPRESENTATIVES ARE FOCUSED ON METRICS , SO ENSURING THE RIGHT OUTCOMES ARE DEFINED IS CRITICAL ...
“ call centers / cost centers ” would shift to “ contact centers ,” and opportunities to improve outcomes for both our customers and our company ( SEE FIGURE 2 ) - I would have never believed you .
Agents handling more complex topics shift KPIs from expense-oriented metrics , like AHT and CPH to customer-first ones like FCR and sentiment analysis .
CSAT scores remain a crucial measure of success , reflecting how satisfied customers are with the service received . CSAT remains an important metric for almost 75 % of customer service leaders ( Source : Hubspot Annual State of Service in 2022 ).
However , the contact center scorecard also looks different as our industry has evolved . NPS measures customer loyalty and satisfaction by asking customers how likely they are to recommend the company to others . This metric has been driven at an individual contributor level in the past five years .
Over time , customers ’ needs have shifted , and they are more discerning than ever . Data tells us customers want three things :
1 . Ease of doing business ( respect their time ).
2 . Issue resolution . 3 . Professional / caring interactions .
The key to driving these outcomes is measuring the right drivers . Contact center leaders and representatives are focused on metrics , so ensuring the right outcomes are defined is critical to the success of any organization .
If you had told me a few years ago that AHT and Hold Time were going to morph into CSAT and Sentiment Analysis , our
Year-by-year and minute-by-minute , the contact center world is being reshaped by technology , our metrics are becoming much more sophisticated , and our frontline employees are becoming some of the most important resources . The good news is that we are armed with the right tools and ready to meet the challenge .
Dina is responsible for the operations of Ulysses Learning and serves as the chief client executive , working with Fortune 100 clients and other progressive organizations to redefine the way customers are cared for . Before joining Ulysses Dina was responsible for starting up two contact centers and later was a call center consultant .
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