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Call Center Best Practices
The Road to World Class Performance!
MetricNet Best Practices Series

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Did you know? Industry data shows that organizations that conduct
benchmarking at least once a year are far more likely to achieve
world-class performance. In fact, there is a virtual 1:1
correspondence between organizations that perform benchmarking
on an annual basis, and those that achieve world-class performance.
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Session 107: Benchmark 2014: Global Results for Desktop Support
Wednesday, March 25, 2015 at 10:15am
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Customer Contact Imperative:
The Path to World-Class Performance!
Research Methodology:
Origins of the Best Practices Model
A Model for Best Practices:
Measure, Diagnose, Prescribe, Implement
A Call To Action:
Your Opportunity to Excel!
Today’s Agenda

Customer Contact Imperative:
The Path to World-Class Performance!
8

Growing importance of
customer contact!
Every
Company
Faces
Increasing
Pressure
from
Numerous
Sources
Industry
Consolidation
Increased Regulatory
Scrutiny (e.g. SOX)
The emergence of
virtual business
One-Stop Shopping
Shareholder pressure
Budgetary
constraints
Increasingly
demanding customers
Greater customer
choice and leverage
An Industry in Transition
•
•
•
•
•
•

 Customer expectation is that you
are available 24 X 7, and provide
flawless service, on demand!
 Yet most companies have minimal
direct contact with their customers
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
8760 Hours
Customer Contact
7 - 22 minutes/yr.
Moment of Truth Opportunity!
Customer Contact: A Critical Interface!

 Call center is a source of
value creation
 Customer contact is a
company and product
differentiator
 Replacement for traditional
brick & mortar facilities
 Stay ahead of customer
needs and expectations –
proactive!
 Goal is customer
enthusiasm, and product
differentiation
NEW PARADIGM
A Fundamental Shift
 Call center is a support
function
 Customer contact is a
necessary evil
 Supplement to traditional
bricks & mortar facilities
 Play catch up with
customer needs and
expectations – reactive!
 Goal is customer
satisfaction
OLD PARADIGM
Building a Service-Based Competitive Advantage!

12© MetricNet, LLC, www.metricnet.com 12

Call Centers Must Evolve to Survive
 Progression along this dimension is critical to success
 Call centers that stay in one place too long risk
obsolescence
 The most effective call centers continually strive to add
more value by moving to the right along this axis
 World-class call centers also have specific plans for how
they will continuously improve the quality of contact with
their customers
Customer needs
and
requirements
are evolving too
quickly
Continuously
differentiate the
underlying
products
supported
Staying ahead of
customer needs
and expectations
Competitors can
exploit any
complacency
marked by a call
center’s failure to
evolve
Support Stage Transitional Stage Strategic Stage

65%
30%
5%
Traditional customer
contact paradigm
The call center makes a shift
from following the customer to
leading the customer
The call center operates in a
non-traditional customer
contact paradigm – every
transaction adds value!
How Far Has Your Call Center Evolved?

Research Methodology:
Origins of the Best Practices Model
15

27 Years of Call Center Benchmarking Data
More than 3,000 Call Center Benchmarks
Global Database
30 Key Performance Indicators
Nearly 80 Industry Best Practices

Data Comes from a Variety of Call Centers
 More than 3,000 call centers worldwide
 From MetricNet’s Call Center Benchmarks
 Industries include
 Banks and financial services
 Telecommunications
 Health Care
 Hospitality
 Insurance
 Manufacturing
 Retail
 Transportation
 Utilities
 Best practices are relatively independent of industry
 At least 80% commonality from industry to industry

Characteristics of a World-Class Call Center
 Call center consistently exceeds customer expectations – regardless of the
transaction type
 Result is high levels of customer satisfaction
 Call quality is consistently high
 Business value is managed at or above industry average levels
 Cost per contact is below industry average levels
 Revenue generated is above industry average levels
 Telemarketing and Telesales
 Debt collections
 Call Center follows industry best practices
 Industry best practices are defined and documented
 Call Center follows industry best practices
 Every transaction adds value
 A positive customer experience
 Improves customer loyalty
 Creates positive brand awareness and switching costs

Cost per Contact
Quality
HigherLower
Higher
A World-Class Call Center
An “Average” Call Center
BEST-IN-CLASS
PERFORMANCE CURVE
AVERAGE PERFORMANCE CURVE
The World-Class Call Center Defined

POLLING QUESTION

A Model for Best Practices:
Measure, Diagnose, Prescribe, Implement!
21

4
3
2
1
Customer
Enthusiasm
A Simple Model for Call Center Excellence
Measure
Diagnose
Prescribe
Implement
Model
Component Description
1. Measure
Measure
performance on
an ongoing basis
2. Diagnose
Benchmark
performance and
conduct gap
analysis
3. Prescribe
Define actions to
close the gap
4. Implement
Implement your
action plan and
improve
performance

Measure Your Performance!
Model
1. Measure
Measure
performance on
an ongoing basis
2. Diagnose
Benchmark
performance and
conduct gap
analysis
3. Prescribe
Define actions to
close the gap
4. Implement
Implement your
action plan and
improve
performance
4
3
2
1
Customer
Enthusiasm
Measure
Diagnose
Prescribe
Implement

Two Types of Call Center Metrics
 Measures operational
efficiency and
effectiveness of the call
center
 Internally focused
 Metrics include:
 Cost per contact
 Customer satisfaction
 Speed of answer
 Agent utilization
 etc.
Operational
Metrics
Business
Effectiveness
 Measures the call center’s
effectiveness in supporting
the company’s business
mission
 Typically P&L or revenue
related
 Externally focused
 Metrics include:
 Sales $ per call center FTE
 Collections $ per call
center FTE
 Call Center operating
expense as a % of Call
Center revenue generated
Measure

Some Common Operational Metrics
 Cost per Contact
 Cost per Minute of Handle
Time
Cost Productivity
Service Level
Quality
Call HandlingAgent
 Average Speed of Answer
(ASA)
 Call Abandonment Rate
 % Answered in 30 Seconds
 Agent Utilization
 Contacts per Agent per
Month
 Agents as a % of Total
Headcount
 Customer Satisfaction
 Call Quality
 First Contact Resolution
Rate
 Agent Occupancy
 Agent Turnover
 Daily Absenteeism
 New Agent Training Hours
 Annual Training Hours
 Schedule Adherence
 Agent Tenure
 Agent Job Satisfaction
 Call Handle Time
 IVR completion rate
Measure
And there are hundreds more!!

Two Paradigms for Call Center KPI’s
The Historical Approach The Holistic Approach
Measurement
(75%)
Analysis
(15%)
Prescription
(7.5%)
Action
(2.5%)
Measurement
(5%)
Analysis
(20%)
Prescription
(30%)
Action
(45%)
IncreasingValue!
Measure

Operational Metrics: Which Ones Really Matter?
Measure
Read MetricNet’s whitepaper on Call Center Performance Metrics. Go to www.metricnet.com to get your copy!
 Cost per ContactCost
Productivity
Quality
Call Handling
 Agent Utilization
 First Contact Resolution Rate
Agent  Agent Job Satisfaction
Aggregate
 Cost vs. Quality
 Balanced Scorecard

Foundation Metrics: Cost vs. Quality
Measure
Lower Cost
Cost (Efficiency)
Quality(Effectiveness)
Top Quartile
Efficient and Effective
Lower Quartile
Middle Quartiles
Effective but not Efficient
Middle Quartiles
Efficient but not Effective
Your Call
Center
Peer Group
Higher Cost
Lower
Quality
Higher
Quality

Measure
The Balanced Scorecard
Step 1
Five critical
performance
metrics have been
selected for the
scorecard
Step 2
Each metric has been
weighted according to its
relative importance
Step 3
For each performance
metric, the highest and
lowest performance levels
in the benchmark are
recorded
Step 4
Your actual
performance for
each metric is
recorded in this
column
Step 5
Your score for
each metric is then
calculated: (worst
case – actual
performance) /
(worst case – best
case) X 100
Step 6
Your balanced score for each
metric is calculated: metric
score X weighting
29
Worst Case Best Case
Cost per Inbound Contact 25.0% $7.55 $3.33 $3.67 91.8% 23.0%
Customer Satisfaction 30.0% 75.7% 91.2% 89.0% 85.8% 25.7%
Agent Utilization 20.0% 47.5% 70.9% 66.1% 79.3% 15.9%
Agent Job Satisfaction 15.0% 53.0% 93.3% 76.8% 59.1% 8.9%
% of Calls Answered in 20 Seconds 10.0% 23.7% 75.3% 44.1% 39.5% 3.9%
Total 100.0% N/A N/A N/A N/A 77.4%
Balanced
Score
Your Actual
Performance
Metric
Score
Performance RangeMetric
WeightingPerformance Metric

0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
9 XYZ 17 6 10 5 16 20 4 2 13 1 11 8 7 19 14 12 18 21 15 3
Call Center
CallCenterBalancedScores
Balanced Scorecard Summary*
*The scores shown in the chart are based upon the performance metrics, weightings, and data ranges shown on the previous page.
High 78.2%
Average ----- 49.3%
Median 48.1%
Low 30.8%
XYZ 77.4%
Call Center Scores
Key Statistics
Measure

*
Sample Only
40%
45%
50%
55%
60%
65%
70%
75%
80%
85%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
CallCenterBalancedScore
12 Month Average Monthly Score
Track and Trend Performance Using the Scorecard
Measure

Business Effectiveness Metrics
 Business effectiveness metrics are highly dependent upon the
services you are offering
 No “standard” set of measures
 Generally related to product sales, customer retention, and revenue
production and/or recovery
 Lots of room for creativity
 Business effectiveness often trumps operational effectiveness
 Reflects a focus on revenue growth and recovery
 Allows some “sloppiness” on the operational side if the call center
 “Crossover Metrics”
 Cover both operational and business effectiveness
 Operating cost as a % of revenue generated is common
Measure

Some Common Business Effectiveness Metrics
 Cross-sell/upsell conversion rate (%)
 Number of Payment plans establishedCredit Card
Lending
Cable
Television
Telecom
Services
 Number of loans originated
 Average loan size and duration
 Number of Appointments scheduled
 Product count for new accounts
 Percent of billing inquiries resolved
 Customer cross-sell/upsell percentage
Retirement
Products
 Rollover IRA conversion rate (%)
 Number of Variable annuity accounts opened
Measure
Collections
 Average Balance Saved (ABS)
 Promises kept (%)

Question & Answer

Benchmark Your Performance!
Model
1. Measure
Measure
performance on
an ongoing basis
2. Diagnose
Benchmark
performance and
conduct gap
analysis
3. Prescribe
Define actions to
close the gap
4. Implement
Implement your
action plan and
improve
performance
4
3
2
1
Customer
Enthusiasm
Measure
Diagnose
Prescribe
Implement

Your Call Center
Performance
Performance of
Benchmarking Peer
Group
Determine How
Best in Class
Achieve Superiority
Adopt Selected
Practices of
Best in Class
Build a Sustainable
Competitive
Advantage
The ultimate
objective of
benchmarking
COMPARE
Diagnose
The Benchmarking Methodology
Read MetricNet’s whitepaper on Call Center Benchmarking. Go to www.metricnet.com to receive your copy!

Cost per Contact
Quality
HigherLower
Higher
AFTER BENCHMARKING
STARTING POINT: BEFORE
BENCHMARKING
BEST-IN-CLASS
PERFORMANCE CURVE
AVERAGE PERFORMANCE CURVE
The Goal of Benchmarking
Diagnose

POLLING QUESTION

Benchmarking Performance Summary
Read MetricNet’s whitepaper on Benchmarking Peer Group Selection. Go to www.metricnet.com to get your copy!
Sample Data Only! Not Intended for Benchmarking Purposes!
Diagnose
Average Min Median Max
Cost/Contact $28.17 $22.96 $6.59 $22.56 $38.44
First Level Resolution Rate 59.0% 81.0% 59.0% 83.0% 88.0%
Contacts/Agent-Month 429 504 373 487 699
Agent Utilization 46.7% 53.1% 25.9% 53.9% 71.1%
Average Speed of Answer (ASA) in seconds 18 45 12 34 187
Percent Answered in 30 Seconds or Less 86.6% 72.1% 36.5% 71.3% 100.0%
Call Abandonment Rate 2.9% 8.1% 1.4% 7.6% 25.2%
Call Quality 68.4% 79.9% 43.8% 75.8% 94.5%
Customer Satisfaction 63.0% 79.0% 41.9% 75.5% 96.6%
Annual Agent Turnover 29.5% 31.7% 1.7% 26.4% 94.0%
Daily Absenteeism 19.2% 13.2% 0.1% 13.0% 29.8%
New Agent Training Hours 36 79 20 69 241
Ongoing Agent Annual Training Hours 12 34 0 20 130
Agent Satisfaction (% satisfied or very satisfied) 71.0% 75.4% 33.8% 70.1% 94.5%
Agents as a Percent of Total FTE's 77.9% 70.5% 57.1% 69.3% 88.4%
Contact Handle Time (min:sec) 12:41 11:18 2:47 9:34 19:55
First Contct Resolution Rate 51.3% 71.2% 45.4% 67.8% 94.1%
IVR Completion Rate 6.7% 22.0% 0.0% 18.9% 44.8%
Agent
Call Handling
Cost
Productivity
Service Level
Quality
Metric
Type Key Performance Indicator (KPI)
Your
Score
Peer Group

The Foundation Metrics: Cost and Quality
Cost/Contact
(Efficiency)
Customer Satisfaction
(Effectiveness)
Diagnose

Agent Utilization and First Contact Resolution Rate
Cost/Contact Customer Satisfaction
Agent
Utilization
First Contact
Resolution
Diagnose

Agent Utilization Drives Cost per Contact
$0
$5
$10
$15
$20
$25
$30
$35
$40
$45
20% 30% 40% 50% 60% 70% 80%
Agent Utilization
CostperContact
Diagnose

Agent Utilization Defined
Agent
Utilization
((Average number of inbound calls handled by an agent in a month) X (Average inbound handle time in minutes) +
(Average number of outbound calls handled by an agent in a month) X (Average outbound handle time in minutes))
(Average number of days worked in a month) X (Number of work hours in a day) X (60 minutes/hr)
 Agent Utilization is a measure of actual time worked by agents in a month,
divided by total time at work during the month
 It takes into account both inbound and outbound contacts handled by the agents
 But it does not make adjustments for sick days, holidays, training time, project
time, or idle time
=
Diagnose

Example: Call Center Agent Utilization
 Inbound Contacts per Agent per Month = 375
 Outbound Contacts per Agent per Month = 225
 Average Inbound Contact Handle Time = 10 minutes
 Average Outbound Contact Handle Time = 5 minutes
Agent
Utilization
((375 Inbound Contacts per Month) X (10 minutes) + (225 Outbound Contacts per Month) X (5 minutes)
(21.5 working days per month) X (7.5 work hours per day) X (60 minutes/hr)
= =
50.4%
Agent
Utilization
Agent
Utilization
((Average number of inbound Contacts handled by an Agent in a month) X (Average inbound handle time in minutes) +
(Average number of outbound Contacts handled by an Agent in a month) X (Average outbound handle time in minutes))
(Average number of days worked in a month) X (Number of work hours in a day) X (60 minutes/hr)
=
Diagnose

First Contact Resolution Drives Customer Satisfaction
20%
40%
60%
80%
100%
20% 40% 60% 80% 100%
First Contact Resolution
CustomerSatisfaction
Diagnose

Service Levels: ASA and Abandonment Rate
Agent
Utilization
First
Contact
Resolution
Scheduling
Efficiency
Service Levels:
ASA and AR
Diagnose

ASA Drives Cost per Contact
$0.00
$5.00
$10.00
$15.00
$20.00
$25.00
$30.00
$35.00
$40.00
0 50 100 150 200 250
Average Speed of Answer (sec)
CostperContact
Diagnose

Call Abandonment Rate Also Drives Cost per Contact
$0.00
$5.00
$10.00
$15.00
$20.00
$25.00
$30.00
$35.00
$40.00
$45.00
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%
Call Abandonment Rate
CostperContact
Diagnose

ASA vs. Customer Satisfaction
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
0 5% 10% 15% 20%
ASA as a % of Total Handle Time
Diagnose

Call Abandonment Rate vs. Customer Sat
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
0.0% 5.0% 10.0% 15.0% 20.0% 25.0%
Call Abandonment Rate
Diagnose

Training Hours Impact First Contact Resolution Rate
Agent
Utilization
First
Contact
Resolution
Training Hours
Scheduling
Efficiency
Service Levels:
ASA and AR
Diagnose

New Agent Training Hours vs. First Contact Resolution
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0 50 100 150 200 250 300 350
New Agent Training Hours
FirstContactResolutionRate
Diagnose

Annual Agent Training vs. First Contact Resolution
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0 20 40 60 80 100 120 140
Annual Agent Training Hours
FirstContactResolutionRate
Diagnose

Agent Satisfaction
Agent
Utilization
First
Contact
Resolution
Agent
Satisfaction
Absenteeism/
Turnover
Scheduling
Efficiency
Service Levels:
ASA and AR
Diagnose

Agent Satisfaction Impacts Customer Satisfaction
20%
30%
40%
50%
60%
70%
80%
90%
100%
50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%
Agent Satisfaction
Diagnose

Agent Satisfaction Drives Agent Turnover
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%
Agent Satisfaction
AnnualTurnover
Diagnose

POLLING QUESTION

Cause and Effect of Primary KPI’s
Agent
Utilization
First
Contact
Resolution
Agent
Satisfaction
Training Hours
Absenteeism/
Turnover
Scheduling
Efficiency
Service Levels:
ASA and AR
Diagnose

Training Hours Drive Agent Satisfaction
40%
50%
60%
70%
80%
90%
100%
0 20 40 60 80 100 120 140
Annual Agent Training Hours
AgentSatisfaction
Diagnose

A Summary of the Major KPI Correlations
Agent
Utilization
First
Contact
Resolution
Agent
Satisfaction
Coaching Career Path Training Hours
Call
Quality
Handle
Time
Agents/
Total FTE’s
Absenteeism/
Turnover
First Level
Resolution
Scheduling
Efficiency
Service Levels:
ASA and AR
Diagnose

Benchmarking Performance Summary
Sample Data Only! Not Intended for Benchmarking Purposes!
Diagnose
Average Min Median Max
Cost/Contact $28.17 $22.96 $6.59 $22.56 $38.44
First Level Resolution Rate 59.0% 81.0% 59.0% 83.0% 88.0%
Contacts/Agent-Month 429 504 373 487 699
Agent Utilization 46.7% 53.1% 25.9% 53.9% 71.1%
Average Speed of Answer (ASA) in seconds 18 45 12 34 187
Percent Answered in 30 Seconds or Less 86.6% 72.1% 36.5% 71.3% 100.0%
Call Abandonment Rate 2.9% 8.1% 1.4% 7.6% 25.2%
Call Quality 68.4% 79.9% 43.8% 75.8% 94.5%
Customer Satisfaction 63.0% 79.0% 41.9% 75.5% 96.6%
Annual Agent Turnover 29.5% 31.7% 1.7% 26.4% 94.0%
Daily Absenteeism 19.2% 13.2% 0.1% 13.0% 29.8%
New Agent Training Hours 36 79 20 69 241
Ongoing Agent Annual Training Hours 12 34 0 20 130
Agent Satisfaction (% satisfied or very satisfied) 71.0% 75.4% 33.8% 70.1% 94.5%
Agents as a Percent of Total FTE's 77.9% 70.5% 57.1% 69.3% 88.4%
Contact Handle Time (min:sec) 12:41 11:18 2:47 9:34 19:55
First Contct Resolution Rate 51.3% 71.2% 45.4% 67.8% 94.1%
IVR Completion Rate 6.7% 22.0% 0.0% 18.9% 44.8%
Agent
Call Handling
Cost
Productivity
Service Level
Quality
Metric
Type Key Performance Indicator (KPI)
Your
Score
Peer Group
Read MetricNet’s whitepaper on Benchmarking Peer Group Selection. Go to www.metricnet.com to get your copy!

Prescribe Actions to Close the Gap!
Model
1. Measure
Measure
performance on
an ongoing basis
2. Diagnose
Benchmark
performance and
conduct gap
analysis
3. Prescribe
Define actions to
close the gap
and improve
performance
4. Implement
Implement your
action plan
4
3
2
1
Customer
Enthusiasm
Measure
Diagnose
Prescribe
Implement

Best Practices: Performance Measurement
Prescribe
Performance Measurement:
Best Demonstrated Practices
Affected KPI’s
Cost/Call
CustomerSat
Utilization
FirstCallRes
CallQuality
HandleTime
Turnover
Business
Effectiveness
Metrics, goals,
diagnosis and
accountability
Performance metrics and goals drive individual accountability and
facilitate diagnosis of performance strengths, issues, gaps and call
quality improvements.
Cost and
customer
satisfaction
Cost and customer satisfaction results measure efficiency and
effectiveness, and are two critical indicators for call center
operations.
Formal
measurements
& performance
compliance
Performance measurement is a rigorous discipline assigned to a
particular individual or individuals in the call center to ensure
service level compliance and consistency in the delivery of
customer service .
Balanced
scorecard
A balanced scorecard provides an aggregate measure of call
center performance.
Management
Reporting
Reporting is targeted and timed to have maximum impact on key
individuals and stakeholder groups in the company.

Human Resources:
Affected KPI’s
Cost/Call
CustomerSat
Utilization
FirstCallRes
CallQuality
HandleTime
Turnover
Business
Effectiveness
Recruit-
ment
Recruiting is a rigorous and holistic process that measures specific
agent competencies, and matches those competencies to the needs
of the call center.
Training
Rigorous and formalized training is available for both new and
seasoned agents. Training is customized to meet the needs of each
agent, and is designed to meet the strategic goals of the call center.
Career
Pathing
Career paths have been formalized and documented, and often
include vertical as well as lateral promotion opportunities.
Performance levels required for advancement are clearly articulated.
Agents are encouraged to take charge of their own career and skills
development.
Retention
Formal strategies are employed to maximize employee retention.
These strategies are designed to improve employee job satisfaction
and loyalty, thereby maximizing agent morale and minimizing
turnover.
Coaching
and
Feedback
Call center management demonstrates commitment to continuous
improvement by conducting frequent, one-on-one coaching to each
agent, and by providing specific suggestions for improvement and
setting attainable goals.
Perform-
ance
Standards
Call center agents are held accountable for minimum performance
standards with incentives for surpassing, and disincentives for falling
short of the standard. Performance goals cover both quality and
productivity.
Best Practices: Human Resources
Prescribe
65

Best Practices: Call Handling Practices
Prescribe
Call Handling Practices:
Affected KPI’s
Cost/Call
CustomerSat
Utilization
FirstCallRes
CallQuality
HandleTime
Turnover
Business
Effectiveness
Standardization
Call handling processes are repeatable and standardized, while
still allowing for agent judgment and experience.
Call Volume
Management
Call handling strategies, such as call reduction through “Load
Shedding,” call “Channeling,” forecasting and aggressive staffing
strategies are utilized to predict and proactively handle the
variance in call volumes.
Measurement
Management
Call centers must aggressively pursue and identify meaningful
performance indicators, measure and report against them and
analyze the results for significant trend analysis.
Continuous
Improvement
Call center has a true culture of excellence through continuous
improvement in the delivery of customer services.
Customer-
Centricity
Improved customer satisfaction, accessibility and usability are the
primary design drivers in the call center.

Best Practices: Technology
Prescribe
Technology:
Affected KPI’s
Cost/Call
CustomerSat
Utilization
FirstCallRes
CallQuality
HandleTime
Turnover
Business
Effectiveness
Technology
Hierarchy
Technology enhances the speed and quality of each transaction.
It supplements people and process, but does not replace them.
Strategic
Alignment of
Technology
Call center technology is consistent with, and supports the
strategies of the call center and the enterprise overall.
Vendor
Management
Vendors are actively managed to ensure the adoption of
appropriate technology, and good value in technology
purchases. The buyer drives the vendor relationship.
Call
Management
Customer Tools
The call center and its agents have access to real-time tools that
optimize call flow management, call logging and tracking to
achieve resolution.
Knowledge
Management
Knowledge capture and customer history are used to enhance
the value of each customer interaction .

Implement Your Action Plan!
Model
1. Measure
Measure
performance on
an ongoing basis
2. Diagnose
Benchmark
performance and
conduct gap
analysis
3. Prescribe
Define actions to
close the gap
4. Implement
Implement your
action plan and
improve
performance
4
3
1
Customer
Enthusiasm
Measure
Diagnose
Prescribe
Implement
2

The Key to Improvement is to Take Action!
 Call Center Best Practices is a Holistic Discipline
 Near Term Goal Improved Performance
 Ultimate Goal World-Class Performance
 The Key to Getting Results is to Take Action!
Implement

Create a
balanced
scorecard
Document
agent career
path options
Define agent
performance
standards
Implement
call
monitoring
Now Implement Your Action Plan!
Implement
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Document
call handling
standards
Begin
customer sat
surveys
Establish root
cause anal-
ysis program
Rewrite IVR
menus

High
Med
Low
URGENCY
RELATIVECOST
RELATIVE IMPACT HigherLower
Higher
10
1
6
8
9
4
Prioritizing Your Action Plan
Implement
2
5
3
7

And Establish Performance Goals
DOMAIN
PERFORMANCE
METRIC
CURRENT
PERFORMANCE
PERFORMANCE
GOAL
Cost per Contact $27.90 $21.00
Customer
satisfaction
71% 80%
Agent Utilization 49% 60%
First contact
resolution
61% 70%
Agent Satisfaction 56% 75%
HELP DESK
Balanced Score 52% 70%
Customer
satisfaction
By individual 85%
Number of contacts
handled per month
By individual 650
Call quality By individual 90 out of 100
AGENT
First Contact
Resolution
By individual 75%
 Define KPI’s to track
and trend
 Measure baseline
performance
 Establish “stretch”
goals for each KPI
 Measure
performance at least
monthly
 Post performance
trends and
periodically reset
goals
Implement
Call Center

Implement
The CSR Scorecard
Worst Case Best Case
Inbound Contacts Handled 25.0% 350 550 447 48.7% 12.2%
Customer Satisfaction 20.0% 60.0% 95.0% 90.0% 85.7% 17.1%
Technician Utilization 15.0% 30.0% 60.0% 41.5% 38.4% 5.8%
First Contact Resolution Rate 15.0% 60.0% 90.0% 85.0% 83.3% 12.5%
Teamwork 10.0% 1 5 4 75.0% 7.5%
Initiative 10.0% 1 5 3 50.0% 5.0%
Mentoring 5.0% 1 5 5 100.0% 5.0%
Total 100.0% N/A N/A N/A N/A 65.1%
Metric
Score
Balanced
ScorePerformance Metric
Metric
Weighting
Benchmark
Performance Range Your Actual
Performance
Step 1
Seven critical
performance
metrics have been
selected for the
scorecard
Step 3
For each performance
metric, the highest and
lowest performance levels
in the benchmark are
recorded
Step 4
The technician’s
actual performance
for each metric is
recorded in this
column
Step 5
The technician’s score
for each metric is then
calculated: (worst
case – actual
performance) / (worst
case –best case) X
100
Step 6
The technician’s balanced score
for each metric is calculated:
metric score X weighting
Step 2
Each metric has been
weighted according to its
relative importance
73

Monthly Agent Performance Postings
Sep Aug Jul Jun May Apr
11 1 95.8% 98.0% 97.1% 95.7% 98.3% 97.3% 97.0%
32 2 92.8% 92.1% 90.3% 89.3% 84.6% 92.2% 90.2%
21 3 91.5% 88.5% 83.2% 94.0% 93.7% 93.5% 90.7%
35 4 91.0% 86.8% 85.2% 78.5% 80.5% 68.2% 81.7%
14 5 89.5% 89.1% 90.0% 90.1% 92.3% 92.1% 90.5%
26 6 83.8% 84.4% 90.2% 86.5% 77.8% 63.9% 81.1%
25 7 83.0% 73.6% 81.9% 72.1% 84.8% 87.9% 80.5%
15 8 70.4% 66.6% 53.3% 56.3% 56.6% 39.0% 57.0%
20 9 64.9% 66.5% 70.1% 56.9% 40.9% 72.7% 62.0%
31 10 62.3% 47.4% 22.7% 38.4% 26.0% 93.0% 48.3%
16 11 61.0% 62.8% 54.5% 45.9% 41.7% 62.7% 54.8%
17 12 57.9% 42.1% 32.3% 71.6% 60.3% 60.3% 54.1%
33 13 56.8% 75.5% 64.8% 80.3% 79.7% 73.5% 71.8%
13 14 52.2% 34.9% 61.0% 52.8% 58.9% 48.7% 51.4%
24 15 48.9% 66.7% 86.9% 87.7% 83.6% 74.5% 74.7%
28 16 46.4% 45.5% 19.3% 40.3% 28.8% 32.4% 35.4%
27 17 43.7% 26.5% 31.5% 24.3% 22.2% 17.2% 27.6%
19 18 41.5% 28.4% 50.1% 48.1% 71.1% 81.0% 53.4%
23 19 39.1% 52.3% 57.1% 86.4% 87.7% 88.9% 68.6%
22 20 36.8% 18.7% 19.3% 52.9% 66.4% 64.3% 43.1%
12 21 36.6% 43.2% 33.1% 65.7% 69.0% 86.0% 55.6%
30 22 36.3% 22.6% 23.5% 85.8% 81.5% 70.3% 53.3%
29 23 34.1% 44.9% 50.2% 28.3% 48.9% 36.9% 40.5%
34 24 33.4% 37.9% 23.1% 21.7% 29.7% 22.6% 28.0%
18 25 32.6% 68.4% 80.4% 88.4% 83.8% 91.6% 74.2%
59.3% 58.5% 58.0% 65.5% 66.0% 68.4% 62.6%
Monthly
Ranking
Monthly Average
Technician
Number
Monthly Scorecard Performance Six Month
Average
Implement
Agent

A Call to Action:
Your Opportunity to Excel!
75

A Mandate for Action!
Four Simple Steps
1. Measure
2. Diagnose
3. Prescribe
4. Implement
4
3
2
1
Customer
Enthusiasm
Measure
Diagnose
Prescribe
Implement

1. Start by Measuring Your Performance
1. Begin measuring
your performance
on an ongoing
basis
 Operational metrics
 Business
effectiveness
metrics
 The 80/20 Rule:
Less is More!
Measure
4
3
2
1
Customer
Enthusiasm
Measure
Diagnose
Prescribe
Implement

2. Now Benchmark Your Call Center
Diagnose
4
3
2
1
Customer
Enthusiasm
Measure
Diagnose
Prescribe
Implement
2. Benchmark your call
center performance
 Benchmark vs. peers
 Select an appropriate
peer group
 Use metrics identified in
this webcast
 Identify performance
gaps
 Diagnose the underlying
drivers of the
performance gaps

3. Develop an Action Plan Based on Results
3. Develop a simple action
plan
 Based on gap analysis…
 And call center best
practices
 Short list of “low hanging
fruit”
 Do what’s realistic in the
near term
 Every action should
reduce costs, improve
customer satisfaction, or
enhance revenue
production
Prescribe
4
3
2
1
Customer
Enthusiasm
Measure
Diagnose
Prescribe
Implement

4. Now, Put Your Plan Into Action!
4. Implement your
action plan!
 Build buy-in from the
start
 Assign ownership/
accountability
 Monitor progress over
time
 Expect positive,
measurable change!
Implement
4
3
1
Customer
Enthusiasm
Measure
Diagnose
Prescribe
Implement
2

The Bottom Line on Call Center Best Practices
 The Call Center is now being managed as a strategic asset within the
enterprise
 One that can differentiate the company’s products and services…
 Drive customer loyalty and switching costs…
 And create a Competitive Advantage for the enterprise
 Strategic Call Centers have a number of success factors in common
1. Call center is viewed and managed strategically, as a source of competitive
advantage
2. They understand what it means to be World-Class
3. They seek to add value on every transaction, thereby creating Customer
Enthusiasm
4. Use performance metrics diagnostically
5. Benchmark their performance annually
6. Invest in technician training, coaching, and career pathing
7. They have a bias towards action: Continuous Improvement!

Six Ideas to Get You Started!
4
3
2
1
Customer
Enthusiasm
Measure
Diagnose
Prescribe
Implement
4. Register for Future
MetricNet Webcasts
1. Visit MetricNet at HDI 2015
Next Month
2. Visit Our Website and
Become a Free Member
5. Browse MetricNet’s
Resource Library
6. Participate in a MetricNet IT
Support Benchmark
3. Connect with MetricNet on
Social Media
Six Opportunities
to Get Started!

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“

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Question and Answer
Call Center Best Practices

Thank You!
We look forward
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About MetricNet:
Your Benchmarking Partner
95

Your Presenter: Jeff Rumburg
© MetricNet, LLC, www.metricnet.com© MetricNet, LLC, www.metricnet.com
 Co Founder and Managing Partner,
MetricNet, LLC
 Winner of the 2014 Ron Muns
Lifetime Achievement Award
 Former CEO, The Verity Group
 Former Vice President, Gartner
 Founder of the Service Desk
Benchmarking Consortium
 Author of A Hands-On Guide to
Competitive Benchmarking
 Harvard MBA, Stanford MS

Benchmarking is MetricNet’s Core Business
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Nearly 80 Industry Best Practices

Meet a Sampling of Our Clients
MetricNet Conducts benchmarking for call centers worldwide,
and across virtually every industry sector.

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