Daigami With a positive output, because contact centres that use this standard are considered to be very customer-friendly. Do you recognize the practical explanation or do you have more suggestions? As a consequence, customers are approached and helped in a consistent manner. Each of these standarde can quickly take an organization to high performance and process maturity. COPC standards You have entered an incorrect email address! The committee meets twice annually.
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However, this can have a negative impact on service quality. So, here are two ways to lower AHT that will not influence service quality. Create Cheat Sheets to Streamline Calls Often, the contact centre will find that its advisors use different methods to elicit the same information from their customers.
This is both in terms of call-handling techniques and system navigation. By analysing these methods, the contact centre can put together cheat sheets that encourage advisors to use the method that has best impact on Customer Satisfaction CSat and proves the most efficient. This tip was given to us by Mark, one of our readers, and is also part of our article: 49 Tips for Reducing Average Handling Time 2. Record All Calls to Find Training Issues Recording all calls will enable the contact centre to pay special attention to both long and short calls to identify if there has been a training issue.
Understanding the reasons behind high hold and after-call work times will provide better insight into managing the handling time. The key to AHT is quality. If the contact centre ensures that its advisors are providing a quality service, AHT will take care of itself. However, there are many different ways to measure FCR, and percentages will likely change depending on the method you use.
This makes it impossible to accurately benchmark FCR across the contact centre. Also, as soon as there is a slight difference in channel mix, the metric becomes even more difficult to compare because there is a completely new set of circumstances to think about.
Find Individual FCR Rates for Different Call Reasons If a contact centre were to create an individual score for each of its top ten contact reasons, it would gain more actionable insight. This is because the contact centre can get more of an indication as to which call reasons advisors are struggling to handle and which are causing the most trouble for customers to come to terms with. Once this becomes clear, the contact centre can focus on those call reasons by improving advisor process guides, improving website navigation and so on, in an bid to focus their efforts on where best to boost FCR rates.
If the contact centre were to have a strategy in place that passed customers through to the most appropriate advisor, the chances of FCR will likely improve greatly. For example, a customer with an overdue account would be passed through to an advisor in the payments department.
However, there are contact centres that are willing to let customers wait a little longer in the queue, to focus on giving them the best possible service once they reach an advisor. Service Levels Across Channels While we have highlighted the traditional service level for the voice channel, what about the conventional service levels for other contact centre channels?
Here is a list of the conventional service levels of six other contact centre channels. Take on the Most Challenging Part of the Day First Be aware of that period where the projected contact volumes are at their very worst by ensuring that the contact centre has a proactive view of the day ahead.
Instead, use the time afforded by the proactive view of the day to consider contact deflection solutions, IVR messaging and channel prioritisation. If the proposed solution makes things better across five channels but will result in two weeks of pain in the back-office area, consider another solution!
This is according to our research, which is highlighted below. Two Ways to Surpass This Standard 1. Run Peer Feedback Sessions Most contact centres would do more random scoring of calls, but they struggle to find the time for call analysts to do so.
This often leads contact centres to ask the team to score the calls of one another. One particularly good way to do this is to get a team member to quality score calls every week and give their peer feedback.
The contact centre should then rotate the role, meaning that a different advisor from each group of 8—12 advisors would take up the role the following week. Then, after 8—12 weeks, the first advisor would score calls again. This initiative is a great way to build a culture of coaching, as is further discussed in our article: How to Create a Coaching Culture in the Contact Centre 2. Interaction analytics allows contact centres to do this.
The presence of certain language, and other key metrics, are combined into a scorecard that measures various performance indicators, such as: advisor quality, customer satisfaction, emotion and compliance risk. By automating scorecards, the contact centre can provide accurate and objective feedback to advisors, so they can improve their own quality. Scorecards can also be used by supervisors to personalise training and coaching for advisors to improve quality further.
But below zero is an indicator that the company needs to start understanding and improving customer satisfaction levels. While this is considered to be the industry standard, NPS scores can vary greatly from business to business, with figures ranging from to Focus on What Detractors Are Saying Focusing on the factors of customer service that are constantly repeated by detractors is a key priority. This is because they may not only be giving the brand a bad reputation, but having a detractor-led focus makes it easier to find areas of failure demand and unnecessary operational costs.
There may also be a chance that the organisation as a whole may be attracting the wrong type of customers, whose needs they may not be able to satisfy. Detractor feedback may be able to highlight this. But remember that detractor feedback should be collected to guide strategies that help to drive improvements in NPS. Avoid Working in Silos — Where Possible If a customer calls with various different issues, contact centres should allow an advisor to handle as many of these queries as possible, without transferring to another department.
Customers who have already got through to the contact centre will find further delays more irritating and will be less likely to accept prolonged hold and queue times. This will damage satisfaction and consequently lower the chances of a customer reference. However, the average figure that is entered into our Erlang Calculator is Provide Advisors With Access to Their Own Performance Statistics Increase Productivity One way to improve productivity would be to give advisors access to quality scores, or other relevant metrics results, directly to their desktops.
If you do this, advisors can not only receive direct feedback on how they can improve performance, but it may also inspire the team to be more productive and boost their scores — especially if incentives are linked to their results. Try Out an Annualised Hours Scheduling System Lowering Absenteeism If an annualised hours scheduling system is implemented in the most effective way, contact centres can limit overtime costs, reduce the cost of temporary resources and reduce absenteeism.
It also helped to lower attrition. According to our Erlang Calculator, the average percentage for occupancy in the contact centre is However, there are many Erlang Calculators that do not account for occupancy, meaning that contact centre staff could be significantly over-utilised. While some Erlang Calculators only account for service level, meaning that there are still enough advisors to answers the forecast number of calls, occupancy ensures that the team are not being overworked, as highlighted below.
This can be a significant factor in maintaining morale. This is an example of how our online Erlang Calculator calculates the number of call centre advisors needed. Train Advisors to Handle Calls Across More Than One Channel Whatever system the contact centre uses, unexpected peaks and troughs in call volumes can be a big problem and can cause occupancy to swing either way.
When occupancy is too high, advisors are overburdened. Yet, when occupancy is too low, the team will have little to do, meaning that the contact centre is essentially wasting money. Also, when occupancy dips lower than expected, this could be the best opportunity the contact centre has to encourage advisors to use e-learning, handle back-office queries and so forth.
To find out more about this metric, read our article: How to Calculate Occupancy Which other metrics have you noticed to have a particular industry standard? Please let us know in an email to Call Centre Helper.
What Are the Industry Standards for Call Centre Metrics?
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