10 Metrics CEO’s Should Know About Their Call Centers

Introduction

Many organizations strive to ensure quality control and management in their operations. Based on that, most companies have incorporated call centers as a way of improving the customers’ experience and satisfaction. According to Jouini et al. (2011), call centers can be either outsourced or just in-house. Besides, a call center links a customer with a company at a first level company. The center can also contribute to the total profits of a company through cost reduction. Therefore, CEOs have to ensure regular, effective, and extensive performance monitoring of a call a center. There are various metrics a CEO should be aware of when measuring the performance of a call center, as discussed below.

Call Center metrics

CEOs should be aware of the following metrics:

  1. Service level – According to Brown (2010), a service level is the number of calls received within a predetermined number of specific seconds. Most companies strive to use the 80/20 method whereby a customer agent is required to receive 80% of the calls with 20 seconds. This is a very important metric as it helps in determining the number of executives needed.
  2. Schedule adherence – CEOs should ensure they are aware of the time an agent spends working in comparison to their paid time. Assessing an individual’s adherence rate is very important as it helps analyze the staff’s performance and how effective he or she is within that center.
  3. Abandon rate – according to Jouini et al. (2013), abandon rate is the number of calls that are hanged up before they are connected to an agent. The abandonment rate is linked to an agent’s speed to receive calls. Abandoning calls can lower sales opportunities as a result of poor service.
  4. First contact resolution – FCR metric focuses on the number of calls a customer had to make for an issue to get solved. This helps a company to understand most of the issues and problems from a customer’s perspective.
  5. Cost per call – CEOs need to use this metric to know the cost of a call answered in their call center. This helps in determining the extra cost associated with receiving additional calls. Once a company reaches a certain level, they may need to add more stations and agents.
  6. Attendance and punctuality – The staff in a call center are required to show up to work every day (Gurvich et al., 2010). However, low attendance and lateness can increase the costs of a company. It is the CEOS responsibility to ensure good attendance is awarded.
  7. Average handle time – .this is the time taken to talk to a customer and the after-call and the after-call work. Average handle time can be connected with increased costs. However, increased AHT can increase sales in a company (Akşin et al., 2013).
  8. Quality scores – These are scores that help a company understand the benefits of a call center. They can be accumulated over time to understand how a call center is performing.
  9. Forecast accuracy – accurate forecasting indicates a call center’s effort. However, if the variance is high, then it indicates that the call center is not being managed effectively. This helps CEOs monitor and measure the effectiveness of a center in real-time.
  10. Customer satisfaction – This involves assessing a call center from a consumer view. This helps businesses in making various improvements as dictated by a customer.

Conclusion

Metrics chosen by CEO’s have an undeniable impact on a business. CEO’s are expected to understand and choose merits that can improve a customer’s experience. However, not all call center metrics are customer-centered; others focus on other business needs, such as productivity. Therefore, focusing on these metrics can help a business improve customer satisfaction hence improving the business sales.

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