3 min
Call centers receive data from different areas. From calls to emails to web chats and more, voice of the customer data is used around the world to help bridge the gap between the contact center and the rest of the organization.
As the list of communication channels grows longer and more sophisticated, the flow of data continues to grow and become more complex, leaving the call center leader with the challenge of making sense of all this data.
Key Performance Indicators (KPIs) are driven by an organization’s core values. Reports and statistics not only help senior executives understand the value of the call center, but also allow managers to make decisions about hiring, training, scheduling, and team compensation.
Good KPIs are based on business goals, and when this happens, the customer receives better service. With so much data available, from so many different sources, it can seem like an information overload. For this reason, it is essential to establish optimal KPI objectives with a double purpose: to avoid mistakes and make the right decisions.
How to Avoid the Most Common Mistakes in Call Center KPIs
1) Know the Difference between Metrics and KPIs
It is important to remember that existing metrics do not determine KPIs; rather, they are the ones that determine the necessary metrics. Most contact centers issue a constant stream of standard reports with benchmark metrics that provide simple, generic metrics that could be tailored to any call center without taking other variables into account.
For this reason, each call center can set its custom KPIs to suit specific measurement needs that help meet an organization’s goals.
2) Start with the Managers of a Company
The best place to start is with the strategic objectives and goals set by the executive leadership team. It is critical to work with top management to provide better reporting and analysis of call center performance. Therefore, a meeting with the members of the executive leadership team can go a long way in defining what should be measured in the short and long term.
3) Failure to Adopt “BPO Industry Standards”
Over the years, contact centers have become more strategic within an organization and interest in their performance has increased. It is tempting to adopt a set of “industry standards” without regard to the industry in which you operate. Failure to recognize the uniqueness of each call center and take the time to validate the measurements for your own environment is often the root of KPI errors.
For example, if you consider the average handling time (AHT) in a company. For a manager, longer handling times could mean agents are taking time to improve the customer experience (CX). But for an executive, a longer AHT could mean higher telecom and human costs. It’s easy to see the relationships between KPIs and how they balance and influence each other. It may take a bit of time and effort, but it is important to put each metric in context within an organization to illustrate its purpose and therefore justify its place in the performance management program.
In conclusion, while the definition of contact center KPIs can present challenges, this process is one of the most valuable exercises in managing its performance. Good KPIs offer solid evidence to senior executives, showing the value of the call center.
The fewer KPIs the better. “Key” is the important word here. If the contact centers KPIs support the strategic goals of the organization, there should only be a few. Two or three KPIs are common. Team and agent reports and dashboards are no longer based on standard metrics for everyone; instead, the unique needs of the call center are reflected in the KPIs that everyone is working to meet and improve.
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