Performance management is an ongoing process for creating and maintaining high performance customer care operations. You must clearly communicate operational expectations and implement processes to measure, report and act on performance against those expectations.
- Clearly and carefully define your Key Performance Indicators (KPIs)
- Be prepared to implement a rigorous governance and monitoring cadence to measure your KPIs
- KPIs need to be defined and included at the contracting stage of any outsourcing arrangement
Your performance management processes must be based on defined and trackable operational metrics, clearly defining the roles and responsibilities for tracking and reporting those metrics. They should achieve the following objectives:
- Detail the performance management processes and consequences for failing to meet targets
- Promote and encourage agents to exceed targets and foster continuous process improvement
The key steps in the performance management process are:
- Set expectations
2 Set expectations
You must clearly communicate your operational expectations. These expectations should be expressed in the form of well defined operational metrics, each with specified targets.
Your operational metrics should provide insights into performance and the customer experience, helping to identify the root cause of any problems and revealing opportunities for improvement. When setting performance targets, it is important to align incentives to your company’s objectives, encouraging your agents to make a positive contribution to the growth of your business.
Customer Care Key Performance Indicators (KPIs)
|ASA- Average Speed of / to Answer||time||Time it takes to respond to an incoming inquiry|
|TFR - Time to First Response||time||Time from first incoming contact received to first outgoing response|
|AHT - Average Handle Time||time||The average time between start and end of a discrete support interaction|
|TAT - Turnaround Time||time||Time between a case being assigned to an agent and a response from agent (either solution offered or need info)|
|TFS - Time to First Solution||time||Time from first incoming contact to first solution offered|
|FTR - First Time Resolution
FCR - First Contact Resolution
|%||The proportion of issues resolved on first contact as reported by customers in post-interaction survey|
|SDR - Same Day Response||%||The proportion of responses in the same business day (within 24 hours) of the inquiry|
|TRT - Total Resolution Time||time||The total elapsed time from first incoming contact to last outgoing reply (i.e, the total time it takes to close the case)|
|CSAT- Customer Satisfaction||%||Customers answering extremely or moderately satisfied on post-interaction survey|
|DSAT - Customer Dissatisfaction||%||Customers answering dissatisfied on post-interaction survey|
|RR - Resolution Rate||%||The proportion of contacts for which the customer's issue was resolved as reported by customers in post-interaction survey|
|Quality||%||QA (Quality Assurance) scorecard score as defined internally|
|Agent Quality||%||The % of agents with passing quality scores for a given time period|
|%||Measure how consistent QA scores are based on a benchmark QA score to check accuracy of QA staff reviews|
Cost & Demand Metrics
|Cost Per Unit||$||Total cost divided by agreed "unit" (e.g. total contact volume or total issue resolutions)|
|Utilization||%||Customer facing time divided by paid-for time (e.g. total phone, email or chat hours / billable hours)|
|Staffing (to Forecast)||%||Actual headcount divided by forecasted requirements for a given period of time|
|Forecast Accuracy||%||Deviation between forecasted and actual contact volumes|
|Escalation Rate||%||Interactions that are transferred or escalated to another party|
|Backlog||#||Size of queue of unresolved tickets|
The KPIs you select for your organisation need to be clearly defined and communicated across your customer care operations. Each KPI should be assigned across all the roles in your organisation, with each role having a clear set of KPIs for which it is responsible and measured by.
Example role level KPIs:
Agents: Throughput, Quality, CSAT
Team Leads: Throughput, Quality, CSAT, TAT, TRT, AHT
Quality Specialists: Quality Variance / Calibration
Trainers: % of product or process errors in Quality and DSAT metrics that can be traced back to training through root cause analysis
Operations Managers: All defined KPIs, including continuous improvement and innovation
You should implement an effective governance structure to ensure that your performance metrics are tracked and acted upon. They should be subject to robust analysis and the insights gained applied to operational planning and execution.
We recommend establishing a governance forum to conduct well defined, periodic reviews of specific performance metrics, within their appropriate business context. It is critical to include the right participants in each of these reviews to allow you to draw relevant insights from your data and take appropriate actions.