Call centre metrics reporting, no matter if it is about human resource, technicalities or about software, all are meant for a combined good service for the customers while they find time for us during every day grind. It is not at all once in a lifetime process, rather an up to mark frequent reporting that needs time to time optimization. This reporting is indeed a lifeline for a call centre, regardless how much ISO certified its set up is and how much work-oriented team it has got. For rendering a level call centre service, we keep an updated reporting of some metrics.

Empathy being the placard and courtesy the threshold of our call centre! Our prior most reporting is about how much happy-go-lucky our customers are. There’s no accurate scale to measure the mood swings of customers, especially when they are through day to day hassles. For digging into their right from heart emotions, we go for few humanly calculations through post-call IVR survey or a follow-up email review. We conduct these surveys by collecting figures about CSAT Score, NPS and Star Rating. We also conduct direct surveys through apps, SMS, volunteered feedback and web analysis.

Serving the clients with right solutions is what we strive for and that too in the very first contacts. This metric enables us to understand how many times a customer contacts us for a query to get resolved. It enhances customer solace while decreases call volume. After defining FCR threshold, we collect data from call logs, ADR, IVR, post-call surveys and CRM data. We go for a fine data sifting to eliminate unnecessary calls like wrong numbers, irrelevant calls and internal calls. We workout the most easy going formula to analyze the load on specific department, time span, call type, agent’s FCR and collective FCR. At times this survey becomes hard when a repeat call is for different problem, still this metric helps us measuring customers’ panics and respond accordingly.

Agent’s individual feedback is what that gives us direct insight into our façade force performance and overall customer experience. We take our call agents as advisors and positively work on their suggestions. Their feedback on all pros and cons helps us track our contact centre performance. Our quality checking team renders an unbiased survey by marking tick/cross on certain evaluations like greetings, being kind and understanding and so on. This quality scoring brings the efforts and loopholes of the agents into limelight and guides the team towards effective coaching and rewarding.

We keep focusing on our Service Level in order to render our customers with a quick and easy access to our call centre. Our SL benchmark is an average response to 80 calls within 20 seconds. We don’t push our agents towards a rush-hour call attending rather enable them to respond in the best possible ways. We take SL reporting for better operational measure, not quality criteria and go for working out how many agents are required in a specific time frame for an improved Service Level.

We appreciate feeling in our employees’ shoes and constructively work on their happiness. We go for a quarterly ENPS scoring to ensure work force loyalty. We simply go for asking questions like, “How happy you feel working here?” and maintain it on a scale of 1-10. Call centre performance isn’t at all a one-man-show, it rather is a collective team effort and we make it possible by a regular process of encouragement. Our scoring also comprises different surveys at specific timings like recruitment, on floor trainings, new manager arrival and attrition.

The more effort from the customer side the lower our work performance, so we keep getting feedback from customers in this regard. We know an already occupied client is in need of easy resolves so we keep working on making it possible. We plunge into customers’ loyalty by conducting CES that includes a simple question like, “How much effort you had to put forth to handle your request?” We find it out on a scale comprising answers from 1-5: least to highest effort. The lower our score, the higher our worth!

Call centre industry is often victimized by absenteeism, so it is very crucial for us to find out its pitfalls and come up with right solutions. Adherence rightly affects our day to day staffing, scheduling and at the end of the day, overall working. Adherence means percentage figure of the amount of time an agent spends working in comparison with his schedule i.e. on calls, after-call work (ACW) and other predefined tasks. For instance, if an agent is assigned to take calls from 4pm to 5pm, but comes 5 minutes late. His scheduled working time was 60 minutes but he worked for 55, so for finding out average of adherence we go with the formula:

Customer satisfaction is about measuring some abstract feelings; we can’t see them or exactly count them. But we have got a metric that depicts the vibes in binary forms, within or around right proximity. It is one of the most preferable metric that enables to benchmark customers’ loyalty in today’s business horizon. Its working includes serving the customers with a question like, “How likely are you to recommend our product/service to a friend?” We measure customers’ enthusiasm on 11 point scale of 0-10 categorizing passives, detractors and promoters. The more highlighted promoters, the more loyal customers.

It is a metric that gives us cut and dry figures of inbound calls ebbs and flows. It drives us towards effective scheduling and staffing to come up with best workability. Forecast accuracy is highly influenced by external factors like marketing campaigns, weather and posts. No matter how much work force we deploy, it won’t work if we are unable to predict an average of inbound calls during different spans of a day. We believe in a near to extent accuracy for a hazard free call handling. We do it in the simplest way by finding out the percent difference between actual volume and the forecast volume expressed as a percentage. For example, if our forecast number is 90 calls in a half-hour period and we receive 100 instead, so the prediction was off by a number of 10%.

Although it is in fact meant for sales-based contact centre, but being customer centric ones focus on it too. After all sales are what matter to your business and we promote it enhancing customer satisfaction, side by. This metric is simply benchmarked by the following terms:

Units: Number of articles sold in a week

Subscriptions: Weekly count of subscriptions

Hours: Number of hours consumed for a consultant monthly