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Speed is not always pleasant
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Speed is not always pleasant

Speed is not always pleasant

Many organizations have set up them up: contact centers. Where a large number of phone calls need to be handled effectively and often efficiently. In many contact centers, the emphasis seems to be on the latter, as it is easier to measure. Thus, the obvious KPIs (Key Performance Indicators) are “how quickly do we answer the phone” and “how long does the conversation last.” After all, production needs to be maintained, even in this practical example. Employees of the contact center were primarily directed to answer the phone within 10 seconds. This may sound customer-friendly, but it isn’t always the case. In this situation, focusing on this KPI resulted in higher failure costs and sometimes even undesirable behavior. Willing employees quickly picked up the phone before properly completing the administrative work from the previous call. As a result, the customer’s request was not executed properly. Even worse, unwilling employees answered the phone and quickly hung up. The KPI score may be high, but the customer does not understand what is happening.

But how?

  • Manage the contact center based on a balanced set of KPIs that measure not only productivity and timeliness but also the quality of service.
  • In this case, the quality can be measured using KPIs such as “% of contacts resolved immediately and completely” or “% of customers calling back for the same question.”

Organizations can improve their performance even further, and key performance indicators (KPIs) can help with that. Unfortunately, KPIs often fail to deliver on their promises. Improperly applied KPIs frequently lead to silo thinking, sometimes resulting in significant consequences for both the customer and the organization itself. Your customers share these good and bad experiences. This spreads like wildfire on the internet. The book “Winning with the right KPIs” advocates against silo thinking within organizations and suggests using KPIs in a way that promotes effective collaboration among employees and departments. Your organization will truly perform better, and the customer will no longer suffer, noticing the difference. Through these blogs, we aim to share good and bad practical examples. These are examples from which your organization can benefit. You are also welcome to contribute your own examples via peter.geelen@ipmpartners.com. If we feature your example, you will receive a copy of the book Winning with the right KPIs by Peter Geelen, in collaboration with Luc van Sas.

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