Inova KPI Presentation Oct 2006

8/3/2019 Inova KPI Presentation Oct 2006

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Developing Performance Metrics that Matter

Presented by:

Mari Mitchell

Strategic Account Executive Inova Solutions



Today We Will Be Covering…

□ Introduction to Metrics and KPIs□ What are they and why are they important

□ Implementing a Successful Metrics Program

□ Identify

□ Define

□ Report

□ Wrap-Up and Questions



Introduction to Metrics – Why Do We Need Them?

□ You can’t effectively manage what you don’t measure □ Without metrics:

□ Decisions are basedsolely on feeling, instinct

□ Performance is subjective

□ No standards forimprovement



The Impact of Metrics

□ Metrics provide benchmarks for improvement□ Set expectations for performance

□ Focus efforts on the right tasks



The Impact of Metrics

□ Metrics provide objective analysis of performanceagainst goals and expectations

□ Quantitative view ofeffectiveness that

demonstrates value ofcontact center

□ Important in justifyingresources and budget



Metrics and Key Performance Indicators (KPIs)

□ Metrics = measurements

□ While terms often used interchangeably, there is animportant distinction between metrics and KPIs

□ KPIs are critical, actionable measures

□ Tightly linked to strategies and goals

□ KPIs are metrics, but not all metrics are KPIs



Avoiding Information Overload

□ Common trap is to attempt to measure

and monitor everything

□ Leads to information overload anddiminishes value of KPIs

You should only have a handful of KPIs

□ Focus on KEY performance indicators



Implementing a Successful Program

1. Identify Establish strategy, goals,

business drivers and key metrics

2. Define Build out detailbehind KPIs.

3. Report Put KPIs in front of thepeople who need them.



Taking a ―Top Down‖ Approach

□ Work from corporate strategy tocontact center goals to businessdrivers to appropriate KPIs.



Why Not Start With Existing Metrics?

□ Individual managers often have differentviews on which metrics are important

□ Without tying metrics to goals the selection is entirelysubjective

□ Existing metrics may not support desired goals

□ Best KPIs may not be in current metrics portfolio



What Are You Trying to Achieve?

□ First step in developing effective KPIs isknowing what you are working towards

□ Establish clear understanding of corporate strategy

□ Helps to have executive sponsor



How Does Contact Center Fit With Strategy?

□ Identify contact center goals that contributeto corporate strategy

□ If they do not already exist, goals must be defined



How Will You Achieve Goals?

□ Once goals are understood map out keybusiness drivers

□ What are important execution steps to meet goals?



Selecting KPIs

□ Now your are ready to identify the KPIs thatrelate to business drivers and best measure

success in meeting goals & objectives



Take a Balanced View

□ Represent operationaland financial aspects

□ Don’t view KPIs in isolation

□ Can cause erroneous conclusions□ Ex: Increase in handle time can be

viewed as negative, but longer callsmay actually mean:

□ Improved first call resolution

□ Better upselling by agents resulting inhigher revenue



Top Five Contact Center KPIs

1. Abandonment Rate

2. Service Level

3. Customer satisfaction

4. Average Handle Time

5. Quality



Defining KPIs — Gaining Agreement

□ Once KPIs are selected, calculations behind themmust be defined and agreed to by all

□ Those involved in definingKPIs may also be measuredby them, and even be

compensated based onperformance against KPIs

□ Process can become political;sometimes beneficial to

seek outside help in this phase



By the Way, Where’s the Data Coming From?

□ Definition process includes identifying thedata source(s) for each KPI

□ Simple – statistic directly from ACD or other source

□ Complex – calculation based on multiple data points

□ Average Call Value = Total Revenue / [Number of Calls x (Average TalkTime + Average After-Call Work]



Setting Targets for KPIs

□ KPIs without targets offer little value□ Set targets based on combination of internal

business goals and external benchmarking

□ Benchmarking provides “bar” set by industry

□ Sources for benchmarking data including

□ Benchmark Portal – www.benchmarkportal.com

□ Hackett Benchmarking & Research – www.thehackettgroup.com

http://www.benchmarkportal.com/

http://www.thehackettgroup.com/

http://www.thehackettgroup.com/

http://www.benchmarkportal.com/



Pitfalls of Benchmarking

□ When using benchmarks, be aware that:□ Acceptable performance varies greatly across

segments

□ Average talk time ranges from 4.29 minutes for Health Care companiesto 9.13 minutes for High Tech (Purdue benchmark research)

□ KPI definitions are inconsistent across companies

□ Study into definitions for various metrics found no cases where the mostpopular definition garnered even 50 percent of total responses

Key is to keep definitions consistent internally



Put Action Plans in Place

□ Poor performance against KPIs withoutdefined steps for improvement is frustrating

and counter-productive

□ As each KPI is set, map out the specific actions that

can be taken to reach or exceed targets

□ Agent availability is selected as KPI. If value falls outside ofacceptable limits (need to define those too) we will:

□ Examine supporting data to determine source of problem

□ Based on determination will postpone training sessions, repairequipment or telco network, route overflow to alternate centers…



Monitoring and Reporting KPIs

□ Once KPIs have been established they needto be implemented into daily operations

□ Requires monitoring and reporting strategy thatdefines:

□ Who needs what information?

□ How often is it needed?

□ How will it be compiled?

□ How will it be presented?



Who Needs What – Making it Relevant

□ Front-line workers (agents & supervisors)make tactical decisions to ensure contactcenter operates correctly and consistently

□ Relevant KPIs include:□ Average handle time

□ Talk time

□ Schedule adherence

□ Quality scores□ Wrap-up time



How Often – Timeliness of Reporting

□ Real-TimeMetrics updated instantaneously allowing workforce tomonitor and respond to changing conditions. Also allowsearly detection of trends/potential problems

□ Audience: Agents, Supervisors, Managers

□ HistoricalMetrics collected over time (hours, days,weeks, etc.) to identify trends and fluctuationsin performance. Provides data to informdecisions on future strategy

□ Audience: Managers, Directors, Executives



Compiling Reports

□ Some handle this manually, pulling data fromevery system and hand-compiling reports

□ Middleware automates process of compiling,calculating and delivering metrics

□ Eliminates repetitive, low-value tasks and ensures accuracyand consistency of metrics



Presentation – Wallboards

Benefits: High visibility, long lifespanand low maintenance.

Primary Audience: Agents,Supervisors, NOC Personnel



Presentation – Large Format Displays

Benefits: High impact, high visibility, ability to incorporate real-time

metrics with other media (training video, announcements, etc.)Primary Audience: Agents, Supervisors, NOC Personnel



Presentation – Dashboards

Benefits: At-a-glance, graphical view ofcritical information.

Primary Audience: Management



Presentation – Video Walls

Benefits: Enables consolidated, real-time monitoring of numerous facilities orcomplex operations.

Primary Audience: NOC Personnel, Outsourcers



Wrapping Up

□ Achieving and maintaining optimal performance is anongoing process.

□ Strategies and goals change - regularly revisit your KPIs toverify their validity.

□ Adjust KPIs as necessary tokeep efforts aligned with desiredperformance results.



Developing Performance Metrics that Matter

Presented by:

Mari Mitchell

Strategic Account Executive Inova Solutions

Thank You…

Documents

Inova KPI Presentation Oct 2006