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Metrics, Measure, and Monitor – Make sure your metrics and associated goals are clear and concise while aligning with efficiency and effectiveness. Make each metric public and ensure everyone knows why that metric is measured. This will improve campaign performance overall including agents’ servicelevels.
A particular blog that went viral in 2005 was a more extreme example of outsourcing by AJ Jacobs, editor-at-large in Esquire. The tools and metrics aren’t aligned. Metrics allow you to align the success of the outsourced team with your business. This makes it much more difficult to measure the performance of the team.
Back in the winter of 2005, Jason Kolb (my cofounder and CTO of Latigent) and I penned an article for Business Management magazine titled BI with an IQ. Rewind it Back Let's take a look back to 2005 when "Web 2.0" In it, we paint the picture of a utopian contact center in which systems are fully integrated and intelligently automated.
This can wreck havoc on contact center reporting because most vendors have their own calculations for metrics and it's difficult to navigate the differences between them (ie, does Total Handle Time include After Call Work Time and AUX?, or "Does ServiceLevel include Calls abandoned?").
It’s not as simple as setting up a few phones and handing your team a script (although we’re sure no one has thought that since 2005). Measuring performance requires pulling metrics from multiple sources, a time-consuming and arduous process. Effective call center strategies are essential to running a contact center.
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