Performance measurement criteria should complement each other rather than work as opposing forces in the contact centre, it has been suggested.
Performance measurement criteria should complement each other rather than work as opposing forces in the contact centre, it has been suggested.
Chris Hancock, managing director of GasboxDMG, said employers and communication managers need to identify exactly what they are attempting to achieve through their customer contact operation, whether this be high profits, exceptional customer service or boosting new business.
The primary goal of the contact centre should influence the type of metrics used to monitor staff performance, he told Call Centre Helper.
Examples such as employee turnover rates, first call resolution, customer satisfaction surveys and customer advocacy rates may all be key to one firm's measurement strategy, but less so to another's, Mr Hancock suggested.
He commented: "Contact centres are at the heart of the customer experience and as such are under constant scrutiny from the public and the industry to provide a consistently high level of service.
"It is commonly acknowledged that the sustainable differentiator between companies is now the level of service they provide and the subsequent impression left with the customer when each call ends."
Last week, Call Centre Helper editor Jonty Pearce claimed that management information helps add value to businesses in terms of additional insight.
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