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Posted by Kate Leggett on September 20, 2010
Contact centers are data and metrics driven. If you are an agent, you worry about your average call handle time, the number of calls/emails/chats you are completing per hour, how you are doing compared to your peers, how satisfied customers are with your answers. If you are a call center manager, you keep an eagle eye in real time on your group metrics.
But what is it that C-level executives care about in the boardroom? They are concerned with the quality, cost, and effectiveness of service, and the measurement of the outcome of their strategic decisions – for example, measuring the success of a service strategy like outsourcing operations. They need data to accurately forecast performance and monitor performance trends over time. They need to make strategic technology decisions that support their key business goals.
There’s a first order disconnect between customer service agents and supervisors who talk in the language of activities - AHT, SLAs, or number of emails handled - and C-level executives who care about outcomes - company performance, overall customer loyalty, and churn. What is needed is a bridge, a mapping between the language of agents and the language of the boardroom.
Take for example the request for a service manager customer to add a headcount to help edit content for their knowledgebase. To get buy-in, frame this request in the outcome of this program, not in terms of activities, for example: “We need to evolve our knowledge management solution to provide a better quality of knowledge to our agents. This will ultimately lead to a quantitative, measurable increase in our net promoter score, an increased first time fix rate, and lower operating costs.”
Have you started to link operational metrics to top-level business outcomes? What are effective examples that you use? Has this worked for you?
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