Nine Pitfalls to Avoid in Defining KPIs in the Contact Center

There are days when contact center analysts, supervisors and managers feel like they’re staring at an indecipherable waterfall of data.  The many, various and complex systems that make up the modern contact center form a fount of data that never runs dry; they collect information on virtually every measurable aspect of a customer interaction, how it was handled, and by whom. Typically, the number of database records rises into the millions in short order.

Contact center systems usually offer an ever-widening array of standard metrics to help manag-ers make sense of it all. But tracking more metrics doesn’t necessarily create better performance.  That’s why managers are increasingly turning to Key Performance Indicators (KPIs) — those essential measurements showing how the contact center is impacting the company or organization’s business goals. While the process of choosing and/or defining KPIs is critical to effective performance management, it’s important to be aware of a few common pitfalls.

A new white paper from Symmetrics, discusses the Nine Pitfalls to Avoid in Defining KPIs for the Contact Center.

Good KPIs help senior executives understand the value of the contact center, and help managers make decisions about hiring, training, scheduling, and compensation that are ultimately rooted in the organization’s business goals. Agent and team reports, dashboards and scorecards are no longer based on off-the-rack, one-size-fits-all metrics; instead, the contact center’s own unique needs are reflected in the measurements everyone is working to meet and improve. Data is not only accurate and relevant, but also seen by all to be accurate and relevant. Confusion over conflicting targets is eliminated. Most importantly, the customer is ultimately better served.

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