Director & General Manager Datapoint UK
A common theme that we pick up in every Contact Centre is that they track their KPIs. Assiduously. No, fanatically. In fact, a cynic might say that the Contact Centre is set up to serve its KPIs and not its customers. Traditional theory is that if you hit your KPIs then you’re doing well in the Contact Centre. And once you’ve hit them, then let’s raise the bar a little more and we’ll be doing even better. Let’s add to that a high positive Net Promoter Score, and all’s well. Or is it?
We’re starting to see a new theme developing and it’s that of discovery. Yes, KPIs matter, but, to coin a phrase, you don’t know what you don’t know. So slicing and dicing what’s going on in the Contact Centre requires a different method of analysis.
Almost all KPIs are based on some benchmark of achievement for transactions tracked in a database. Mining this data requires a hypothesis of what to look for. For example, the shorter the calls in an inbound call centre, the more efficient you are at handling them. Right? Perhaps, but how do you cater for correlation of resolution of the customer’s problem with the call duration?
What most Contact Centre managers have at their disposal is a set of standard reports. It might be possible to vary these slightly, but in the red hot heat of your average operational day, let’s be honest, you don’t get the time to go off piste and start to apply the grey matter. Instead, what happens is that assumptions are made against a theory about the cause of a problem, and poor decisions are made. The outcome of this is that many Contact Centres are constantly tweaking and changing but rarely do they get the source of a problem.