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descriptions in the first column followed by a column with the actual call center
performance metrics of the case study bank (noted as “Your Response”), then the peer
group averages along with the performance gaps, followed by the averages and
performance gaps for all participants.
For brevity purposes, only fourteen call center performance metrics are shown and these
are specifically chosen because they highlight HR management opportunities the main
topic of this case study. It immediately became clear to the benchmarking team that the
case study call center is under performing on all the HR-related metrics shown in the
table in Figure 52 above. — At this stage of the drill-down research by the benchmarking team, it was already
becoming clear which metric might be causing the biggest impact on performance. The
most important caller satisfaction driver is the ability of a call center to answers callers’
questions on the first call with no transfers and no callbacks. In the above table, this metric is
called the “average first/final calls” (also sometimes called “average once and done calls”).
In the report above, the case study bank’s score is 65% as compared with the peer group of
banks at 77.3%. This may appear to be a small difference (only 12.3%), but when the cost
of this lack of performance is calculated for this bank, it totals over two million dollars
each year, which means it is definitely worth launching an improvement initiative.
Copyright © 115 2005 BenchmarkPortal, Inc. This report is for internal Aspect use only. Distribution of this Report outside of Aspect is strictly forbidden. Health-Plan/Health-Care Industry Benchmark Report T he In-Depth RealityCheck ™ P erformance Ranking Report
The third drill-down report is called the Peer Group Ranking Report. A partial listing of
this report is shown below. ©BenchmarkPortal,
©BenchmarkPortal, Inc. Figure 52. Peer Group Ranking Report
The In-Depth RealityCheck™ Performance Ranking Report gives the benchmarking team
an even more granular look at how the case study bank compares, metric for metric, with
its peer group of banks. For instance, when it comes to blocked calls, the case study bank is
actually doing rather well, performing in the 95.7 percentile and ranks second. However,
in the very important performance HR management metric of agent Occupancy, the case
study bank is only ranked 11th, and only in the 18th percentile.
This report is focused on selecting the one metric that may be causing the most damage
to performance, i.e., finding the “lowest hanging fruit” to which you can direct a focused
budget for an improvement initiative. Not shown in this table, is the fact that on the metric
of “average first/final calls,” the case study bank was at the bottom of the heap, i.e.,
performed the absolute worst. This became the focus of the bank’s benchmarking team. R esults and Conclusions
From the previous reports, the case study benchmarking team decided that the biggest
negative gap in performance seems to be the average first/final calls, or “once and done
calls.” It beca...
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This note was uploaded on 02/22/2012 for the course CSR 309 taught by Professor Staff during the Fall '08 term at Purdue.
- Fall '08