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Unformatted text preview: rk due to an unplanned absence (not to include excused absences,
i.e., vacation, FMLA, jury duty, etc.). Take the total number of unexcused absences and
divide it by the total number of absenteeism opportunities and subtract that number from
Average Cost per Call: This is the sum of all costs for running the call center for the
period divided by the number of calls handled in the call center for the same period. This Copyright © 197 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 would include all calls for all reasons whether handled by an agent or technology, such as
Average Handle Time: An internal metric that is the sum of talk time, hold time, and
after call work time.
Average Percent Occupancy: This is the percentage of time that an agent is in their
seat connected to the ACD, and either engaged in a call or ready to answer a call as
compared to the total number of hours at work.
Average Sale Value per Sale: When agents are taking orders, it becomes important to
know the average sale value of individual sales. This number is determined by taking the
total sales in dollars during a period of time, let’s say a week, and dividing this by the
total number of sale calls handled during the same period of time.
Average Speed of Answer (ASA): This is the total queue time, divided by the number
of calls handled. This includes both IVR-handled calls as well as calls handled by a live
Average Talk Time: Total number of seconds the caller was connected to an agent.
Average Time in Queue: This is the average wait time that a caller endures. This
differs from average speed of answer because this calculation includes only calls that
actually had a wait time. This metric is also known as average time of delay.
Best Practice: Best practice is the best performing metric in a category.
Budget: The annual call center budget is the total annual dollar amount allocated for all
expenses associated with the operation of the call center for which the call center
manager is accountable. The annual budget should include all fully loaded direct and
indirect costs for budgetary line items such as labor, benefits, and incentives for agents,
management, training, and support personnel; HR costs (e.g., recruiting, screening,
training); telephony expenses (toll, trunks, equipment); technology purchases/installation
(hardware, and software); technology maintenance (hardware, and software) network;
furniture, fixtures, decorations, etc.; utilities (gas, water, power, UPS backup);
maintenance (repair, janitorial, upkeep); supplies; overhead expenses and charge-backs
for shared corporate costs (e.g., legal, risk management, payroll administration, IT
support, security, accounting, grounds keeping, real estate, floor space, common areas,
etc.) as applicable.)
Calls per Hour: The average number of calls that an agent handles per hour, and is
equal to the total calls handled during a working shift divided by the total time (in hours)
logged into the telephone system.
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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