HealthPlanHealthCare_Aspect

Collaborative e crm is the customization and

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: e Report is a report that makes it very clear what action needs to be taken by the manager using the report. Agent Occupancy, or occupancy factor is determined by taking the time that agents are in their seats ready to answer calls as compared to the total number of hours that they are at work. Therefore, if an agent is at their desk and ready to answer phone calls 4 hours out of an 8-hour shift, the agent occupancy rate is 50%. © Copyright 2005 BenchmarkPortal, Inc. 110 This report is for internal Aspect use only. Distribution of this Report outside of Aspect is strictly forbidden. Chapter 9: Benchmarking Methodology: A Case Study Agent Adherence to schedule is a measure of whether agents are “on the job” as scheduled. Adherence is determined by comparing scheduled time when an agent is “supposed” to be at work, as compared to the actual time the agent is actually at work. The question, “how often do agents deviate from their schedule” is answered by this metric. Aptitude Testing includes a range of personality testing products that tend to predict if an agent has the right “genes” to give great customer service. These tests have been validated specifically for the screening of agents. There are also a range of “realistic job preview” simulators that allow agent job applicants to spend time in a simulated call handling environment to see if they have the right combination of attitude and aptitude to do call handling as a long-term job commitment. Skill-Based Routing of calls is a product offering by the major switch manufacturers that routes calls not only to the next available agent, but more importantly to the next available agent that has the proper skills to handle the caller’s issue. C ase Study Specifics This is a detailed case study of the benchmarking experience of a call center in a company with the following business profile: Industry Segment: Company Size: Number of Call Centers in the Company: Number of Call Centers in this Case Study: Number of Agents: Annual Call Volume Handled: Primary Functions Handled by Agents: banking/financial services $33 billion in assets 22 1 325 4,524,000 a) customer service b) complaint handling Distribution of Inbound versus Outbound: 90% inbound 10% outbound follow-up Peer Group Delimiters: a) banking/financial services b) 200 to 400 Agents c) 2 to 5 million calls handled W hy and How to Benchmark a Call Center Performance benchmarking of mission-critical company processes, e.g., accounting, manufacturing, shipping, etc., has been around for years. The process is well documented and is a popular way to answer the question “How good is good enough” when it comes to the performance of a department, or process, within an organization. As is clear from the definition, benchmarking is always a structured gap analysis of performance metrics as Copyright © 111 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 compared to organizations that have similar...
View Full Document

This note was uploaded on 02/22/2012 for the course CSR 309 taught by Professor Staff during the Fall '08 term at Purdue.

Ask a homework question - tutors are online