HealthPlanHealthCare_Aspect

Copyright 2005 benchmarkportal inc 112 this report is

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Unformatted text preview: ex integrates those metrics that have an important impact on costs (quantity), while the Effectiveness Index combines metrics that correlate to caller satisfaction (quality). Thus, call centers that are able to optimize customer-centric results, while containing costs, are “Best Practices Call Centers” found in the upper-right quadrant. In summary, call centers rated an “Asset” perform the best, “Liability” the worst. What is instantly clear from the performance matrix is that the case study bank’s call center is performing at the level of a corporate liability while six of its peer group call centers are able to achieve the status of a corporate asset. Two of the peer group call centers are in the efficient but not effective quadrant. It was immediately obvious to the call center benchmarking team that they must drill down to determine what factors may be causing this less-than-acceptable performance. Though the RealityCheck™ Peer Group Performance Matrix is not an “actionable report,” it is a high-level and accurate “litmus test” of the call center’s ability to deliver up to the CRM best practice standards of peer group call centers with the same business challenges. So, the next step was to drill down to find the possible root cause(s) of the low performance. Copyright © 113 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 ™ B alanced Scorecard The In-Depth RealityCheck™ Peer Group Performance Matrix reflects a “Balanced Scorecard” of Effectiveness and Efficiency metrics, which are calculated using the Tonchev Performance Index (TPI). These metrics are weighted to yield composite score. A typical sampling of the bank’s key metrics used by the TPI to calculate their positioning with respect to their peers on the In-Depth RealityCheck™ Peer Group Performance Matrix (Figure 50) is shown in the Balanced Scorecard as follows: A Balanced Scorecard For Sample Company Effectiveness Metrics (Y Axis) Top Box Caller-Satisfaction in Percent Your Value Industry Average 40.00 42.32 Your Value Industry Average Inbound Calls per Agent per Hour 10.50 15.00 54.78 Efficiency Metrics (X Axis) Bottom Box Caller-Satisfaction in Percent 7.00 3.36 Calculated Self Service in Percent 87.50 Top Box Agent-Satisfaction in Percent 62.00 66.00 Calculated Cost per Call in $ 6.83 4.72 Bottom Box Agent-Satisfaction in Percent 12.00 4.00 Calculated Cost per FTE in $ 145,000.00 52,685.61 Calls Closed on First Call in Percent 65.00 68.41 Average After Call Work in Minutes 2.10 0.98 Average Speed of Answer in Seconds 34.00 33.45 Turnover of Full-Time Agents in Percent 34.00 22.20 Calls Transferred in Percent 7.00 8.00 Average Talk Time in Minutes 3.75 3.22 Average Hold Time in Seconds 25.00 45.00 Agent Utilization in Percent 72.00 89.00 Average Calls Abandoned in Percent 7.00 4.72 Agent Occupancy in...
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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 University-West Lafayette.

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