Call-centers are the business units that specialize in handling customer problems and inquiries via phone and provide quality support to businesses. Call centers operations are usually outsourced by the businesses, so it is crucial that their performance is judged and measures should be taken to improve the performance. KPIs are the financial and non-financial metrics used to analyze the performance of call centers.Call center KPIs can be assessed in 4 major perspectives-financial perspective, customer perspective, operational efficiency and education and growth perspective.Financial perspective comprises of KPIs like percentage increase in revenues, percentage labor costs, average increase in remuneration per employee and percentage incentives. This perspective analyzes the revenues and various expenditures of a call center.Customer perspective includes KPIs such as average waiting time on calls, average holding time on calls, accessibility, percentage first call resolution and privacy issues. It talks about measures through which customer judges the call center operations.Operational efficiency specifies the measures through which the efficiency of call center operations can be judged. KPIs like percentage occupancy level, number of calls answered, handling time per customer, percentage calls transferred and percentage calls reworked can come under this perspective.Education and growth perspective consist of KPIs like percentage hike in appraisal, average time for appraisal, number of training sessions and number of surveys and feedback. This perspective throws light on the measures taken to enhance motivation and efficiency of employees.
Read Why do business professionals choose ready-to-use KPIs? to find out the answers to these questions:
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Outsourcing Call center operations is a highly qualitative task which makes it mandatory to adopt a measurable approach for the task. One can frame metrics in the relevant areas and look out for assigning values to those. Further, the scorecard is kept for a continuous comparison between 'desired' and 'actual' states in business process outsourcing.
Off-shoring business processes is often the answer when the organization wishes to concentrate solely on the core operations. In this case, the company decides to hand over its ancillary jobs to some other organization that either surpasses the expertise held by the outsourcer or has the needed technology for this.
Quality of output that is received in contact center outsourcing forms an important factor that determines the success of this 'buying the work' act. This is a highly complicated choice, therefore a call center outsourcing scorecard is a must in this direction. One can sum up the important areas in the form of metrics and leave the monitoring task to this scorecard.
However, the word of caution here is the timely use of scorecard in following pre-set targets for achieving the intended success. Another area that deserves attention is the decision regarding the selection of metrics, when it comes to designing a scorecard for near shore outsourcing. It has to be borne in mind that 'everything that counts is not countable' and 'everything that is countable does not count'. By treading the scorecard path cautiously, one can come up with an effective way to monitor global outsourcing operations.
This is the actual scorecard with Call Center Outsourcing Indicators and performance indicators. The performance indicators include: call center outsourcing, financial perspective, % increase in revenues, % labor costs, average increase in remuneration per employee, % incentives, customer perspective, average waiting time on calls, average holding time on call, accessibility, % first call resolution, privacy issues, operational efficiency, % occupancy, calls answered, handling time per customer, % of calls transferred, % of calls reworked, education and growth perspective, % hike in appraisal, average time of appraisal, number of training sessions, number of surveys and feedback .
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