The editors of the Genesys Blog are pleased to present a guest post from Lisa Durant, Research Analyst with Nemertes Research.
Contact centres and the ways in which customers interact with the businesses and organisations around them have drastically changed during the last few years. So, why are so many organisations still measuring the same old call centre metrics? As companies evolve how they engage with their customers, they also need to evolve the methods for evaluating that engagement.
However, many contact centre operations and customer engagement leaders have quickly pushed to interact with customers through the digital channels that they desire without designing an appropriate programme for managing performance in those channels. It is not enough to engage these channels. To enable effective and successful customer engagement, all channels must be included in any quality management programme.
Nemertes 2015 Contact Center Operations Benchmark found that nearly 65% of organisations look at wait time as a primary metric for evaluating contact centre success. Other metrics for measuring success include average handling time, abandonment rate, customer satisfaction, and first contact resolution. Most companies also use other contact centre metrics, such as vertical-specific metrics, sales figures, or other metrics specific to their organisation. About 22% use more advanced survey-based metrics like Relational Net Promoter Score, which evaluates a customer’s relationship with the organisation as a whole. Some also evaluate Transactional Net Promoter Score, which looks at the impact of a specific transaction on the customer’s likelihood to recommend the company to others. This can be an effective way to evaluate how well agents are able to service customers through specific channels.
At organisations that have more mature omnichannel customer engagement strategies, contact centre leaders are often starting to apply traditional call centre metrics to non-voice channels, and some are even trying their hands at capturing and measuring cross-channel performance. However, while it is absolutely recommended, this is not yet common practice. Though they admit that non-voice channel traffic is increasing every year and even displacing voice in some cases, many of these contact centre leaders still monitor quality and performance in only the voice channel.
Beginning quality monitoring in non-voice, digital channels can be a daunting task. The factors that make for effective text-based customer engagement are often not the same as those that lead to successful voice engagement. For example, a chat conversation may require a more casual tone than a voice interaction, and effective social engagement sometimes requires urging customers to transfer to a different, more private channel. Agents engaging customers through these channels may need to use their own best judgment to determine what kind of tone to use with the customer. Moreover, if the technology used to engage digital and non-voice channels is not integrated with core contact centre reporting platforms, it can be impossible to monitor meaningful cross-channel activity.
So, which of these contact centre metrics still matter? Which apply to digital channels? What new measurements should contact centre and customer engagement leaders consider?
You can catch the webinar produced by Genesys and Nemertes Research on Contact Centre and Customer Engagement Metrics that Matter, where we will discuss these questions and more.