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EVALUATION


can be vast and will again vary on how success is defined. Data to be measured may include CSAT and ESAT (employee satisfaction) scores. It also includes employee scorecard data such as call handle time, customer survey results, call completeness, first call resolution, call transfers, the results of call listening and so forth. Tis list is hardly exhaustive; it simply indicates places to start looking for trends.


Use metrics to identify trends and target training


Once an organisation has a working definition of success, it’s time to set performance goals that measure that success and can point to areas for train- ing. As contact centre managers drill into data they've collected, they should look for trends. When trends are iden- tified, then managers can look into the processes or behaviours that are driving the trends and what should be changed or remediated to reach the perfor- mance goals the organisation has set. For example, a contact centre


drops in customer satisfaction. But using metrics doesn’t mean total automation. Data needs to be paired with good supervisory skills to achieve the best training outcomes possible. Data can point to opportunities


where training may increase customer satisfaction and CSR performance, but it doesn’t have a human side. It doesn’t know an individual. Te best CSR training requires a human touch, as only a real person can see an individual’s entire trajectory, including objective-based assessment history, outcomes of listening to live and recorded calls, results of training side-by-side with a supervisor, and so forth. A balanced approach, one that combines data-driven metrics and human interaction, is the best way to train CSRs.


Which metrics to examine


Contact centre supervisors may ask which metrics are most important to improve targeted training. Te answer is, it depends on the organisation’s definition of ‘success’. For example, consider the question,


“What constitutes a healthy bank account?” Te answer will vary wildly


24 | July 2017 |


based on the individuals answering the question and their current net worth, savings goals, income streams, weekly expenditures and so on. So it is with contact centres and metrics: success depends on what each organisation values. Consequently, the metrics each organisation tracks may vary according to management’s definition of success. Across these varying definitions of


success there are four basic areas that organisations can track and use data to gain insight into where targeted CSR training may help an organisation


reach its goals. Tey include: ``


` `


Customer experience – how an organisation is perceived by its customers.


Employee experience – how an organ- isation is perceived by its employees.


``


Financial performance – how financially sound an organisation is (for example, which processes are causing an organisation to lose money or causing rework).


``


Regulatory and compliance – whether an organisation is complying with all industry regulations.


Te data that organisations use to measure performance in these areas


manager notices a significant uptick in call handle time – certain employees are spending too much time on what should be simple interactions with customers. S/he investigates: is there a gap in CSRs’ knowledge of the topic? Are the CSRs not confident with the material? Has a process changed that would necessitate a change in the script CSRs use? It may be that the call requires refined soft skills to manage the interaction. For example, callers may be angry, which creates challenging interactions for CSRs even if the actual processes they are using are simple. Te manager needs to find the driver behind the trend. Once the driver has been identified, it is easier to target training to the CSRs who need it. If, for example, the uptick in handle time is due to a certain percentage of CSRs not feeling confident in handling calls about an enrolment process, there is no reason to retrain the entire workforce. To do so would be costly, can impact CSAT, could dampen employee morale and may harm the organisation's credibility in the eyes of the employee. Te organisation would be much better off targeting that training to the percentage of employees who need it. While trends and drivers are


important to explore when looking @TrainingJournal


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