| Customer satisfaction has always been one of the | | | | example, let us say that you have an agent who |
| primary goals of any business or enterprise. This is | | | | averages at 60 calls per workday, and this is the |
| because without achieving this goal, it would surely be | | | | highest figure that has ever been reached by an |
| difficult to achieve the goal of overall success. And if | | | | agent. This should mean that the agent is also doing |
| you want to achieve this goal, then it becomes a must | | | | well in terms of customer satisfaction and customer |
| to measure customer service performance. After all, | | | | service, right? Wrong. |
| how would you know if what you are doing is indeed | | | | This is not a strong indication of that at all. The agent |
| correct if you do not measure performance in the first | | | | may have the ability to manage his time and answer |
| place? More importantly, how do you determine the | | | | as many calls in a single shift, but who is to say that all |
| areas that need improving if you do not measure | | | | of these calls are indeed satisfactory in the eyes of |
| performance? It is because of this that customer | | | | the customer? Some of them may think that the |
| metrics have been allotted quite the importance by | | | | agent is a bit too rushed in his attempts to resolve the |
| companies across all industries. | | | | issues at hand. Some may even feel a bit neglected |
| However, there is that unfortunate case where | | | | because the agent does not spend that much time into |
| companies think that it is all right to separate customer | | | | the call. Similarly, just because an agent spends longer |
| service metrics from other metrics that have influence | | | | minutes into a call does not mean that customer |
| on customer service as well. This should not be done, | | | | service and satisfaction is achieved. There are really |
| but this is actually a frequent error already. To illustrate | | | | so many factors at play here. |
| this, let us look at the typical call center as an example. | | | | With all the factors playing in the game, just how do |
| Call centers usually measure their agents' performance | | | | you decide which metrics to use then? The key to |
| level in terms of the number of calls and issues agents | | | | remember here is to be the customer - to put yourself |
| can resolve for their customers. You cannot really | | | | in the shoes of your customers. Just how would you |
| measure customer service without this portion included | | | | want to be treated if you were in the customer's |
| in the metrics now, can you? This is why pairing is | | | | place? Would you want your call to be rushed? Or |
| important when you want to measure customer | | | | would you want a speedy call with a ready solution |
| service. | | | | presented to you? All of these have to be considered |
| Another point to remember is that there are many | | | | and the right mix needs to be meshed to ensure that |
| factors to consider when trying to measure customer | | | | the appropriate customer metrics are laid in place. |
| service accurately. Going back to the call center | | | | |