This presentation outlines how to use FCR for performance management in a contact center

1. Presented by Upstream Works
FCR Based Performance
Management

2. The new
performance
management

3. Contact Center Performance Management
• Management assessment based on PBX stats
and Quality Monitoring
• Occupancy or schedule adherence
• Coaching and training based on skills

4. Performance Measures
• Reduce handle times
• Improve politeness
• Improves compliance to
corporate “delivery
mechanism”
 Did the agent say the right things
 Why are those the right things?
• Anecdotally improves FCR

5. Call centers are prolific at data collection
Can’t answer questions
If you are awash in a sea of data
wouldn’t it be nice to know
where the icebergs are?

6. Why Do Customers Call?
#1 To get their issue
revolved
#2 To get their issue
revolved
#3 To get their issue
revolved

7. What Does the Company Want?
• To resolve their issue

8. The goal is to resolve the customers issue
properly with the minimum amount of resources
How do you track that?

9. FCR Basics
• Definition
 What is it?
 How to measure it
• “WIIFM”*
 FCR improves customer satisfaction
• Increases revenue
 FCR eliminates unnecessary calls
• Reduces costs
* WIIFM - What’s in it for me

10. Definitions and Clarifications
• Contact Reason
• Agent Solve Rate (ASR)
• Average Handle Time
 per call type
• Transfers and consults

11. Agent Solve Rate (ASR)
Fred’s Rating:
Total Calls = 7
FCR: 2/7 = 29%
SR: 4/7 = 57%
Barney Betty Fred Wilma Weirdly

12. FCR-based Performance Management
Managing agents based on whether or not they
resolve a specific type of call properly.

13. Agent solve Rates
myFCR
Coverage Info – 87%
Payment - 73%
Policy Mod - 75%
Quotation - 91%
myFCR
Coverage Info – 62%
Payment – 79%
Policy Mod - 73%
Quotation - 88%
myFCR
Coverage Info – 68%
Payment – 81%
Policy Mod - 62%
Quotation - 93%

14. Current PM Techniques
• Problem:
 Call centers are measured to averages
• AHT for any call type
• All calls are measured the same
• Solution:
 Differentiate between call types
 Manage specific call types / interactions
• Gets agents working faster
• Specific call type coaching

15. Current PM Techniques
• Problem
 Quality Monitoring (QM) is a random sample
• Solution:
 Find the 10 best or 10 worst
• Based on:
 AHT / call type
 Resolution / call type
 Deflections / call type

16. Current PM Techniques
• Problem:
 Cannot relate efficiency to effectiveness
• If a call is NOT solved, the call was too long
(regardless of length)
• Solution:
 Connect customer and agent experiences
• Find that some agents make it worse on the first
call
• Poor processes driving multiple call backs / issues

17. 3 Things You Need To Do
• Measure everything
 Tracking 100% of the interactions
• Identify the caller
 Customer id on all agent calls
• Identify the reason
 Call type on all agent calls

18. Business Interaction Management
• Provide solve rate by call type and agent
• Link QM recordings to agent behaviors
• Provide examples of good / bad calls by call type

19. Examples
• Low solve rate, low talk time
 Agent is rushing
• Low solve rate, long talk time
 Agent is trying, but lacks skill
• High solve rate, long talk time
 Process is complex
• High solve rate, short talk time
 use as best practices

20. A new way to improve performance

21. Additional Value
• Link other relevant business data to FCR
Performance to uncover patterns
 Conversions / sales
 Survey data
• Change quality assessment process forms to
account for specific call types

22. The Impact
• Improved FCR
 Reduced costs (fewer calls)
 Improve customer sat (higher CLV)
• Improved agent satisfaction
• Improved business processes

23. The takeaways

24. Summary
• Improve FCR through agent management
• 3 things
 Track every call
 Identify caller
 Identify reason
• “ASR”-based Performance Management
 Actionable method to improve

25. Business Interaction
Management
Track and save the entire interaction as it
happens. It’s easier to use and understand later
Provide in-your-face interaction context that’s
role tailored for personalized service
Pre-built best practices analytics

26. Customer Insights
Customer
Experience
Performance
Improvement
Performance
Management
Training and
Staffing
Process
Improvement
All customer channels

27. Business Interaction Pain Points
• Problem: No methodology or technology used
provides a single comprehensive and auditable
view of how customers interact with a business.
» Result: Averages are used to
allocate funds to drive
customer loyalty and reduce
costs across the multiple
interaction channels in use
today.

28. Upstream Solution
• Upstream Works’ Business Interaction
Management, makes the collective of customer
interactions visible, accountable and controllable
 Combines technology and a methodology to track
individual customer interactions across the business
 Links outcomes to supporting interactions
 Puts the collected information into a powerful form
 Compliments existing applications and infrastructure

29. Next In Series
www.upstreamworks.com
Download the whitepaper from our website:
Increasing Call Center Effectiveness Through First Call
Resolution
See the FCR Webinar Series – Coming Soon to Youtube!