If I were to poll a cross-section of call center leaders, I’d probably find a love-hate relationship with reporting software. They love the technology for cranking out tons of data and reports. But they’re not crazy about how difficult it is to find the meaningful information among all that data. Since reporting is the key tool for assessing the health of the center and identifying areas for improvement, and one nearly every center invests in, let’s review a few best practices about how to get the most out of that investment.
FIRST: Define a metrics strategy to focus on the right Key Performance Indicators (KPIs) for your business and operational goals. Then specify what information should go to whom, how often, in what form, via what channel. Create a consistent focus across the organization and use reporting to reinforce and optimize performance.
SECOND: Create a business analyst role to maximize the value you get from your real-time and historical reports. Define “triggers” to address performance issues in real-time along with appropriate action plans. Use trending and analysis to define strategic changes in processes, staffing, technology use, and more. Work with routing and skills analysts, quality monitoring staff, training, and IT to institute changes and track results.
THIRD: Use the systems on which you’ve spent the big bucks. Invest in training so your people know how to use the tools and customize only when necessary. Make sure your front line supervisors and managers work effectively with the information they receive. And help CSRs understand how the information can help them balance productivity with quality service to the customer.
FINALLY: Define governance for report creation and distribution to avoid becoming slaves to the system and constantly creating unique, little used reports. Have a business reason for creating new reports, adding new metrics (more is not always better), and distributing more information to more people.