Measuring Customer Service Performance – CRM KPI
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How many times has that happened? A person works through a myriad of push buttons that will puzzle the most obsessive Sudoku junkie and then, after 15 minutes of finger exercise once they finally reach a real person the line inexplicably goes dead. Who’s to blame? Is it the fault of the telephone company? Has technology once more run amok? It’s more likely that the caller has been the victim of a poorly thought out Customer support Performance KPI.
It works something like this. Call Center operators are largely unsupervised, sitting in a cubicle answering hundreds of calls a day. Even though the calls are occasionally monitored the vast majority of the time the operator recognizes that no one will be listening in. So what motivates the quick hang up the phone? Because the operator recognizes that the monthly performance bonus is dependant on one thing and one thing only: the number of calls are processed in a given shift? Whether the customer is actually satisfied or otherwise is practically irrelevant. That only relevant factor is the number of calls processed, not whether those calls work.
A similar scenario happens when the order comes down in the executive offices that no call should take longer than 13 minutes (or some other arbitrary number) to complete. The call center employees’ performance bonus is based on clearing calls quickly and efficiently. That’s great until a major issue comes up that takes longer than 20 minutes and then, suddenly the previously helpful answering services company rep is doing everything possible to hustle the caller from the line.
As long as Customer support Performance KPI is based on the quantifiable rather than the true level of satisfaction of the Customer, these scenarios will continue to frustrate the buying public. That’s the reason many companies have introduced a more reliable system of measuring Customer support Performance. These new KPI better reflect whether or not the Customer actually feels like they have received that service that meets their demands. These models look something like this: When the clients’ questions have been answered a series of questions are asked by the Customer Service rep. Are you satisfied with the responses to your queries? Were your questions answered adequately and professionally? Is there other things we can help you with today? Sometimes these questions are asked through the rep themselves and sometimes a follow up call is made by a supervisor or any other rep. The employees` primary KPI is dependant on the customers` answers to these questions.
The more often primary Customer Service KPI is dependant on mere quantity, the less true Customer Satisfaction is going to take place. The only accurate KPI for Customer support Performance is the actual perception of the Customer as to whether or otherwise they received adequate service.
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