Analysis of Metrics for a Customer Care Organization

Alignment and commitment are critical to the success of any strategic initiative. Metrics are crucial tools for alignment because they help to create a focus on the outcomes of strategic performance and their enablers. Therefore, those who lead strategic initiatives should prioritize on good metrics. Metrics are crucial because they encourage learning, support the strategic efforts, integrate the components of the strategy, and enhance good decision-making (Garratt, 2005, p.5). This paper analyzes the metrics for a customer care organization.

CRT (Call Resolution Time)

The metric measures the duration of a call. The owner of the metric is the customer care representative. The data type is the time in seconds. It is a call center metric that focuses on measuring the average duration of a call from a client initiation of the call to the completion of a transaction. The data collection is through recording the calls between the customers and the customer care representatives. The data analyst will calculate the average duration of a call by dividing the aggregate sum of the call times by the number of calls. There will be a daily analysis of this metric. The analysis will also entail a monthly analysis to get a more accurate call duration because it is taken over a longer period. Longer durations may indicate that there is inefficiency among the customer care representatives. It is crucial because the organization can use it to determine the staffing levels of call centers and also provide more feedback and training to the staff (Subramony, 2014, p. 572). For instance, if the customer care representatives are overwhelmed by the long duration of calls, the management can employ more representatives to the call center.

DDC (Delinquent Dollars Collected)

The metric measures the rate of success that a representative has in collecting the amounts due to the company, both past and upcoming. It is, therefore, a measure of the efficiency of the representatives. The data collection is through determining the percentage rates at which the representatives collect the amounts. The scales is from 1 to 10. In this case, 10 represents a collection rate between 90% and 100% while 1 represents a collection rate of between 0 to 10%. It may then help the management in devising effective strategies to boost its collection rates and minimize the amounts the company spends on other metrics such as First Call Resolution.

NPS (Net Promoter Score)

It measures the willingness of customers to recommend the company’s products to others (Reichheld, 2003). It is a critical metric because it is the desire of any organization to increase its client base. It gauges customer loyalty and overall satisfaction with the company’s products. The score ranges from -100 to 100, where 100 indicates that a customer will certainly recommend the company’s products. Representatives will be measured individually as they can influence the rate of the metric because they deal directly with customers. It is, therefore, a measure of efficiency for the front-office staff.

Un-Carrier Perspective (UP) program

The metric evaluates customer satisfaction by administering surveys to them. It helps the management to avert potential negative experiences in the future. The selection of the respondents is through random sampling techniques. The survey questions will be a series of questions that seek to gauge the customer feedback on the project. The customer will give a rating from 1 to 10, where 10 represents the highest feedback that they will give on a particular aspect. It will be through a two-way SMS or SMS with URL link. The survey will be analyzed daily and weekly.

Conclusion

Metrics are useful tools that an organization can use to measure various aspects of its performance. The metrics that an organization may use depend on several factors such as the industry it is operating in, its size, among other factors. It is necessary for an organization to use the results of its metrics to enhance its success.

References

Garratt, B. (2005). Organizational change, learning and metrics: hard and soft ways to effective organizational change. Development and Learning in Organizations: An International Journal, 19(6), 4-6.

Reichheld, R. (2003). The One Number You Need to Grow. Harvard Business Review. Retrieved from https://hbr.org/2003/12/the-one-number-you-need-to-grow

Subramony, M. (2014). If We Build It, Will They Come? Marketing Employee Metrics That Matter. Industrial and Organizational Psychology, 7(4), 571-573.