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ARCHIVED - Using External Service Delivery Key Performance Indicators
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MAF Category: Citizen-Focussed Service
Theme: Client Satisfaction
Two measures have been proposed for this theme. The overall Client Satisfaction rating as compiled by the CMT is the primary measure. As previously discussed, this measure is determined through periodic surveys of citizens and businesses. Complete details can be found at http://www.iccs-isac.org/eng/cmt-about.htm.
The second measure, Service Complaints, has been identified by the working group but is difficult to compile at this time. Effective recording and tracking of service complaints requires integration of client contact information across all channels. Many service complaints are sent to ministers' offices via regular or electronic mail where they are tracked by separately managed ministerial correspondence systems. The performance measurement community will investigate this measure to determine its contribution, cost, and value to overall service measurement practices.
No vendor-specific implementation guidelines are required for either measure.
MAF Category: Stewardship
Theme: Agent (Resource) Utilization
With in-person service delivery, the client experience is based primarily upon the ability and skill of the agent to understand and satisfy the client's service request. Service centre managers assess overall volume and agent performance by carefully monitoring several measures that provide an accurate assessment of the use of agent skills. Executives tend to place high value on the measure Cost per Visit, which provides a good overall indication of visit complexity and Agent Utilization. Other measures of Agent Utilization—specifically Agent Capacity, Resource Allocation, Agent Adherence, and Agent Occupancy—provide sound operational control of both short- and long-term use of labour within the service centre team.
These measures are almost identical to those used to support the Phone Channel. Capacity and Resource Allocation provide a static assessment of the overall team capacity. Agent Occupancy is the amount of time an agent spends in direct face-to-face customer service. Adherence measures the amount of scheduled time that an agent is available to provide service. As Occupancy increases, agents will naturally protect themselves by reducing schedule adherence through, for example, longer breaks, earlier log-outs for meetings and prolonged conversations with the clients.
Skilled service centre managers establish the right balance between Occupancy and Adherence and carefully monitor Agent Utilization on an individual basis. Departments, agencies, and other stakeholders are primarily interested in the roll-up of the entire agent team—effectively calculating Occupancy and Adherence for the in-person service centre.
Queue management tools are less sophisticated in calculating Agent Utilization measures, however. Q-MATIC provides basic information that can be aggregated to calculate the recommended core and operational KPIs.
Cost per VisitTotal operational cost of the service centre divided by the number of client visits |
This measure taken for the reporting interval provides strong trend information on overall call centre efficiency. The Visitor Access measure (see page 42) is used as the volume measure. The working group has noted that there is inconsistency in how total operational cost is calculated, specifically related to the inclusion of facilities costs. Further discussion and resolution of these differences will be undertaken by the working group to set a standard definition for operational cost.
This information can be derived by dividing the labour costs by the service requests found in the daily, weekly and annual category reports (Figure 6-1).
Agent AdherencePercentage of a day that we can reasonably expect an agent to be logged onto the service management tool.
Total Time Logged On (Visit, Wait, and Wrap-up) X 100 =
% Adherence |
Adherence is a key performance indicator for individual agent performance and the overall performance of the service centre.
A service centre might plan that agents should be "on station" for 80 per cent of their scheduled hours of work, excluding leave and formal training. While logged onto the service management software, agents should be speaking with a client, wrapping up the interaction (if necessary), or waiting for the next client in the queue. Non-telephone-related activities should be accomplished within a 20 per cent allowance. Examples of non-service activities include other assigned duties such as callbacks and e-mail response, meetings, coaching time, supervisor discussions, and breaks.
The log-in time component can be found in a report Graph by Time of Operation (not shown). The column labelled Interval shows the total log-in time for each workstation in the service centre.
Agent OccupancyPercentage of time agents are logged onto the service management system and are either servicing a client or completing file notes related to that specific client visit % of Transaction Time + % of Wrap-up Time |
This will require a customized report if the service centre is using Q-MATIC as its queue management software. Total transaction time available from the Daily Category report (Figure 6‑1) must be exported to a spreadsheet and divided by Total Log-on Time, as taken from the report Graph by Time of Operation.
