Ask any call center manager what their main role in the call center is, and you will invariably get the same answer: performance management. To manage call center performance, managers typically rely on balanced scorecards. These scorecards tend to measure performance in two areas: efficiency and effectiveness. While these are clearly two critical elements of performance, are they the only ones? How “balanced” is your call center balanced scorecard?
The term “performance management” was coined by Dr. Aubrey Daniels in the late 1970s to describe “the science of managing both behavior and results”, which he believed to be vital elements of performance. A shortcoming of many balanced scorecards used in contact centers today is that they aggregate many call center metrics into two categories, effectiveness and the efficiency, or a composite score. The simplification obscures crucial information that could have directed relevant behaviors or clarified results. Instead of providing call center managers with a comprehensive and actionable view of performance, most call center scorecards leave managers with more questions than answers.
Most call centers need to “balance” their balanced scorecard. The RCCSP Professional Education Alliance, accreditation and certification body for the industry, points out that “balanced scorecards that paint an incomplete picture hinder a call center manager’s ability to make sound business decisions.” RCCSP’s Call Center Process Framework™, a foundation of RCCSP professional certifications, is rooted in, not two, but five distinct areas of business activity and performance analysis.
“The RCCSP Call Center Scorecard™ is the result of call center business process modeling,” says Nina Kawalek, CEO for RCCSP. “This tool goes beyond telling managers what they did, and actually tells them what they need to do, and where.”
The RCCSP Call Center Scorecard™ follows each step to creating a service product, from investment in capacity and resource usage, to processing efficiency, results, impact and returns. It provides managers with an organized metric map that can help direct their attention to where a change in process or performance will result in a desired outcome.
“Our industry needed to abandon the practice and expectation that a simplified scorecard could somehow be useful in managing such a surprisingly complex business model as a call center,” adds Kawalek. “Reducing capacity, utilization, efficiency, effectiveness, and productivity metrics to a score may be interesting, but it’s not something on which you would want to base business decisions. The five-part call center business framework and resulting metric scorecard provides precise direction for managers; it highlights responsibilities, too.”
RCCSP points out that call centers, riding the coat-tails of rapidly morphing communications technologies and changing customer preferences, need to embrace fluid management practices, and leave the notion of static best practices behind.
To learn more about RCCSP Professional Education Alliance programs and the range of professional certifications, visit the RCCSP Alliance’s National Training Schedule at www.the-resource-center.com/index/seminars.htm.
RCCSP is a progressive industry-supported and industry-recognized accreditation and certification organization, maintaining and coordinating the most comprehensive portfolio of certification credentials available to call center professionals.
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Edited by Chris DiMarco