The simple entry/exit management of seats requires the reasonable setting of basic platforms (telephone acceptance, work order record, knowledge base …) and seat performance indicators (online number, answering volume, abandonment rate, recording quality inspection …). You can set the number of new employees &; Receiving quality &; Training evaluation &; Direct leadership assessment &; Personal comprehensive service quality-The following 22 items are some commonly used measures of call centers. 1. The actual working rate is 1. Definition: The actual work rate is a test of whether the sales staff is on schedule. The calculation result of the actual working rate is a percentage, which is equal to the actual time for the operator to connect to the system and prepare to answer the phone, divided by the total time for the operator to answer the phone as planned, and then multiplied by 100%. 2. Data source and report: The actual work rate percentage data comes from the automatic call distribution system (ACD) and should be reported once a day, followed up once a week and once a month. 3. Standardization goal: Practice has proved that the best actual working rate of each operator and salesman should reach 92% or higher. 4. Monitoring measures: If the actual working rate of employees is lower than the specified target, the following contents should be investigated: (1) Employees should know that maintaining a high actual working rate is very important to the customer service center, and the center may not do enough in educating and urging employees to understand this; (2) There may not be enough supervisors, and new employees have not received timely guidance and help; (3) The salesman may misunderstand the regulations; (4) The absenteeism rate may be too high; (5) Compared with the call volume, salesmen may spend too much time doing other things; (6) Make better use of mandatory management system software. Second, the post-treatment time 1. Definition: refers to the time required for the operator to complete the sorting work related to a call after the call is answered. 2. Data recording and reporting: Post-call processing can be completed by the operator or by the group or center. This is a useful material, which can be obtained from the Automatic Call Distribution System (ACD). This specification should be made into daily reports, weekly reports and monthly reports according to groups or individuals, and charts should be made to compare with previous records. 3. Standard objective: The average post-processing time of the center is 60 seconds. 4. Monitoring measures: (1) If there are problems unrelated to training, process and technology, it is suggested that the team post the standard objectives of this specification every hour until the situation improves; (2) The machine operated by the salesman may be inconvenient to use and needs to be adjusted in configuration or location; (3) Do all actions required for post-call processing, and carefully observe and evaluate each action to see if it is necessary for the program; (4) Encourage telephone operators to handle information well during the call and reduce the post-processing time. If there is a sensitive and easy-to-use software system, it should be used, which will definitely reduce the time of the whole process and improve work efficiency; (5) The long post-processing time indicates that the salesman has a problem and needs further research, especially through telephone monitoring to help him/her solve this problem; (6) If the figure in this specification rises, it means that the operator has abnormal behavior and waits for the relevant supervisor to send a situation report; (7) The longer the average post-processing time of the whole center, it means that there may be problems in training, procedures or technology; (8) If a new salesman joins, it is expected that due to lack of experience, the processing time will be too long; (9) Track the salesmen who lead to long post-processing time, find out who they are and retrain them; (10) If a new data record item is added, consider whether this new data record is worth the price; (1 1) If the problem is not lack of training and incorrect procedures, please find out the reasons for the increase in the number of people from a technical point of view; (12) Train salesmen to enter data while talking with customers, so as to minimize the post-processing time. Third, the average time to give up is 1. Definition: refers to the average waiting time before the caller gives up the call, calculated in seconds. Suggestion: Tracking the scrap rate is more valuable than tracking this data unless there is a special need. 2. Data recording and reporting: This data is collected by the Automatic Call Distribution System (ACD) and should be reported daily and weekly. 3. Normative goal: the average time to give up is 60 seconds. 4. Monitoring measures: (1) Give up after waiting for a short time, indicating that the customer's patience in waiting is limited. The reason may be that there are other centers to choose from, or they don't like to call your center and always fail. Both of them deserve attention and take corresponding measures; (2) Check the number of people who quit, the situation of not dialing out and the queuing time to see if there is a problem that callers cannot dial in. If this problem is very important to customers, then the satisfaction rate of incoming calls will drop significantly. Four. Average talk time (complete without chart) 1. Definition: refers to the sum of call time and post-processing time. 2. Data recording and reporting: Automatic Call Distribution System (ACD) will provide data of this specification. It should be calculated every day, every week and every month. Design an average talk time report, the format of which is made by the operator, the team and the center themselves, and make a chart to show the changes of the situation. 3. Objective: Different types of call centers have different efforts to achieve average talk time. For a call center with strong technical support, the average time is generally between 10 and 15 minutes. From the perspective of the whole industry, the average talk time is 8.5 minutes. The target of this specification can be set between 3- 10 minutes, or it can be increased or decreased by 15%. It would be great if the time range can be determined according to the call type and team type. Set an acceptable time range to avoid the problems caused by setting a fixed goal, so as to give the operator a choice and enough time to handle the first call. 4. Monitoring measures: (1) Make a chart to make the curve interface in the chart wide and clear at a glance; (2) Ask the front-line supervisor to report the situation beyond the target scope; (3) Too long time may mean too many people, resulting in higher costs; (4) training sales personnel to use technical equipment and telephone processing skills. 5. Average online time (excluding current report data) 1. Definition: The average time for an operator to keep a customer waiting online. 2. Data recording and reporting: Automatic Call Distribution System (ACD) will provide the data of each operator's holding time and give the average value. Daily, weekly and monthly reports and charts of this specification, as well as weekly and monthly management inspections. 3. Objective: The average holding time should be controlled within 20-60 seconds. 4. Monitoring measures: Too long holding time indicates that the operator cannot quickly enter the required data fields or quickly find a solution. The following factors may be the reasons for this phenomenon: (1) The required information may not be involved by the salesman; (2) Due to insufficient training, the operators don't know how to obtain the required information; (3) System delay, that is, the time for the machine to display the required information is too long; (4) Front-line sales personnel have no right to contact relevant information; (5) This standard is very important for the center manager to master the business situation, and the holding time directly affects the mood of the caller; (6) This specification is difficult to master, because operators prefer to use dumb keys on headphones instead of telephones. 6. Average ringing times 1. Definition: refers to the number of times the phone rings before the customer hears the answer, regardless of whether the phone is answered by the salesman or IVR. 2. Data recording and reporting: The data is collected by the Automatic Call Distribution System (ACD) and reported daily for the reference of the center manager or the needs of the caller satisfaction test plan. 3. Goal: 2-4 times on average. 4. Monitoring measures: (1) The average ringing frequency should be kept at the lowest level, although it may increase during the peak period, so the number should be determined through discussion. In addition, the number of rings can also be used as a standard to master the queuing time; (2) As long as it is not busy, the number has no special meaning to the caller. 7. The average queuing time is 1. Definition: refers to the time that the caller waits for the operator to answer after being listed by the automatic call distribution system (ACD). 2. Standardized recording and reporting: The automatic call distribution system (ACD) can record all calls arriving at the center according to the application or call type, and can post and publish this number to employees every day, week and month. 3. Target: This is an industry-specific standard with a target range of 30-90 seconds. Queue time is the key factor to establish the overall goal of the overall service level. If the queuing time is zero, it means that it is very uneconomical and inefficient to let the salesman wait for the call. 4. Monitoring measures: (1) Some new methods may be implemented, which need to be mastered by salesmen; Or there is any new change in policy, which requires operators to spend more time getting familiar with and handling obligations; (2) There may be too many inexperienced salesmen; (3) IVR may need to be added to handle more daily calls; (4) CTI may be needed to realize the mechanization of some work; (5) Many centers use LED visual bulletin boards to announce the average queue time and queue number, which is a typical real-time announcement form; (6) Queue time may be the main form of money spent by customer service centers; (7) The queuing time may be the main reason for the caller's dissatisfaction; (8) Consider adding temporary salesmen during peak call hours; (9) Adjust the personnel up and down as needed, so that the service objectives can be continuously completed; (10) If you use the 800 service, the queuing time should be shorter. 8. Average answering speed 1. Definition: It refers to the total queuing time divided by the total number of calls answered. 2. Data recording and reporting: This specification can be directly from the automatic call distribution system (ACD), and should be reported after half an hour, and the trend should be displayed in the form of a chart. 3. Purpose: This specification is also commonly called ASA, and the standard length is usually set to 20 seconds. 4. Monitoring measures: (1) The average response speed is too high; (2) The post-processing time exceeds the target; (3) The holding time is longer than expected; (4) The call volume forecast is inaccurate; (5) The planned actual working rate is not enough. 9. The average conversation time is 1. Definition: refers to the call duration between the caller and the operator. 2. Data recording and reporting: These data are collected and reported by automatic call distribution system (ACD), sales staff, business team or customer service center, and should be evaluated once a week and once a month. This specification is more useful for management if the sales staff's business activities are intentionally grouped according to the call type. The business performance of individuals and groups may be a powerful feedback data, but it is important to balance it with the feedback data generated by the caller satisfaction test plan. If a relatively long conversation can improve customer satisfaction, then it is worthwhile to increase the cost. If so, some salespeople need to train their interpretation skills again, so that they can speak longer and get higher customer satisfaction. 3. Goal: The goal of talking time should be 270-360 seconds. 4. Monitoring measures: (1) The change of call time refers to the change of operator or caller's behavior. I hope your supervisor can find out the reason for this change and help to work out a solution; (2) After answering the phone, ask the caller a few satisfied or dissatisfied questions, and the average call time can be adjusted to a satisfactory length; (3) The conversation time can change with the technical ability of the sales staff, the difficulty of using materials and the system design; (4) Different types of calls will have different talk time, which is also important to consider; (5) Generally speaking, in order to reduce the cost, the shorter the call time, the better. However, the short call time may cause some callers' dissatisfaction. They think you are not listening to their questions carefully or are in a hurry. (6) The conversation time may also be different due to the different speaking styles of service representatives, which is difficult to handle and change. Especially for long or short conversations (on average), find out the reasons. 10. Calls per hour 1. Definition: refers to the average number of calls received by each salesman per hour. It is equal to the total number of calls answered by the salesperson during the shift change divided by the total number of hours after he/she used the telephone system. 2. Data recording and reporting: These data can be obtained from the automatic call distribution system (ACD) and should be reported by the sales staff once a day. 3. Objective: The number of calls per hour mainly depends on the nature of the call center. In high-tech call centers, this number may be as low as 5 times per hour, while in call centers with simple technical facilities, this number may be as high as 100. 4, monitoring measures For a long time, the number of calls per hour has been a universally applicable standard to measure the performance of sales staff. Salespeople who have a longer reception time have always been popular because they show higher productivity. However, with the development of customer service center, this measurement standard is becoming more and more suspicious and has become a problem. The main reason is that one-sided emphasis on hours may lead to poor service quality. XI。 Monitoring score 1. Definition: refers to the rating evaluation made by quality assurance experts on the reply quality of telemarketers. 2. Objectives: There are no universally applicable objectives in this specification. 3. Data recording and reporting: There is no universally applicable evaluation standard for monitoring scores, although people usually use the percentage system to evaluate them. In order to comply with the policy and reflect the application of the central standard, the sales staff can be monitored four to five times a month. 4. Monitoring measures: (1) This evaluation method should be persistent; (2) The salesman should fully understand the scoring method; (3) If possible, the monitored phone calls should be recorded, so as to compare the evaluation score with the actual performance of the sales staff for reference. 12. The busy rate is 1. Definition: (talk time+hold time) ÷ (talk time+hold time+idle time) × 100%. 2. Data recording and reporting: These data can come from the automatic call distribution system (ACD), and the report calculation should be averaged by the team and sales staff. 3. Objective: The best standard in this specification is 90% or higher. 4. Monitoring measures: (1) It is suggested to improve business training; (2) It is suggested to improve business supervision. 13. Call abandonment rate 1. Definition: Abandoning a call refers to a call that has been connected to the center, but the called party automatically hangs up before the operator, outgoing person and information notification department answer it. Abandonment rate refers to the ratio of abandoned calls to all connected calls. 2. Data recording and reporting: Automatic Call Distribution System (ACD) can provide these data for the center, and it should be reported daily, weekly and monthly. It is necessary to determine the length of "short-term obsolescence" and ensure that these data are eliminated from data sheets and reports. "Short-term abandonment" is usually 20 seconds or less. 3. Goal: It is recommended to be between 3% and 5%. The abandonment rate depends almost entirely on the caller, and may change due to one or all of the following factors: (1) The motivation of the caller to give up is related to the urgency; (2) Other call centers can provide the same service; (3) The caller's expectation based on demographics can reflect this situation; (4) there is no time to wait for the phone; (5) the reason for the phone bill. 4. Monitoring measures: (1) The average waiting time may be too long; (2) The accuracy of prediction may be too low; (3) Because of the change of work content or the increase of customer dissatisfaction, the holding time may become longer; (4) The waiting time in line is unbearable; (5) consider using super personnel service to handle too many calls; (6) Post the rejection rate many times a day to let the salesman know the overall situation, and also add some explanations to predict the increase or decrease; (7) Because the telephone number of customers may be too long (that is, the average call time increases), there are not enough salesmen, which leads to line congestion; (8) In a period of time, if you see the change of call type, you can predict the change of call volume; (9) The high abandonment rate indicates that the queue time is too long. ACD has a report showing the waiting time before customers give up. If many customers hang up within 1-5 seconds, it's a phone error, not a queuing problem. (10) The caller gave up the call, which means that the number of salesmen may not match the call volume; (1 1) A careful comparison of several factors, such as telephone duration, average queuing delay time and planned actual work rate, can help you determine whether it is necessary to place new employees. (12) Giving up a call is closely related to waiting (or queuing) time, and the patience of customers changes according to their demand for services and the availability of substitutes. 14. Attendance 1. Definition: the number of people actually working in the team ÷ the number of people planned to work × 100%. 2. Data recording and reporting: The most common method to obtain these data is the employee automatic registration system. 3. Purpose: This specification varies greatly, but the common standard is 95%. 4. Monitoring measures: (1) Check the reasons for lack of work; (2) Talk with the employees who are short of work to understand personal problems. 15. Busy tone rate 1. Definition: refers to the percentage of calling phones that are blocked by busy signal and even cannot reach ACD. 2. Data recording and reporting: These data can be obtained from ACD or telephone operators, and should be checked every hour to see where the peak of congestion occurs. 3. Efforts: It is suggested that the scope of efforts should be controlled between 1%-3%. The ideal situation is that there are no blocked calls, because it means losing a business and increasing the complaint of an irritated customer, both of which are not good for the company, whether in terms of recent revenue or customer satisfaction. 4. Monitoring measures: (1) One option is to transfer redundant calls to another service organization; (2) If this method is adopted, the abandonment rate is still high, and the companies that may be diverted do not get enough staff and need to increase their staff; (3) Increase full-time or part-time sales staff; (4) If waiting in line, talking, waiting in line, etc. Increased, employees should receive more training; (5) The blocked call requires the caller to redial. If the blocking rate is high, the corresponding redial rate is also high. If a manager takes this as the caller's intention to call and counts it in the number of customers, it is a big mistake; (6) Most telephone service providers (AT & amp； T, Spring, MCI) all have real-time reporting devices, and automatic digital authentication is used to distinguish the number of repeated dial-up calls displayed on time and daily within a certain period of time (30 days), which can help predict the effective utilization rate of telephone operators; (7) Many operators can provide statistical data packets, and by generating telephone numbers, duplicate dialing can be eliminated, so that busy signals can be normalized. It is suggested to investigate the blocked customers and quantify the loss of the center; (8) The busy tone will bring back the company's products in the retail industry. Sixteen, the call rate of one-time problem solving is 1. Definition: refers to the percentage of calls that solve problems that do not require callers to call again or salesmen to call back. 2. Data recording and reporting: ACD can generate this information in the form of code in the process of call post-processing, and the salesman and the center should report it once a day. 3. Effort target: The recommended target range is between 85%- 100%. This standard has obvious effect on the satisfaction of callers, that is to say, callers attach great importance to whether they can solve their own problems in the first time. 4. Monitoring measures: (1) The decline of this standard number needs to be handled in time, and the solution should consider the cost of callback and the possibility of caller dissatisfaction caused by callback; (2) The salesman should be given the right to decide whether to call back the customer's request; (3) If there is no or less blocking, the rejection rate is very low, and the information about redialing will help you find out those aspects that you didn't notice, and determine the reasons for customers to do so through investigation; (4) The training is useful, and it is necessary to investigate and implement the possibility of salesmen approaching information; (5) It is also important to invite sales people to solve problems together. 17. The queue placement rate is 1. Definition: the number of telephones on the queuing list ÷ the number of all telephones received by the center × 100%. 2. Data records and reports: These data are collected by ACD, and the center manager should calculate and check them once a week. 3. Objective: The suggested range is 10%-20%. 4. Monitoring measures: (1) Check whether the added salesmen are full-time, part-time or only used when the call volume exceeds; (2) The rise of the standard value may lead to the increase of telephone charges, so it is very important to investigate the root cause of this situation. 18. The call forwarding rate is 1. Definition: That is, the percentage of calls transferred by telephone operators to others. 2. Data recording and reporting: this data can be reported by ACD salesmen every day, every week and every month, with the feedback information of salesmen attached, at least once a month, preferably once a week, to determine what caused the transfer. 3. Goal: The average percentage of this specification is 3%. It is recommended to transfer only one call per 100 to experts or authorities. 4. Monitoring measures: (1) If there are technical differences between salesmen, technical software should be used to enable salesmen to answer callers' questions; (2) If the caller must transfer the call, it is best to transfer the caller's recording through the automatic transfer device, which can save time and cost; (3) Transfer without telling the customer (that is, blind transfer) often means that the caller needs to explain to the salesman again, which will have a negative impact on the caller's satisfaction; (4) Decide whether to transfer blindly or inform before transferring, and don't try to break away from this principle; (5) Some centers only switch blindly when the line is busy, but some salesmen sometimes forget that they are using this method that should not be used at ordinary times; (6) Too many transfer calls indicate that there is a problem: or customers are lost, and it is not known which 800 calls can still be used after the requested 800 calls are blocked; Or the salesperson lacks appropriate information; (7) Making too many phone calls will cost money, so set up a discussion group composed of salesmen and callers to discuss it carefully, determine and solve this problem; (8) Ask the supervisor to write a statistical report on the number of transfer calls and provide solutions to reduce future transfer calls. Nineteen, the percentage of answering the phone is 1. Definition: number of received calls ÷ number of all received calls × 100%. 2. Data recording and reporting: The data used to calculate this specification can be provided by ACD, and it is recommended to report it once a day. 3. Goal: The most common percentage of this specification is 98%. 4. Monitoring measures: (1) This is the main indicator of sales performance. Although it is not mobile, it can show the problems of the system; (2) It can reflect the development trend and problems of all other codes and provide convenience for finding corresponding solutions; (3) There may be a short peak of telephone traffic in the access center; (4) The requirements for line opening may be too low; (5) There are not many estimates of the telephone volume; (6) Too many unskilled salesmen may be employed; (7) Additional diversion channels may not be needed; (8) Consider allowing IVR to share regular telephone calls with CTI processors; (9) Consider adding temporary salesmen to deal with the situation of excessive telephone traffic; (10) History may be used incorrectly in forecasting; (1 1) It may be that the market planning work in the new promotion is not done well; (12) may be due to seasonal fluctuation; (13) Maybe the salesman did not strictly abide by the relevant regulations. 20. Service level 1. Definition: The calculation formula of service level is: the number of calls with a response time less than x seconds ÷ the total number of incoming calls × 100%. 2. Data recording and reporting: These data can be easily obtained from ACD. The service level should be based on continuous monitoring, because this specification points out the main problems. 3. Goal: The standard of the center is to answer 80% of calls 20 seconds ago. 4. Monitoring measures: (1) If the service level is higher than the standard target, it means that the telephone number is less than the original plan, or the telephone length is shorter than the plan, or there may be too many salesmen on duty, please make some reasonable adjustments; (2) If the service level is lower than the target, find other reasons for the existing problems; (3) Possible problems: ① Incorrect telephone call volume forecast; ② The time working rate of salesmen is too low; (3) The supervisor did not arrange the work order; (4) Not fully referring to past data and other useful data and indicators; ⑤ The start or end time of lunch is inappropriate and needs to be re-determined. 2 1. The total number of calls is 1. Definition: It refers to all calls entering the center, including blocked calls, abandoned calls and answered calls. 2. Data recording and reporting: The data source of this specification can be ACD or telephone line provider, and it should be checked once every hour, day, week and month. In order to better organize and arrange the staff, it is necessary to track the incoming calls and carefully divide them according to their strengths and weaknesses. Predicting the change of call types as early as possible is beneficial for managers to make timely and effective adjustments and arrangements. 3. Objectives: This specification is mainly used to determine other specifications, plan and predict future telephone calls, and reasonably arrange personnel. 4. Monitoring measures: (1) The best way to find out the deviation is to draw a line chart and display all aspects of the phone in different categories: the total number of calls, the number of calls answered, the number of calls abandoned and the number of calls blocked. This chart can be used to reflect hourly, daily and monthly changes. (2) Analyze the relevant information of telephone type to determine whether the caller used various ways to get the answer. If so, it will obviously increase the total number of calls. (3) If the total number of calls has changed greatly compared with the past or what you expected, find the reason; But looking at ACD data alone can't find the reason, and the answer may be outside the system operated by the center. For example, your company's new promotion or new product plan, as well as the sudden closure of previous competitors, may dramatically and suddenly increase the number of calls in your center. (4) The total number of incoming calls must be related to busy tone data. If the line transmission is not smooth, the number of calls will also be limited. 22.TSR volume 1. Definition: refers to the proportion of the number of salesmen who leave the center in January, quarter or year to the total number of full-time employees. 2. Data recording and reporting: This standard data is usually provided by the Human Resources Department and should be checked and counted monthly and quarterly. 3. Effort: It is suggested to set the effort at 15%-30%. 4. Monitoring measures: (1) Let the staff outside the center have a resignation talk with the resigned salesman, so as to obtain valuable information, help you take corrective measures and have a better working environment before the arrival of new and better salesmen. (2) We found that salary is one of the least mentioned reasons for a salesman's resignation, and the problems such as supervisor, working environment and work pressure are more mentioned, so that the workplace is described as a "coolie house" by a salesman. (3) "What is the reason for the increase in the number of resignees?" It is always the responsibility of the center manager to find the answer to this question. (4) The cost of recruiting, selecting, training and reserving a new salesman in a center is very high, so the turnover of the salesman accounts for the most important item in the center funds. (5) Some resignations are very beneficial! Too low resignation rate means that salespeople have no sense of responsibility or fail to constantly improve their challenging spirit.