How Good Is Your Customer Service?
One final note on ASA: If contact centers use interactive voice response (IVR), caller wait time should be measured from the time a call comes into the IVR—not from the time when the caller was transferred to a live representative. To a customer, Lieber emphasizes, all time spent on the phone waiting to get her question addressed counts.
3. What is the maximum annual turnover rate for customer service reps?
Answer: b) 10 percent to 20 percent
Not many people talk about representative turnover rate with regard to customer service performance—especially not in a quantifiable way—but contact center experts agree staff turnover has a negative impact on service levels. An annual turnover rate higher than 20 percent indicates an unsatisfactory center environment, says Roman, and that has to come across to customers. In addition to low morale, a high staff churn rate affects the center’s overall product/program knowledge level, resulting in less accurate, efficient service for customers.
Such an environment is further aggravated by unrealistic service benchmarks. If your customer service department only hits its internal benchmarks 70 percent of the time, then your goals are going to bring down the morale of the representatives. Either set more reasonable goals or provide additional resources so the target is reachable.
4. What is the ideal call monitoring rate per customer service rep?
Answer: d) 40 calls per month
“The obsession with technology and putting in the latest software in centers, while important, has caused marketers to overlook the most important point in customer contact: the human aspect in improving the customer experience,” says Roman. Lieber agrees, adding that often it’s not what reps say, but how they say it that can make a difference in how a customer perceives a service experience. Monitoring and training are key to helping reps fine-tune how they handle service situations.