Unplanned Shrinkage: When an agent is rostered but did not turn up, is known as unplanned Shrinkage. Unplanned shrinkage includes both Absents and USLs (Unscheduled Leaves).
Target: Maximum: 6%
Calculation:
Unplanned Shrinkage = Absents + USLs * 100
Total Rostered
Eg:
| Case | Team Strength | Week Off | Absent | USL | Unplanned Shrinkage |
| 1 | 20 | 0 | 2 | 0 | 10.00% |
| 2 | 20 | 0 | 0 | 2 | 10.00% |
| 3 | 20 | 0 | 2 | 2 | 20.00% |
| 4 | 20 | 5 | 2 | 0 | 13.33% |
| 5 | 20 | 5 | 0 | 2 | 13.33% |
| 6 | 20 | 5 | 2 | 2 | 26.67% |
Planned Shrinkage: When we roster the leave of an agent then this is known as Planned shrinkage. Planned Shrinkage includes only those leave which are updated in the roster.
Target: Maximum: 5%
Calculation:
Unplanned Shrinkage = Rostered Leaves * 100
Total Rostered
Eg
| Case | Team Strength | Week Off | Leaves | Rostered | Planned Shrinkage |
| 1 | 20 | 0 | 2 | 18 | 11.11% |
| 2 | 20 | 5 | 2 | 13 | 15.38% |
Total Shrinkage: The Sum total of planned and unplanned shrinkage is known as total shrinkage.
Target: Maximum: 11% (6% Unplanned and 5% Planned)
Calculation:
Total Shrinkage = Rostered Leaves + USLs + Absents * 100
Total Roistered
| Case | Team Strength | Week Off | Absent | USL | Leave | Rostered | Total Shrinkage |
| 1 | 20 | 0 | 2 | 0 | 1 | 19 | 15.79% |
| 2 | 20 | 3 | 1 | 2 | 1 | 16 | 25.00% |
Attrition: When an agent moves out of the system. He either resigns or is abscond from the
System. The same is calculated as follows
Target: Maximum: 8%
Attrition = __Total No. of agent Attired * 100
(Open Count + Closing Count)/2
| Months | Opening Count | Closing Count | Average | Resigned | UAT | ATL | Attrition % |
| April | 81 | 76 | 78.5 | 5 | 3 | 0 | 10.19% |
| May | 75 | 69 | 72 | 9 | 3 | 0 | 16.67% |
| June | 71 | 104 | 87.5 | 1 | 0 | 3 | 1.14% |
| July | 104 | 85 | 94.5 | 8 | 12 | 0 | 21.16% |
| Aug | 88 | 82 | 85 | 4 | 6 | 0 | 11.76% |
| Sept | 80 | 73 | 76.5 | 5 | 7 | 0 | 15.69% |
| Oct | 72 | 80 | 76 | 7 | 2 | 0 | 11.84% |
| Nov | 85 | 87 | 86 | 7 | 0 | 1 | 8.14% |
Offered Calls: Total No. of calls landed on IVR after selecting customer care option on IVR
Answered Calls: Total No. of calls landed on Avaya or answered by agents
Abandoned Call: The Call which is disconnected by customer after landing on IVR and before land on ACD/Avaya.
Short Call Disconnect: Call which gets disconnected by customer within 5 sec after landing on IVR and before landing on ACD/Avaya.
Average Speed of Answer (ASA): Average time taken by customer to get connected with customer care executive.
Target: Less than 20 sec
| Customer | Time Taken to get connected |
| A | 13 Sec |
| B | 22 Sec |
| C | 13 Sec |
| D | 9 Sec |
| ASA | 14 Sec |
Note: Delay time should not be more than 20 Sec, that is call should be answered within 20sec else it would impact service level.
Service Level (SL): This is an efficiency matrix which indicates how quickly we respond to the customers. The same is calculated as follows.
Target: Minimum 80% for prepaid and 85% for postpaid
Service Level = Calls answered with in Threshold Time (20 Sec) * 100
Calls offered – Short Calls Disconnect
| Calls Offered | Abdn with in 5 Sec | Calls Answered with in 20 sec | Service Level |
| 40000 | 50 | 38000 | 95.12% |
| 45000 | 30 | 44800 | 99.62% |
| 50000 | 15 | 49300 | 98.63% |
Answer Level (AL): It is the percentage of total calls answered out of all the calls offered. The same is calculated as follows-
Target: Minimum 95% for prepaid and 97.5% for postpaid
Answer Level = Total Calls Answered * 100
Calls offered
| Calls Offered | Abdn | Calls Answered | Answer Level |
| 40000 | 0 | 40000 | 100.00% |
| 45000 | 50 | 44950 | 99.89% |
| 50000 | 100 | 49900 | 99.80% |
Abandon Percentage: It is the percentage of total calls remained unanswered out of all the calls offered. The same is calculated as follows-
Abandon Percentage = Total Calls Abandoned * 100
Calls offered
Target: Maximum 5% for prepaid and 2.5% for postpaid
| Calls Offered | Abdn | Calls Answered | Answer Level |
| 40000 | 0 | 40000 | 0.00% |
| 45000 | 50 | 44950 | 0.11% |
| 50000 | 100 | 49900 | 0.20% |
Net Abandoned: Total Abandoned – Short calls Disconnect.
Average Talk Time (ATT):
ATT = ___ Total Talk Time____
Total Calls Taken by agent
| Total Talk Time (In Sec) | Calls Taken | ATT (In Sec) |
| 23200 | 160 | 145 |
| 21900 | 150 | 146 |
| 20580 | 140 | 147 |
ACW: it stands for After call work. Usually agent gets 3 secs after every call to capture the call summary in system.
Average Handle Time (AHT): This is an average time taken by an agent to wind up the call. It includes Talk time, Hold Time and ACW.
AHT = _ Total Talk Time + Total Hold Time + total ACW_
Total Calls Taken by agent
Or
AHT = ATT + Average Hold Time + Average ACW
| Calls | ATT | ACW | Hold | ACHT |
| 1137 | 106.39 | 2.04 | 3.57 | 111.99 |
| 1881 | 119.43 | 1.21 | 1.15 | 121.79 |
| 1378 | 131.33 | 1.78 | 4.26 | 137.37 |
| 1428 | 125.56 | 1.53 | 0.35 | 127.45 |
| 574 | 81.85 | 0.00 | 5.64 | 87.49 |
| 1680 | 132.26 | 1.40 | 3.65 | 137.31 |
Telephone Occupancy
This is matrix which helps to measure the productivity of and of an agent or process. The same is calculated as follows
Telephone Occupancy = _ Total Calls Taken * AHT_ * 100
Staff Time –AUX Time
Or
Telephone Occupancy = _ Total Calls Taken * AHT__ ____ * 100
(Total Calls Taken * AHT) + (Avail Time)
| Agent | Staff Time | AUX | Log In Time | Avail Time | Calls | AHT | Occupied time | Tel Occupancy |
| A | 540 | 60 | 480 | 7050 | 150 | 145 | 21750 | 75.52% |
| B | 540 | 70 | 470 | 7480 | 140 | 148 | 20720 | 73.48% |
| C | 540 | 50 | 490 | 2370 | 170 | 159 | 27030 | 91.94% |
Note:- Staff Time, AUX and Log In Time is in minutes
AHT, Avail Time, and Occupied Time is in Sec
Call Projection/ Call Forecast
The Estimation which client gives regarding the call flow to its Service Provider/BPO/ Call Center that how many calls it be will be receiving. This estimation is given well in advance so that proper roistering is done to ensure that SL and AL targets are met.
Point should be noted over here is that what ever projection is given by client, Service Provider should ensure that SL and AL targets are met even on 120% of call flow received against calls forecasted or projected.
However if Call flow is more than 120% of Call Forecast and SL/AL targets are not met then day stands to mitigate. Performance of that day will not be included in monthly performance but if still Service providers manages to meet SL/AL targets even with more that 120% of call flow then performance of that day will be included in monthly performance.
Calculation
Forecast Percentage = _ Actual Call Flow_ * 100
Calls Forecasted
| Calls Forecasted | Actual Call Flow | Forecast Percentage | SL / AL |
| 50000 | 48000 | 96% | Must be achieved |
| 48000 | 57000 | 119% | Must be achieved |
| 45000 | 58000 | 129% | Day Mitigates |
Qualities of Good Team Leader
- Good Leader must be a role model; he must set examples first before he expects his team to do so
- He must be a good motivator.
- He must be a good co-coordinator.
- He must be innovative. He should not be afraid of failure and should always bring new ways of doing things.
- He must be good public relation man.
- He must be aggressive.
- He should have strong process knowledge and product knowledge.
- He must have strong analytical skills
Roles and Responsibilities of Team Leader
- Is approachable and offers support to colleagues on work problems
- Delegates responsibility and authority to subordinates
- Reinforces an environment of trust
- Gives people space to work (avoidance of micro-management)
- Demonstrates fundamental belief that everyone has talent and capability to develop
- Ensures that performance metrics/ graphs are shared with all
- Creates an ethical work environment
- Keeps people charged
- Demonstrates a ‘human touch’
- Retains high performers/high potential employees
- Provides incentives in terms of career planning and growth inside the organization
- Accurately assesses what people are capable of
- Utilizes MIS effectively
- Invites new ideas from peers & subordinates for better quality or Productivity
- Shows tolerance and consideration for others
- Shows concern for people’s problems
- Maintains discipline
- Gets people to work at the same pace as his
- Ensures subordinates feel comfortable to share their views with them
How to control AHT
- Strong product knowledge will ensure that agents wind up the calls
- Agent should avoid unnecessary probing; probing part of the call should be very effective and precise.
- Regular Audits and instant feedback by team leader would also ensure that agents are to upto date on product.
- We should analyze is there any particular query on which agent is struggling and giving high AHT and accordingly should conduct refresher on the same.
How to Increase SL/AL
- Absenteeism should be brought down.
- Ensure Adequate Staffing
- Reduce AHT
- Bring down or Freeze AUX during Peak Hours or during Queue
How to Improve Quality
- Strong product knowledge would always ensure good quality score.
- Instant feedback should happen
- We must make agents listen to the calls so that they get to know what good or bad has happened on calls.
- TL should also audit his team regularly and share feedback
- In order to improve quality analysis should be made on parameter wise and accordingly agents should be made aware of that.
- Special focus should given to new agents or those who are regular defaulters of quality.
- Soft Skill Training should be conducted to improve call etiquettes.
- No. of Fatal should be brought down.
- We can also run certain contest to keep the competitive spirit alive, it also motivates agents.
How to Control Fatal Percentage
- It should be ensured that agents attend briefing-debriefing without fail so as to remain updated on the product. It will reduces product related fatal.
- KET (Knowledge Evaluation Test) should be conducted after regular interval.
- Analysis should be made is there any particular query on which agent is struggling, accordingly refresher should be conducted for the agent.
- We should maintain contact check on agents so that they do not become casual on call.
KPIs (Key Performance Indicators)
- SL 80% for Prepaid and 85% for postpaid (Minimum)
- AL 95% for prepaid and 97.5% for postpaid (Minimum)
- Abdn 5% for prepaid and 2.5% for postpaid (Maximum)
- Quality 80% (Minimum)
- AHT 145 Sec (Maximum)
- C-SAT 90% for prepaid and 92% for postpaid (Minimum)
- Unique Tagging 95% for both prepaid and post paid (Minimum)
- Hot Tip 90% for both prepaid and post paid (Minimum)
- Absenteeism 6% for both prepaid and post paid (Maximum)
How to Control Attrition
Well! What I personally feel is that if we talk about bringing attrition down to zero and maintain it constantly, which seems to be a myth because those who have joined organization will surely leave it one day. However practically we can surely postpone attrition of an agent and yes of course we can achieve 0% attrition and maintain it for a while too.
For that:-
We need to create conducive environment for employee where opportunities to grow are ample.
HR should roll out IJPs from time to time
Rather than hiring from out side for higher positions HR should rely on internal resources and give them chance to grow. I am sure employee will hardly look outside for better oppertunities.
Apart from that, being team leader we ourselves can contribute a lot even if HR is suitable candidate for required position from internal resources.
Delegation will surely prove to be an effective tool, we need to identify SPOCs from our team and delegate the work among them, it not only reduces the work pressure from supervisors but also brings sense of responsibility and belongingness among the subordinates and prepares future leaders for organization.
We need to build very strong team bonding with our team members so that never feel ignored
Special focus should be given to agents with less that 30days tenure on floor, because generally they contribute a lot in total attrition. For a while they should be kept in comfort zone because they will take time to learn things and we should not build pressure on them and also should not treat them the same way we usually treat out old agents on floor.
I has been well said by somebody that “people do not leave organization, people leave people”.
Most of the time, because of our own conduct, may be we are not able to jell up with employee,
They move out.
We need to spend some time with each and every team members and with entire team as well.
We need to give them human touch.
OTHERWISE THERE IS NO MAGICAL ROD AVAILABLE WHICH BRINGS ATTRITION DOWN TO ZERO OVERNIGHT.
