2005 Customer Service Final Report Contact Center
September 15, 2005
PA Benchmarking Team
Ken Buckstaff
Debra Mclain
Tim Szybalski
Carl Wojcik
PA Consulting Group. +1 213-689-1515
Or E-Mail anyone on the team at:
FirstName.LastName@paconsulting.com
I
US, Dollars
©2001 PA Consulting Group, All Rights Reserved
2005 Customer Service Final Report - Contact Center
Customer Service
- Participating Companies Baltimore Gas & Electric Company, MD
CenterPoint Energy-Houston Gas, TX
CenterPoint Energy-Minnegasco, MN
CenterPoint Energy-Southern Gas - Arkla, AR
CenterPoint Energy-Southern Gas - Entex, TX
Commonwealth Edison Co, IL
Dominion - Electric
Dominion - Gas
DTE Energy
Duke Power, NC
Enbridge Gas Distribution, Ontario
Eskom
Exelon - PECO Energy Co, PA
FirstEnergy Corp., OH
Florida Power & Light, FL
Hydro-Quebec, Canada
Indianapolis Power & Light, IN
KCPL - GPE, MO
Los Angeles Department of Water and Power, CA
Nashville Electric Service, TN
National Grid, USA - NE
Niagara Mohawk, A National Grid Company
NiSource
Northwestern Energy
Northwestern Energy - MT
Northwestern Energy - SD
Omaha Public Power District, NE
Pacific Gas & Electric, CA
Pasadena Water And Power, CA
Pepco Holdings, Inc. - Conectiv
Pepco Holdings, Inc. - Pepco
Progress Energy - Carolina
Progress Energy - Florida
Public Service Electric & Gas Company, NJ
San Diego Gas & Electric Company, CA
Southern California Edison Company,
Southern California Gas Company, CA
We Energies,
Westar
II
©2005 PA Consulting Group, All Rights Reserved
2005 Customer Service Final Report - Contact Center
Contact Center Overview
(###) Report Viewer Record Number
Pg. 375.
Pg. 376.
Pg. 377.
Pg. 378.
Pg. 379.
Pg. 380.
Pg. 381.
Pg. 382.
Pg. 383.
Pg. 384.
Pg. 385.
Pg. 386.
Pg. 387.
Pg. 387.1.
Pg. 387.2.
Pg. 387.3.
Pg. 388.
Pg. 389.
Pg. 390.
Pg. 391.
Pg. 392.
Pg. 393.
Pg. 395.
Pg. 396.
Pg. 397.
Pg. 397.1.
Pg. 398.
Pg. 398.1.
Pg. 399.
Pg. 400.
Pg. 401.
Pg. 401.1.
Pg. 402.
Pg. 402.1.
Pg. 403.
Pg. 404.
Section Contents
(5) Total Contact Center Expense - Per Adjusted Customer
(6) Total Contact Center Expense - Per Customer
(7) Total Contact Center Expense - By Type
(8) Total Contact Center Expense (Including Pensions & Benefits) - Per Adjusted Customer
(9) Total Contact Center Expense (Including Pensions & Benefits) - Per Customer
(10) Total Contact Center Expenses Per Adjusted Customer - Allocated by Commodity
(11) Total Contact Center Expenses Per Customer - Allocated by Commodity
(12) Contact Center Expense (Less Contact Center Support) - Per Adjusted Customer
(13) Contact Center Expense (Less Contact Center Support) - Per Customer
(14) Contact Center Support Expense - Per Adjusted Customer
(15) Contact Center Support Expense - Per Customer
(16) Total Contact Center Expense - Per Completed Call (including Calls Completed in VRU)
(17) Total Contact Center Expense - Per Completed Call (excluding calls completed in VRU)
(18) Total Contact Center Expense - Per Completed Contact (excluding calls completed in VRU)
(19) Total Contact Center Expense - Per Completed Contact (including calls completed in VRU)
(20) Total Contact Center Expense - Per Completed Contact and Outbound Call
(21) Total Contact Center Expenditure - Per Adjusted Customer
(22) Company Contact Center Staffing - Number of FTEs Assigned per 100,000 Customers
(23) Company Regular Contact Center Representatives - FTEs per 100,000 Adjusted Customers
(24) Company Regular Contact Center Representatives - FTEs per 100,000 Customers
(25) Company Regular Contact Center Representatives - per Phone Center
(26) CSRs As a Percent of Contact Center Staffing (27) Company Business Contact Center Representatives - FTEs per 100,000 Customers
(28) Company Credit Contact Center Representatives - FTEs per 100,000 Customers
(29) Business Contact Center Phone Answering Employees - Staffing Composition - Percent of FTEs
(30) Business Contact Center Phone Answering Employees (Cont.) (31) Credit Contact Center Phone Answering Employees - Staffing Composition - Percent of FTEs
(32) Credit Contact Center Phone Answering Employees (Cont.) (33) Contact Center Staffing Composition - Phone Answering Employees
(34) Percent of Part-Time FTEs in Regular Contact Center (35) Business Contact Center Phone Answering Employees - Staffing Composition - Percent of Employees
(36) Business Contact Center Phone Answering Employees (Cont.) (37) Credit Contact Center Phone Answering Employees - Staffing Composition - Percent of Employees
(38) Credit Contact Center Phone Answering Employees (Cont.) (39) Number of Contact Center Phone Answering Employees People Not FTEs) - Per 100,000 Customers
(40) Number of Contact Centers at Year End ©2005 PA Consulting Group, All Rights Reserved
III
2005 Customer Service Final Report - Contact Center
Contact Center Overview
(###) Report Viewer Record Number
Pg. 405.
Pg. 405.1.
Pg. 406.
Pg. 407.
Pg. 407.1.
Pg. 408.
Pg. 409.
Pg. 410.
Pg. 411.
Pg. 412.
Pg. 413.
Pg. 414.
Pg. 415.
Pg. 416.
Pg. 416.1.
Pg. 417.
Pg. 418.
Pg. 419.
Pg. 419.1.
Section Contents
(41) Centralized Phone Answering Facilities (42) Centralized Phone Answering Facilities (Cont.) (43) Use of Separate Business Contact Center For Middle Range C/I Customers (44) Separate Credit And Collection Contact Center or Group/"Split" In Contact Center (45) Separate Credit And Collection Contact Center or Group/"Split" In Contact Center (Cont.) (46) Changes In The Contact Center In The Last 3 Years - Outsourcing of Calls
(47) Changes In The Contact Center In The Last 3 Years - Performance Based Incentives/Penalties (Regulatory)
(48) Changes In The Contact Center In The Last 3 Years - Number of Physical Contact Centers
(49) Changes In The Contact Center In The Last 3 Years - Consolidation Of Local Offices With Contact Center Functions
(50) Changes In The Contact Center In The Last 3 Years - Labor Organization Changes (e.g. Unionization)
(51) Changes In The Contact Center In The Last 3 Years - Training
(52) Changes In The Contact Center In The Last 3 Years - Contact Center Technology
(53) Changes In The Contact Center In The Last 3 Years - Other
(54) Primary Basis for Determining Customer Assignment to Business Contact Center - Or Managed Group/Split Within the Contact Center
(55) Primary Basis for Determining Customer Assignment to Business Contact Center (Cont.) - Or Managed Group/Split Within the Contact Center
(56) Minimum Size Limit for a C/I Customer Included In the Business Contact Center (57) Contact Center Hours of Availability - Full Service Telephone Representative Coverage for Non-Emergency, Incoming Calls
(58) Functions Handled By Contact Center Support Staff (59) Functions Handled By Contact Center Support Staff (Cont.) -
IV
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Total Contact Center Expense
Per Adjusted Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$8.51
$2.38 <= $6.63
$6.63 <= $7.94
$7.94 <= $9.94
$9.94 <= $17.54
Expense per Adj. Cust.
$18.00
$16.00
$14.00
$12.00
$10.00
$8.00
$6.00
$4.00
$2.00
$0.00
2
0
4
1
4
8
1
5
3
1
5
3
8
3
4
5
4
9
1
7
2
5
2
8
2
2
1
9
3
2
2
3
3
0
2
4
4
2
6
4
0
3
9
1
8
1
2
8
1
3
3
7
1
0
2
7
3
4
2
6
2
9
4
7
1
7
1
6
4
2
Utilities
Direct Labor
Contract Employee
Technology
Other
Payroll Taxes
Facilities
Vehicles
Breakdow n Unavailable
Materials
Telephone Service Charges
3rd Party Contractor
Source/Calculation: (B.3.1+B.3.2)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)
Year: 2004
Final Report
375
Calculation shown is for the first piece of the stacked bar only.
2177
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Total Contact Center Expense
Per Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$9.56
$3.42 <= $7.03
$7.03 <= $8.89
$8.89 <= $11.26
$11.26 <= $19.37
Expense per Customer
$20.00
$18.00
$16.00
$14.00
$12.00
$10.00
$8.00
$6.00
$4.00
$2.00
$0.00
4
1
2
0
4
8
4
5
4
9
1
5
5
1
2
5
2
8
3
3
1
3
2
2
3
3
0
2
4
4
2
3
8
6
4
0
3
9
1
8
1
2
1
9
1
3
7
2
7
2
2
3
4
8
3
7
1
0
2
9
4
7
1
7
2
6
1
6
4
2
Utilities
Direct Labor Expense
Contractor
Facilities
Other
Payroll Taxes
Telephone Service Charges
Vehicles
Breakdow n Unavailable
Materials
Technology
Other Contract Costs
Source/Calculation: (B.3.1+B.3.2)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})
Year: 2004
Final Report
376
Calculation shown is for the first piece of the stacked bar only.
9
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Total Contact Center Expense
By Type
Percent
100%
80%
60%
40%
20%
0%
1
9
2
3
4
4
9
3
8
3
4
0
1
3
5
2
7
1
5
1
0
3
1
2
8
2
0
4
5
4
7
2
3
3
0
2
4
7
6
3
7
4
1
8
1
2
1
7
1
6
3
9
1
2
2
2
5
8
4
8
3
2
4
1
2
6
2
9
4
2
Utilities
Direct Labor Expense
Contractor
Technology
Other
Payroll Taxes
Facilities
Vehicles
Breakdow n Unavailable
Materials
Telephone Service Charges
Other Contract Costs
Source/Calculation: (B.3.1+B.3.2)/SUM{B.3}
Year: 2004
Final Report
377
Calculation shown is for the first piece of the stacked bar only.
10056
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Total Contact Center Expense (Including Pensions & Benefits)
Per Adjusted Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$10.39
$2.38 <= $7.61
$7.61 <= $9.15
$9.15 <= $12.25
$12.25 <= $22.98
Expense per Adj. Cust.
$25.00
$20.00
$15.00
$10.00
$5.00
$0.00
2
0
4
1
1
5
3
1
5
4
8
3
8
3
1
4
5
2
5
4
9
2
2
3
2
1
9
2
8
4
0
3
9
7
3
0
4
1
8
6
2
4
2
3
1
3
1
2
2
8
3
7
2
7
2
9
4
7
1
0
3
4
2
6
1
7
1
6
4
2
Utilities
Direct Labor
Contract Employee
Technology
Other
Payroll Taxes
Facilities
Vehicles
Breakdow n Unavailable
Materials
Telephone Service Charges
3rd Party Contractor
Pensions & Benefits
Source/Calculation: (B.3.1+B.3.2)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)
Year: 2004
Final Report
378
Calculation shown is for the first piece of the stacked bar only.
1000079
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Total Contact Center Expense (Including Pensions & Benefits)
Per Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$11.72
$3.57 <= $7.84
$7.84 <= $10.27
$10.27 <= $14.30
$14.30 <= $30.83
Expense per Customer
$35.00
$30.00
$25.00
$20.00
$15.00
$10.00
$5.00
$0.00
2
0
4
1
4
8
1
5
5
1
3
3
1
4
5
2
5
4
9
3
2
2
8
4
0
3
9
3
0
3
8
4
1
8
6
2
4
2
3
1
9
1
3
1
2
2
2
2
7
2
7
2
9
4
7
8
3
7
3
4
1
7
1
0
1
6
2
6
4
2
Utilities
Direct Labor Expense
Contractor
Facilities
Other
Payroll Taxes
Telephone Service Charges
Vehicles
Breakdow n Unavailable
Materials
Technology
Other Contract Costs
Pensions & Benefits
Source/Calculation: (B.3.1+B.3.2)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})
Year: 2004
Final Report
379
Calculation shown is for the first piece of the stacked bar only.
1000080
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Total Contact Center Expenses Per Adjusted Customer
Allocated by Commodity
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$9.49
$2.61 <= $7.11
$7.11 <= $8.89
$8.89 <= $11.23
$11.23 <= $19.37
Expense per Customer
$20.00
$18.00
$16.00
$14.00
$12.00
$10.00
$8.00
$6.00
$4.00
$2.00
$0.00
4
8
4
1
2
0
4
5
4
9
1
9
1
2
5
2
8
3
3
1
3
2
2
3
Electric Percentage
3
0
2
4
4
2
3
8
Gas Percentage
6
4
0
3
9
1
8
1
2
1
3
Water
7
2
7
2
2
3
4
3
7
1
0
2
9
4
7
1
7
2
6
1
6
5
4
2
8
1
5
Other
Source/Calculation: SUM{B.3}/(SUM{A.3}+SUM{A.4}+SUM{A.6}+(SUM{A.7}+SUM{A.8}+SUM{A.9})*2+SUM{A.5}*3)*B.4.1
Year: 2004
Final Report
380
Calculation shown is for the first piece of the stacked bar only.
50092
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Total Contact Center Expenses Per Customer
Allocated by Commodity
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$9.65
$3.42 <= $7.37
$7.37 <= $8.89
$8.89 <= $11.23
$11.23 <= $19.37
Expense per Customer
$20.00
$18.00
$16.00
$14.00
$12.00
$10.00
$8.00
$6.00
$4.00
$2.00
$0.00
4
1
2
0
4
8
4
5
4
9
1
2
5
2
8
3
3
1
3
2
2
3
3
0
Electric Percentage
2
4
4
2
3
8
6
Gas Percentage
4
0
3
9
1
8
1
2
1
9
Water
1
3
7
2
7
2
2
3
4
3
7
1
0
2
9
4
7
1
7
2
6
1
6
5
4
2
8
1
5
Other
Source/Calculation: SUM{B.3}/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})*B.4.1
Year: 2004
Final Report
381
Calculation shown is for the first piece of the stacked bar only.
50091
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Contact Center Expense (Less Contact Center Support)
Per Adjusted Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$7.84
$2.17 <= $6.12
$6.12 <= $7.29
$7.29 <= $9.49
$9.49 <= $15.73
Expense per Adj. Cust.
$16.00
$14.00
$12.00
$10.00
$8.00
$6.00
$4.00
$
2
.
1
7
$
3
.
1
3
$
4
.
5
8
$
4
.
6
0
$
4
.
7
3
4
8
3
8
1
5
$
4
.
9
7
$
4
.
9
9
3
1
5
$
5
.
4
8
$
5
.
8
3
$
6
.
0
1
$
6
.
1
2
4
9
3
2
$
6
.
4
6
$
6
.
7
7
$
6
.
8
5
$
6
.
8
8
$
6
.
9
6
$
6
.
9
7
2
5
2
4
7
2
8
3
0
$
7
.
2
1
$
7
.
2
8
$
7
.
2
9
$
7
.
4
3
2
2
1
2
3
2
1
9
$
7
.
7
2
$
7
.
8
4
$
7
.
9
5
2
3
4
1
3
$
8
.
3
9
$
8
.
5
7
6
3
9
$
8
.
8
9
$
8
.
8
9
1
8
4
0
$
9
.
6
8
$
9
.
7
2
1
0
8
$
9
.
9
3
$
1
0
.
4
3
$
1
1
.
0
1
$
1
1
.
5
3
$
1
2
.
0
1
$
1
2
.
1
0
2
6
4
7
$
1
4
.
4
5
$
1
5
.
7
3
2
9
1
6
$2.00
$0.00
2
0
4
1
4
5
1
3
7
2
7
1
7
3
4
4
2
Utilities
Source/Calculation: (SUM{B.3}-SUM{B.2})/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)
Year: 2004
Final Report
382
Calculation shown is for the first piece of the stacked bar only.
1000247
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Contact Center Expense (Less Contact Center Support)
Per Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$8.85
$3.13 <= $6.79
$6.79 <= $7.78
$7.78 <= $10.95
$10.95 <= $18.73
Expense per Cust.
$20.00
$18.00
$16.00
$14.00
$12.00
$10.00
$8.00
$6.00
$4.00
$
3
.
1
3
$
3
.
2
6
4
1
2
0
$
4
.
5
8
$
5
.
4
8
$
5
.
8
3
$
6
.
1
2
$
6
.
4
6
$
6
.
6
0
$
6
.
7
0
$
6
.
7
7
1
1
5
5
2
5
$
6
.
8
5
$
6
.
9
6
$
6
.
9
7
2
4
2
8
3
0
$
7
.
2
6
$
7
.
2
8
$
7
.
2
9
$
7
.
4
3
$
7
.
4
7
3
1
2
3
2
3
8
3
1
$
7
.
7
2
$
7
.
8
4
$
7
.
9
5
2
3
4
1
3
$
8
.
3
9
$
8
.
5
7
6
3
9
$
8
.
8
9
$
8
.
8
9
1
8
4
0
$
9
.
9
5
$
1
0
.
4
3
$
1
0
.
7
8
$
1
1
.
0
1
$
1
1
.
2
8
$
1
1
.
5
3
$
1
2
.
1
0
$
1
2
.
3
5
$
1
2
.
6
6
$
1
2
.
7
1
3
7
1
0
$
1
4
.
4
5
$
1
7
.
3
7
$
1
8
.
7
3
1
6
2
6
$2.00
$0.00
4
8
4
5
4
9
2
1
9
2
7
7
1
7
2
2
3
4
4
7
8
2
9
4
2
Utilities
Source/Calculation: (SUM{B.3}-SUM{B.2})/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})
Year: 2004
Final Report
383
Calculation shown is for the first piece of the stacked bar only.
1000248
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Contact Center Support Expense
Per Adjusted Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$1.11
$0.12 <= $0.39
$0.39 <= $0.75
$0.75 <= $1.46
$1.46 <= $4.11
Expense per Adj. Cust.
$4.50
$4.00
$3.50
$3.00
$2.50
$2.00
$1.50
$1.00
$0.50
$0.00
2
5
2
0
4
1
1
3
9
1
8
3
2
4
6
4
5
3
7
2
7
4
9
3
8
3
0
1
0
2
4
1
6
1
3
1
2
2
4
7
1
7
8
2
3
4
0
1
9
1
5
3
3
1
4
8
2
8
7
2
6
3
4
2
9
4
2
5
2
2
Utilities
Direct Labor
Contract Employee
Technology
Other
Payroll Taxes
Facilities
Vehicles
Breakdow n Unavailable
Materials
Telephone Service Charges
3rd Party Contractor
Source/Calculation: (B.2.1+B.2.2)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)
Year: 2004
Final Report
384
Calculation shown is for the first piece of the stacked bar only.
1000021
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Contact Center Support Expense
Per Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$1.17
$0.12 <= $0.39
$0.39 <= $0.75
$0.75 <= $1.71
$1.71 <= $4.11
Expense per Customer
$4.50
$4.00
$3.50
$3.00
$2.50
$2.00
$1.50
$1.00
$0.50
$0.00
2
5
4
1
1
2
0
3
9
1
8
3
2
4
6
4
5
2
7
4
9
3
7
3
0
2
4
1
0
3
8
1
6
1
3
1
2
2
4
7
1
7
8
2
3
4
0
1
9
1
5
3
3
1
4
8
2
8
7
2
6
3
4
2
9
4
2
5
2
2
Utilities
Direct Labor
Contract Employee
Technology
Other
Payroll Taxes
Facilities
Vehicles
Breakdow n Unavailable
Materials
Telephone Service Charges
3rd Party Contractor
Source/Calculation: (B.2.1+B.2.2)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})
Year: 2004
Final Report
385
Calculation shown is for the first piece of the stacked bar only.
1000022
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Total Contact Center Expense
Per Completed Call (including Calls Completed in VRU)
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$4.09
$1.53 <= $2.75
$2.75 <= $3.56
$3.56 <= $4.76
$4.76 <= $10.54
Expense per Call
$12.00
$10.00
$8.00
$6.00
$4.00
$2.00
$
1
.
5
3
$
1
.
6
3
$
1
.
7
3
$
1
.
7
4
3
1
6
4
3
0
$
2
.
0
8
$
2
.
2
6
$
2
.
3
3
3
9
2
8
$
2
.
5
9
$
2
.
6
6
$
2
.
7
2
$
2
.
8
3
3
2
4
0
3
4
2
7
$
2
.
9
3
$
2
.
9
6
$
3
.
0
4
$
3
.
0
8
$
3
.
0
9
$
3
.
1
3
3
2
4
5
1
5
2
0
2
3
$
3
.
3
1
$
3
.
5
5
$
3
.
5
8
2
2
3
8
$
3
.
7
2
$
3
.
9
5
$
4
.
0
0
$
4
.
1
1
$
4
.
2
7
2
7
1
8
1
$
4
.
4
3
$
4
.
5
1
$
4
.
5
8
4
5
4
8
4
1
$
4
.
8
2
$
5
.
2
2
$
5
.
3
3
$
5
.
3
6
3
7
1
0
1
9
$
5
.
6
3
$
6
.
8
5
$
7
.
8
1
$
7
.
9
4
2
9
1
6
$
9
.
3
9
$
1
0
.
5
4
$0.00
1
3
2
5
4
9
1
2
1
7
8
2
6
4
7
4
2
Utilities
Source/Calculation: (SUM{B.3})/(Q.3.5+Q.3.6+Q.3.7+Q.3.8)
Year: 2004
Final Report
386
50246
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Total Contact Center Expense
Per Completed Call (excluding calls completed in VRU)
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$5.47
$2.61 <= $3.93
$3.93 <= $4.58
$4.58 <= $6.01
$6.01 <= $11.56
Expense per Call
$12.00
$
9
.
7
4
$10.00
$8.00
$6.00
$4.00
$
2
.
6
1
$
2
.
9
0
$
2
.
9
3
$
3
.
0
1
6
3
4
$
3
.
1
8
$
3
.
3
3
$
3
.
5
2
$
3
.
5
9
1
5
3
2
$
3
.
7
6
$
3
.
9
1
$
3
.
9
8
$
3
.
9
8
$
4
.
0
9
$
4
.
1
9
$
4
.
2
3
3
0
2
5
2
0
2
8
3
4
4
0
$
4
.
4
3
$
4
.
4
7
$
4
.
5
0
$
4
.
5
1
$
4
.
6
5
$
4
.
7
2
3
8
1
8
2
4
4
8
4
9
4
1
$
5
.
0
7
$
5
.
0
9
2
7
1
$
5
.
3
6
$
5
.
3
8
$
5
.
4
4
7
2
3
2
$
5
.
6
2
$
5
.
8
9
$
6
.
0
5
$
6
.
0
8
1
2
3
7
$
6
.
3
2
$
1
0
.
1
5
$
1
0
.
3
3
$
1
0
.
9
9
$
1
1
.
5
6
$
1
1
.
5
6
1
7
8
2
6
2
9
4
7
$
6
.
7
2
$2.00
$0.00
3
9
3
1
5
1
3
4
5
1
0
1
9
2
2
1
6
4
2
Utilities
Source/Calculation: (SUM{B.3})/(Q.3.5+Q.3.7)
Year: 2004
Final Report
387
50247
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Total Contact Center Expense
Per Completed Contact (excluding calls completed in VRU)
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$5.20
$2.61 <= $3.79
$3.79 <= $4.35
$4.35 <= $5.70
$5.70 <= $10.62
Expense per Call
$12.00
$
8
.
9
5
$10.00
$8.00
$6.00
$4.00
$
2
.
6
1
$
2
.
8
4
$
2
.
9
3
$
2
.
9
8
$
2
.
9
9
6
3
4
3
1
$
3
.
3
3
$
3
.
4
2
$
3
.
5
2
$
3
.
5
7
5
3
2
1
5
1
3
$
3
.
7
9
$
3
.
8
1
$
3
.
8
6
4
1
3
0
2
5
$
3
.
9
7
$
3
.
9
8
$
3
.
9
9
$
4
.
0
5
$
4
.
1
6
$
4
.
2
3
$
4
.
3
2
$
4
.
3
7
3
4
2
0
2
8
4
9
2
4
4
0
3
8
1
8
$
4
.
5
1
$
4
.
8
6
$
4
.
8
6
1
2
7
$
5
.
0
4
$
5
.
1
5
$
5
.
2
0
$
5
.
2
2
2
3
4
5
3
7
7
$
5
.
4
4
$
5
.
7
2
$
6
.
0
0
$
6
.
0
5
$
6
.
1
4
1
9
1
2
2
2
$
1
0
.
0
2
$
1
0
.
1
5
$
1
0
.
1
6
$
1
0
.
4
5
$
1
0
.
6
2
1
7
8
4
7
2
6
$2.00
$0.00
3
9
4
8
2
1
0
1
6
2
9
4
2
Utilities
Source/Calculation: (SUM{B.3})/(Q.3.5+Q.3.7+SUM{Q.17})
Year: 2004
Final Report
387.1
1000667
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Total Contact Center Expense
Per Completed Contact (including calls completed in VRU)
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$3.92
$1.49 <= $2.68
$2.68 <= $3.35
$3.35 <= $4.54
$4.54 <= $9.61
Expense per Call
$10.00
$9.00
$8.00
$7.00
$6.00
$5.00
$4.00
$3.00
$2.00
$
1
.
4
9
$
1
.
6
1
$
1
.
7
2
$
1
.
7
2
4
3
0
$
2
.
0
2
$
2
.
2
6
$
2
.
2
9
3
9
2
8
$
2
.
5
0
$
2
.
6
3
$
2
.
6
6
$
2
.
7
6
$
2
.
8
1
3
4
4
0
2
7
2
4
$
2
.
9
3
$
3
.
0
1
$
3
.
0
4
$
3
.
0
8
3
2
3
5
1
5
$
3
.
0
9
2
0
$
3
.
2
2
$
3
.
3
3
$
3
.
3
8
2
5
4
9
2
2
$
3
.
5
1
$
3
.
7
0
$
3
.
9
2
$
3
.
9
5
$
4
.
0
3
$
4
.
1
0
$
4
.
1
3
7
2
1
8
1
4
5
$
4
.
5
1
$
4
.
5
5
4
8
3
7
$
4
.
8
2
$
5
.
1
2
$
5
.
1
9
1
9
1
0
$
5
.
6
3
$
6
.
7
8
$
7
.
0
8
$
9
.
1
2
$
9
.
6
1
2
6
4
7
$
7
.
4
1
$1.00
$0.00
3
1
6
1
3
3
2
3
8
4
1
1
2
1
7
8
2
9
1
6
4
2
Utilities
Source/Calculation: (SUM{B.3})/(Q.3.5+Q.3.7+Q.3.6+Q.3.8+SUM{Q.17})
Year: 2004
Final Report
387.2
1000668
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Total Contact Center Expense
Per Completed Contact and Outbound Call
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$3.67
$1.35 <= $2.51
$2.51 <= $3.06
$3.06 <= $4.41
$4.41 <= $8.77
Expense per Call
$9.00
$8.00
$
6
.
1
9
$7.00
$6.00
$5.00
$
2
.
5
0
$
2
.
5
5
$
2
.
6
2
$
2
.
6
6
$
2
.
7
4
$
2
.
7
6
$
2
.
8
5
$
2
.
9
3
$
3
.
0
1
$
3
.
0
4
3
2
2
5
3
4
4
0
2
2
2
7
3
8
3
2
3
5
$4.00
$3.00
$2.00
$
1
.
3
5
$
1
.
5
8
$
1
.
6
1
1
3
6
$
1
.
7
2
$
1
.
7
2
4
3
0
$
2
.
0
4
$
2
.
2
5
$
2
.
2
6
$
2
.
2
9
3
7
3
9
2
8
$
3
.
0
8
$
3
.
0
9
$
3
.
1
3
1
5
2
0
4
9
$
3
.
4
6
$
3
.
7
0
$
3
.
7
5
4
1
7
$
3
.
9
5
$
4
.
0
3
2
1
8
$
4
.
1
3
$
4
.
5
1
$
4
.
8
2
$
5
.
1
2
$
5
.
1
4
1
9
1
0
$
5
.
5
2
$
6
.
7
8
$
7
.
0
7
$
8
.
7
0
$
8
.
7
7
4
7
2
6
$1.00
$0.00
3
1
2
4
1
4
5
4
8
1
2
1
7
2
9
8
1
6
4
2
Utilities
Source/Calculation: (SUM{B.3})/(Q.3.5+Q.3.7+Q.3.6+Q.3.8+SUM{Q.17}+SUM{Z.2})
Year: 2004
Final Report
387.3
1000683
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Total Contact Center Expenditure
Per Adjusted Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$8.83
$2.38 <= $6.76
$6.76 <= $8.22
$8.22 <= $9.99
$9.99 <= $21.46
Expense per Adj. Cust.
$25.00
$20.00
$15.00
$10.00
$5.00
$0.00
2
0
1
5
4
8
3
1
5
4
1
3
8
3
4
5
4
9
1
7
2
5
2
8
2
2
1
9
2
3
2
4
3
0
3
2
4
2
6
3
9
1
2
4
0
8
1
8
1
3
1
0
3
7
2
7
3
4
2
6
2
9
1
7
1
6
4
7
4
2
Utilities
Direct Labor
Contract Employee
Technology
Other
Payroll Taxes
Facilities
Vehicles
Breakdow n Unavailable
Materials
Telephone Service Charges
3rd Party Contractor
Capital
Source/Calculation: (B.3.1+B.3.2)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)
Year: 2004
Final Report
388
Calculation shown is for the first piece of the stacked bar only.
1000283
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Company Contact Center Staffing
Number of FTEs Assigned per 100,000 Customers
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
14.15
7.15 <= 10.65
10.65 <= 13.01
13.01 <= 16.34
16.34 <= 23.62
FTEs per 100,000 Customers
25.00
2
0
.
4
8
20.00
15.00
10.00
7
.
1
5
7
.
2
0
7
.
3
8
4
8
1
2
0
8
.
4
7
8
.
7
4
8
.
8
2
8
2
3
3
2
9
.
9
2
1
0
.
0
0
2
5
2
2
1
0
.
6
5
1
0
.
9
2
4
9
1
2
1
1
.
2
0
1
1
.
7
7
1
1
.
9
0
1
1
.
9
5
1
2
.
0
3
4
1
1
8
3
1
2
1
3
.
0
0
1
3
.
0
1
2
4
1
7
1
3
.
4
0
1
3
.
7
0
4
0
7
1
5
.
1
7
1
5
.
3
5
6
2
7
1
5
.
8
4
1
5
.
9
8
1
6
.
2
3
1
6
.
3
4
1
6
.
3
5
2
8
3
0
3
8
4
5
1
0
2
1
.
1
1
2
1
.
7
4
2
1
.
7
7
1
3
2
6
2
2
.
1
7
2
3
.
4
6
2
3
.
6
2
3
9
3
7
3
4
5.00
0.00
4
1
6
4
7
5
4
2
2
9
3
1
5
1
9
Source/Calculation: (SUM{G.2})/((SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})/100000)
Year: 2004
Final Report
389
60241
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Company Regular Contact Center Representatives
FTEs per 100,000 Adjusted Customers
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
10.4
4.1 <= 8.0
8.0 <= 9.3
9.3 <= 12.7
12.7 <= 23.6
FTEs per 100K Adj. Cust.
25.0
2
3
.
6
20.0
15.0
10.0
5.0
4
.
1
5
.
1
6
.
2
6
.
6
7
.
0
7
.
1
7
4
8
7
.
9
8
.
0
1
0
2
3
8
.
3
8
.
8
8
.
8
8
.
8
2
5
3
2
3
8
9
.
3
9
.
3
1
7
4
9
9
.
6
1
0
.
4
1
1
.
9
1
2
.
1
1
8
4
5
1
2
.
4
1
2
.
8
1
3
.
2
1
3
.
4
1
3
4
7
1
5
.
2
1
5
.
4
1
5
.
6
6
2
8
1
6
0.0
2
0
8
2
2
1
1
2
4
1
3
7
4
0
3
0
3
4
5
4
2
3
9
2
9
2
6
2
4
2
3
1
5
1
9
2
7
4
3
1
Source/Calculation: (G.2.1)/((SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)/100000)
Year: 2004
Final Report
390
9161
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Company Regular Contact Center Representatives
FTEs per 100,000 Customers
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
11.3
6.2 <= 8.8
8.8 <= 10.7
10.7 <= 13.2
13.2 <= 23.6
FTEs per 100K Customers
25.0
2
3
.
6
20.0
15.0
10.0
6
.
2
6
.
5
6
.
6
8
1
7
.
1
8
.
0
8
.
3
8
.
8
8
.
8
2
5
3
2
9
.
3
9
.
3
1
7
4
9
9
.
6
9
.
7
4
1
2
2
1
0
.
4
1
1
.
1
1
1
.
9
1
2
.
1
1
8
4
5
1
2
.
4
1
2
.
8
1
3
.
2
1
3
.
2
1
3
.
4
3
7
1
3
4
7
1
4
.
3
1
5
.
2
1
5
.
4
6
2
8
1
7
.
2
5.0
0.0
2
0
4
8
2
3
1
2
1
0
7
4
0
3
0
3
8
1
6
3
4
5
4
2
3
9
2
9
2
6
2
4
2
3
1
5
1
9
2
7
4
3
1
Source/Calculation: (G.2.1)/((SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})/100000)
Year: 2004
Final Report
391
1956
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Company Regular Contact Center Representatives
per Phone Center
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
101
271 => 117
117 => 88
88 => 63
63 => 7
FTEs per Phone Center
300
2
7
0
.
5
2
5
3
.
9
250
1
8
8
.
1
200
1
7
5
.
3
150
1
4
7
.
0
1
3
3
.
5
1
1
7
.
5
1
1
7
.
4
1
1
6
.
0
1
0
3
.
0
1
0
0
.
0
100
9
2
.
8
8
9
.
0
8
6
.
0
8
5
.
8
7
8
.
0
7
7
.
0
6
7
.
0
6
6
.
0
6
1
.
8
6
1
.
0
4
9
.
6
50
4
7
.
0
2
2
.
8
2
2
.
6
4
5
1
7
7
.
0
0
3
0
4
9
3
8
2
2
2
3
7
6
3
7
1
8
2
8
2
0
1
6
1
2
1
0
2
5
3
4
1
8
3
2
4
7
4
0
4
1
1
3
4
8
5
4
2
3
9
2
9
2
6
2
4
2
3
1
5
1
9
2
7
4
3
1
Utilities
Source/Calculation: G.2.1/P.2.1
Year: 2004
Final Report
392
42
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
CSRs As a Percent of Contact Center Staffing
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
92.46%
100.00% => 100.00%
100.00% => 96.39%
96.39% => 87.66%
87.66% => 71.14%
CSR Percent
100.00%
90.00%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
9
7
.
2
3
%
2
3
2
8
3
4
4
8
2
8
2
2
7
4
0
6
1
8
1
0
4
3
9
2
3
3
8
9
6
.
3
9
%
9
5
.
8
3
%
9
5
.
0
5
%
9
2
.
0
6
%
9
1
.
8
7
%
9
1
.
8
2
%
9
1
.
4
8
%
8
8
.
6
4
%
8
7
.
6
6
%
8
3
.
9
6
%
8
3
.
6
1
%
1
6
2
0
8
0
.
1
5
%
7
9
.
8
7
%
3
0
4
7
80.00%
7
6
.
1
1
%
7
5
.
6
9
%
1
2
3
7
7
2
.
5
7
%
7
1
.
1
4
%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
4
9
3
1
4
1
1
4
5
2
6
2
7
2
5
2
4
1
3
1
7
5
4
2
2
9
3
1
5
1
9
Source/Calculation: (G.2.1+G.2.2+G.2.3+G.2.4)/(SUM{G.2})
Year: 2004
Final Report
393
9202
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Company Business Contact Center Representatives
FTEs per 100,000 Customers
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
0.96
0.27 <= 0.50
0.50 <= 0.67
0.67 <= 1.14
1.14 <= 2.54
FTEs per 100,000 Customers
3.00
2
.
5
4
2.50
1
.
9
0
2.00
1.50
1
.
0
2
1.00
0.50
0
.
2
7
0
.
3
0
0
.
4
6
0
.
6
0
0
.
6
2
4
5
4
7
1
.
1
8
0
.
7
2
0.00
2
2
4
9
2
8
2
3
4
0
3
7
8
1
3
2
4
4
1
8
2
5
3
0
6
2
7
1
9
1
5
3
2
4
8
1
7
3
1
3
8
2
0
3
2
2
6
3
4
1
6
2
9
3
9
4
2
1
2
1
4
1
5
1
0
7
Source/Calculation: G.2.2/((SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})/100000)
Year: 2004
Final Report
395
50239
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Company Credit Contact Center Representatives
FTEs per 100,000 Customers
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
4.39
1.55 <= 2.49
2.49 <= 2.87
2.87 <= 4.64
4.64 <= 12.03
FTEs per 100,000 Customers
14.00
1
2
.
0
3
12.00
10.00
8.00
5
.
9
4
6.00
4.00
2.00
1
.
5
5
2
.
3
2
2
.
6
5
2
.
8
7
3
.
3
5
0.00
4
1
4
5
7
4
7
3
7
1
0
2
4
2
4
9
3
1
2
8
2
0
5
2
3
1
2
1
8
3
9
2
9
1
6
3
4
2
6
3
2
1
1
9
3
8
1
7
8
4
8
2
2
4
1
5
2
4
4
0
2
7
6
3
0
2
5
1
3
3
Source/Calculation: G.2.3/((SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})/100000)
Year: 2004
Final Report
396
50236
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Business Contact Center Phone Answering Employees
Staffing Composition - Percent of FTEs
Percent
100.0%
80.0%
60.0%
40.0%
20.0%
0.0%
4
7
8
4
9
2
6
4
0
2
2
3
7
1
3
4
5
2
8
2
3
3
9
1
7
2
9
4
1
2
7
2
5
6
1
5
1
9
7
4
8
1
2
4
2
3
1
4
Full-Time
Part-Time W/O Benefits
Contract Employee
Part-Time W/ Benefits
Borrow ed (From Other Functions)
Other
1
6
2
0
3
2
1
0
3
8
2
5
3
1
1
8
3
4
2
4
3
0
Source/Calculation: G.12.1/SUM{G.12}
Year: 2004
Final Report
397
Calculation shown is for the first piece of the stacked bar only.
60022
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Business Contact Center Phone Answering Employees (Cont.)
Source/Calculation: G.12.99
Year: 2004
Final Report
397.1
60311
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Credit Contact Center Phone Answering Employees
Staffing Composition - Percent of FTEs
Percent
100.0%
80.0%
60.0%
40.0%
20.0%
0.0%
2
4
5
1
6
7
1
0
3
7
2
6
8
4
1
3
9
1
5
2
9
3
5
6
1
7
2
7
3
0
4
0
1
4
8
1
9
1
2
2
2
4
2
4
7
2
0
3
2
Full-Time
Part-Time W/O Benefits
Contract Employee
Part-Time W/ Benefits
Borrow ed (From Other Functions)
Other
4
2
8
4
9
2
3
2
4
3
4
1
8
3
1
3
8
2
5
1
3
Source/Calculation: G.13.1/SUM{G.13}
Year: 2004
Final Report
398
Calculation shown is for the first piece of the stacked bar only.
60023
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Credit Contact Center Phone Answering Employees (Cont.)
Q: How many of your Credit Call Center phone answering employees (FTEs) are in each of the following categories?
100 during termination and 75 in the off season
Source/Calculation: G.13.99
Year: 2004
Final Report
398.1
60312
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Contact Center Staffing Composition
Phone Answering Employees
Percent of FTEs
100.00%
80.00%
60.00%
40.00%
20.00%
0.00%
1
2
1
7
3
4
1
6
3
1
4
1
3
6
7
2
4
4
5
1
8
4
0
1
3
2
8
2
5
2
8
4
7
2
7
3
7
4
8
2
0
1
0
2
3
2
2
4
9
4
1
2
6
3
8
3
9
1
9
2
9
3
0
5
4
2
3
1
5
2
Utilities
Full-Time
Part-Time w /o Benefits
Contract
Part-Time w / Benefits
Borrow ed From Other Functions
Other
Source/Calculation: G.14.1/SUM{G.14}
Year: 2004
Final Report
399
Calculation shown is for the first piece of the stacked bar only.
44
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Percent of Part-Time FTEs in Regular Contact Center
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
13.98%
44.40% => 25.46%
25.46% => 6.84%
6.84% => 2.75%
2.75% => 0.56%
Percent of FTEs
45.00%
40.00%
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
3
8
2
6
4
9
2
2
2
3
1
0
4
8
4
7
2
8
8
1
4
0
1
8
2
5
4
5
2
4
3
2
7
2
7
6
1
3
4
3
1
1
6
2
0
3
7
5
4
1
1
2
4
2
3
9
2
9
3
4
1
7
2
3
1
5
1
9
3
0
Utilities
Part-Time w / Benefits
Part-Time w /o Benefits
Source/Calculation: G.14.2/SUM{G.14}
Year: 2004
Final Report
400
Calculation shown is for the first piece of the stacked bar only.
50345
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Business Contact Center Phone Answering Employees
Staffing Composition - Percent of Employees
Percent
100.0%
80.0%
60.0%
40.0%
20.0%
0.0%
4
9
2
6
2
8
4
0
8
1
3
3
7
2
2
4
5
2
3
2
9
1
7
4
1
2
7
2
5
6
3
9
1
5
4
8
7
1
9
1
2
4
2
4
7
3
1
3
1
Full-Time
Part-Time W/O Benefits
Contract Employee
Part-Time W/ Benefits
Borrow ed (From Other Functions)
Other
3
2
1
0
1
6
2
0
2
5
4
3
8
1
8
2
4
3
4
3
0
Source/Calculation: G.15.1/SUM{G.15}
Year: 2004
Final Report
401
Calculation shown is for the first piece of the stacked bar only.
60024
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Business Contact Center Phone Answering Employees (Cont.)
Source/Calculation: G.15.99
Year: 2004
Final Report
401.1
60313
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Credit Contact Center Phone Answering Employees
Staffing Composition - Percent of Employees
Percent
100.0%
80.0%
60.0%
40.0%
20.0%
0.0%
2
4
5
1
6
1
0
3
7
7
2
6
8
4
1
3
9
1
5
2
9
3
5
6
1
7
2
7
3
0
4
0
1
4
8
1
9
1
2
2
2
4
2
4
7
2
0
3
2
Full-Time
Part-Time W/O Benefits
Contract Employee
Part-Time W/ Benefits
Borrow ed (From Other Functions)
Other
4
2
8
4
9
2
3
2
4
3
4
1
8
3
1
3
8
2
5
1
3
Source/Calculation: G.16.1/SUM{G.16}
Year: 2004
Final Report
402
Calculation shown is for the first piece of the stacked bar only.
60025
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Credit Contact Center Phone Answering Employees (Cont.)
Source/Calculation: G.16.99
Year: 2004
Final Report
402.1
60314
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Number of Contact Center Phone Answering Employees People
Not FTEs)
Per 100,000 Customers
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
12
2 <= 9
9 <= 11
11 <= 13
13 <= 24
Employees per 100K Customers
25
20
15
10
5
2
8
4
8
2
0
1
8
4
5
3
2
2
5
4
9
4
1
2
3
2
4
2
2
1
7
1
0
7
4
2
1
2
1
8
3
7
4
0
1
3
3
8
6
2
6
2
7
Full-Time
Part-Time excluding Benefits
Contract
Part-Time including Benefits
Borrow ed (From Other Functions)
Other
1
6
3
4
3
9
5
4
7
4
2
2
9
3
1
5
1
9
3
0
3
1
Source/Calculation: G.17.1/((SUM{A.3}+SUM{A.4}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.5})/100000)
Final Report
403
Calculation
2004 shown is for the first piece of the stacked bar only.
Year:
10025
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Number of Contact Centers at Year End
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
2.5
0.0 <= 1.0
1.0 <= 2.0
2.0 <= 3.0
3.0 <= 8.0
Call Centers
8.0
7
.
0
8
.
0
7.0
6
.
0
6.0
5
.
0
5
.
0
2
5
2
0
5.0
4
.
0
4
.
0
4
5
2
9
4.0
3
.
0
3
.
0
3
.
0
3
.
0
3
.
0
3
.
0
3
2
1
7
2
2
1
8
2
7
3
7
3.0
2
.
0
2
.
0
2
.
0
2
.
0
2
.
0
2
.
0
2
.
0
2
.
0
2
.
0
2
.
0
6
3
0
2
3
3
1
2
4
4
9
2
6
1
6
1
0
7
2.0
1
.
0
1
.
0
1
.
0
1
.
0
1
.
0
1
.
0
1
.
0
1
.
0
1
.
0
1
.
0
1
.
0
1
.
0
8
3
4
4
8
2
2
8
1
9
3
8
4
0
1
2
1
4
3
9
1.0
0
.
0
0.0
4
2
1
3
4
1
4
7
5
3
1
5
Source/Calculation: P.2.1
Year: 2004
Final Report
404
Only Participants with All the Data are Shown
7059
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Centralized Phone Answering Facilities
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Decentralized And Separate:
Percent
2.9%
2. Centralized, One Facility:
32.4%
3. Decentralized But Virtually
Connected:
99. Other:
64.7%
0.0%
Source/Calculation: P.3.1
Year: 2004
Final Report
405
38
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Centralized Phone Answering Facilities (Cont.)
Source/Calculation: P.3.99
Year: 2004
Final Report
405.1
8064
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Use of Separate Business Contact Center For Middle Range C/I
Customers
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Yes, separate business call
center:
Percent
14.7%
2. Yes, separate managed
group/ "split" w ithin the Call
Center for business calls:
3. Yes, separate unmanaged
group/ "split" w ithin the Call
Center:
4. No, middle range C&I customer
calls are integrated w ith all other
Call Center functions:
5. This function is entirely
outsourced:
32.4%
2.9%
38.2%
0.0%
99. Other:
11.8%
Source/Calculation: P.4.1
Year: 2004
Final Report
406
9016
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Separate Credit And Collection Contact Center or Group/"Split"
In Contact Center
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
Percent
1. Yes, separate center:
17.6%
2. Yes, separate managed
group/ "split" w ithin the Call
Center:
3. Yes, separate unmanaged
group/ "split" w ithin the Call
Center:
4. No, integrated w ith all other
Call Center functions:
29.4%
5. This function is entirely
outsourced:
11.8%
8.8%
8.8%
6. Partially outsourced; remainder
are integrated w ith all other Call
Center functions:
99. Other:
14.7%
8.8%
Source/Calculation: P.5.1
Year: 2004
Final Report
407
60075
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Separate Credit And Collection Contact Center or Group/"Split"
In Contact Center (Cont.)
Q: Do you have a separate Credit and Collection Call Center or group/ "split" in your Call Center? Note: if you have multiple operations, select predominant one.
Credit calls are outsourced, collection calls are outsourced thru collection agency
Credit calls are split betw een outsourcer and being integrated w ith all other call center functions.
Separate center, sep managed group, and partially outsourced.
Source/Calculation: P.5.99
Year: 2004
Final Report
407.1
60331
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Changes In The Contact Center In The Last 3 Years
Outsourcing of Calls
Q: What significant changes have been made in the operating characteristics of your call center operation in last 2 years? Note: Please provide the date of the change in
% Credit and Collection Calls 5/04
added a vendor (MarkeTouch Media) in 9/04 to assist w ith selected outbound call campaigns
April 2004-MD and DC SOS calls outsourced
Began in Feb '04
Changed Vendors
For 4 of our LDCs, a percentage of credit calls are outsourced - no significant change
In Aug 2001, w e began outsourcing several types of basic calls to manage call volume. This process ended in October of 2002. We also use an outsourcing
vendor to handle overflow trouble calls in the event of extrodinary call volume (100% VRU only).
July 04- outsource connect calls
Monday-Friday
N/A
n/a,
na
NA
No change. Not done.
None
None
none
October 2004-brought credit calls back into Call Center
outsource emergency number redirected internally - 2004
Outsourced Credit & Collection call in March 2003, A pilot w as initiated on customer move calls- Dec 2004
Source/Calculation: P.6.3
Year: 2004
Final Report
408
8005
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Changes In The Contact Center In The Last 3 Years
Performance Based Incentives/Penalties (Regulatory)
Q: What significant changes have been made in the operating characteristics of your call center operation in last 2 years? Note: Please provide the date of the change in
,,
Credit and Collection part of SL 1/05
LOS incentive aw ards w ere discontinued in 2004.
N/A
na
NA
na
No change
None
None
none
PA regulated to 80% >30 seconds service level - 2005
Source/Calculation: P.6.5
Year: 2004
Final Report
409
3509021
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Changes In The Contact Center In The Last 3 Years
Number of Physical Contact Centers
Q: What significant changes have been made in the operating characteristics of your call center operation in last 2 years? Note: Please provide the date of the change in
1
5 - no significant changes
Changed to 3
Consolidated tw o call centers into one - August 2003
n/a
N/A
na
na
No change
None
None
none
Source/Calculation: P.6.6
Year: 2004
Final Report
410
3509022
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Changes In The Contact Center In The Last 3 Years
Consolidation Of Local Offices With Contact Center Functions
Q: What significant changes have been made in the operating characteristics of your call center operation in last 2 years? Note: Please provide the date of the change in
Consolidated District Offices
n/a
N/A
na
NA
na
No change
None
None
none
Ohio w alk in centers closed - 2004
Work request calls for new /upgraded service consolidated to accounts processing- October 2003-April 2004
Source/Calculation: P.6.7
Year: 2004
Final Report
411
3509023
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Changes In The Contact Center In The Last 3 Years
Labor Organization Changes (e.g. Unionization)
Q: What significant changes have been made in the operating characteristics of your call center operation in last 2 years? Note: Please provide the date of the change in
All CSRs can take all call types - Universal Rep - 11/04
n/a
N/A
na
na
New labor contract negotiated- March 2004
No change
None
None
none
Union Contract Negotiations in 2004
Source/Calculation: P.6.8
Year: 2004
Final Report
412
3509024
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Changes In The Contact Center In The Last 3 Years
Training
Q: What significant changes have been made in the operating characteristics of your call center operation in last 2 years? Note: Please provide the date of the change in
Developed and rolled out training on new GT-X CRM solution in September 2004
Just started utilizing e;earning for agent training
More stringent pre-testing and post-testing June '04
n/a
N/A
na
None
None
none
None - 95% provided inhouse
Source/Calculation: P.6.9
Year: 2004
Final Report
413
50094
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Changes In The Contact Center In The Last 3 Years
Contact Center Technology
Q: What significant changes have been made in the operating characteristics of your call center operation in last 2 years? Note: Please provide the date of the change in
2002: Upgraded Aspect EWFM; 2003: Upgraded IVR and NICE voice recording system; 2004: Replaced CTI and upgraded Aspect Datamart.
2002: Upgraded Aspect EWFM; 2003: Upgraded NICE voice recording system; 2004: Upgraded IVR, Replaced CTI applications and updated the Avaya Datamart
Dictaphone call recording an monitoring of all CS calls
Enhanced VRU application-on going
Implemented CTI Solutions
Implemented new GT-X CRM solution in October 2004
Implemented voice/speech rec IVR platform 10/04; implented skills routing 11/04; implemented Virtual Hold EWT & callback platform 5/04
Implemented Workforce Planning Softw are
January 2004-added Natural Language VRU
Moving tow ard CCS platform.
None
Performance Management System, Mar 04; CR Scripting April '04; Added IVR Natural Language March '04; Customer Self-Service May '03
SAP Implementation - 2003
Upgrade eWorforce (Witness) 10/04
Web based exception tool.
Source/Calculation: P.6.10
Year: 2004
Final Report
414
50093
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Changes In The Contact Center In The Last 3 Years
Other
Q: What significant changes have been made in the operating characteristics of your call center operation in last 2 years? Note: Please provide the date of the change in
Emergency call sharing (virtual) - 2003
March 2004--opened w alk in centers
n/a
N/A
None
none
Source/Calculation: P.6.11
Year: 2004
Final Report
415
50095
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Primary Basis for Determining Customer Assignment to
Business Contact Center
Or Managed Group/Split Within the Contact Center
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Annual Usage (e.g. kWh)
Threshold:
2. Ranking w ithin overall C&I user
base (e.g. C&I customers ranked
from top 100 to top 200 in terms
of usage):
Percent
35.3%
5.9%
3. Annual Revenue Threshold:
17.6%
4. Number of Customer Sites/
Facilities:
5. Industry Type:
0.0%
5.9%
99. Other:
35.3%
Source/Calculation: P.7.1
Year: 2004
Final Report
416
100622
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Primary Basis for Determining Customer Assignment to
Business Contact Center (Cont.)
Or Managed Group/Split Within the Contact Center
Q: If you separate your middle range Business Call Center or separate business calls via a managed group/ split within the Call Center, what is the primary basis for
All mid-range business calls are handled by a separate group.
Based on Tariffs and Standard Industrial Codes.
Customer is non-Residential
Customer Type
handle non-managed/non-assigned business customers for energy efficiency and some special electric rates; basic svc/business needs for general business
custs are handled by the call centers
Revenue rate code
There is no business call center. How ever calls are routed based on call profile to "primary" commercial CSRs.
Source/Calculation: P.7.99
Year: 2004
Final Report
416.1
100625
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Minimum Size Limit for a C/I Customer Included In the Business
Contact Center
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. No, Minimum:
Percent
82.4%
99. Minimum Size:
17.6%
Source/Calculation: P.8.99
Year: 2004
Final Report
417
1000624
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Contact Center Hours of Availability
Full Service Telephone Representative Coverage for Non-Emergency, Incoming Calls
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
109.4
168.0 => 168.0
168.0 => 85.0
85.0 => 60.8
60.8 => 50.0
Hours per Week
180.0
160.0
1
6
8
.
0
1
6
8
.
0
1
6
8
.
0
1
6
8
.
0
1
6
8
.
0
1
6
8
.
0
1
6
8
.
0
1
6
8
.
0
1
6
8
.
0
1
6
8
.
0
1
6
8
.
0
1
6
8
.
0
1
6
8
.
0
1
6
8
.
0
1
1
9
.
0
140.0
120.0
1
1
4
.
0
100.0
9
9
.
0
8
5
.
0
8
2
.
0
80.0
7
6
.
0
6
9
.
0
6
5
.
0
6
4
.
0
6
3
.
0
6
3
.
0
6
1
.
5
6
0
.
0
6
0
.
0
6
0
.
0
6
0
.
0
6
0
.
0
6
0
.
0
1
7
3
2
8
2
3
2
5
1
8
2
0
4
8
3
9
4
0
1
6
60.0
5
5
.
0
5
0
.
0
5
0
.
0
4
7
2
9
40.0
20.0
0.0
2
4
1
3
3
0
6
1
9
2
2
3
8
2
8
4
9
2
6
3
7
1
0
4
1
7
2
3
1
4
5
3
4
1
4
2
7
1
2
5
4
2
3
1
5
Source/Calculation: P.9.1
Year: 2004
Final Report
418
10037
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Functions Handled By Contact Center Support Staff
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
Pe
1. Performance Reporting:
97
2. Scheduling and Staffing (Planning):
97
3. CIS:
15
4. Q/A Team:
78
5. Resource Coordination (Real-time):
78
6. Training:
72
7. Technology Support - Desktop:
15
8. Technology Support - Phone Sw itch:
39
9. Technology Support - IVR/VRU:
36
10. Technology Support - Other:
24
11. Process Improvement:
66
12. 3rd Party (outsource) Contract
Management:
99. Other :
33
9
Source/Calculation: P.10.1
Year: 2004
Final Report
419
100624
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Overview
Functions Handled By Contact Center Support Staff (Cont.)
Q: What functions are handled by Call Center Support staff (as opposed to some other department)?
Business Integration; Process Improvement; Outsourcer management and call balancing
Coaching
MISC Clerical Functions
Source/Calculation: P.10.99
Year: 2004
Final Report
419.1
100626
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
2005 Customer Service Final Report - Contact Center
Contact Volumes/Data
(###) Report Viewer Record Number
Pg. 420.
Pg. 421.
Pg. 422.
Pg. 423.
Pg. 424.
Pg. 425.
Pg. 426.
Pg. 427.
Pg. 428.
Pg. 429.
Pg. 430.
Pg. 431.
Pg. 432.
Pg. 433.
Pg. 434.
Pg. 434.1.
Pg. 435.
Pg. 436.
Pg. 437.
Pg. 438.
Pg. 439.
Pg. 440.
Pg. 441.
Pg. 442.
Pg. 443.
Pg. 444.
Pg. 445.
Pg. 446.
Pg. 447.
Pg. 447.1.
Pg. 448.
Pg. 448.1.
Pg. 449.
Pg. 450.
Pg. 451.
Pg. 451.1.
Section Contents
(62) Contact Center Activity Expense - Per Customer
(63) Regular Contact Center Expense - Per Adjusted Customer
(64) Regular Contact Center Expense - Per Customer
(65) Regular Contact Center Expense - Per Regular Contact Center Calls (with calls completed in VRU)
(66) Regular Contact Center Expense - Per Regular Contact Center Calls (without calls completed in VRU)
(67) Business Contact Center Expense - Per Adjusted Customer
(68) Business Contact Center Expense - Per Customer
(69) Business Contact Center Expense - Business Contact Center Customers
(70) Business Contact Center Expense - Per Completed Business Contact Center Calls (with calls completed by VRU)
(71) Business Contact Center Expense - Per Completed Business Contact Center Calls (without calls completed by VRU)
(72) Credit Contact Center Expense - Per Adjusted Customer
(73) Credit Contact Center Expense - Per Customer
(74) Credit Contact Center Expense - Per Completed Credit Calls (with calls completed in VRU)
(75) Credit Contact Center Expense - Per Completed Credit Calls (without calls completed in VRU)
(76) Contact Centers that are Distinctly Measurable and Included in Report (77) Contact Centers that are Distinctly Measurable and Included in Report (Cont.) (78) Total Incoming Calls per Adjusted Customers - By Type
(79) Percent of Calls Blocked (80) Total Completed Calls per Adjusted Customers - By Type
(81) Total Completed Calls per Customers - By Type
(82) Total Calls Completed by CSR per Adjusted Customers - By Type
(83) Total Completed Calls - Per Company Contact Center Representative Per Day
(84) Percent of Calls Completed By Company Rep (85) Percent of Total Incoming Calls Completed by Company VRU (86) Percent of Total Incoming Calls Completed by Company or Outsource Service Provider IVR/VRU (87) Percent of Handled Calls Completed by IVR (88) Percent of Calls Completed By Contractor Representative (89) Percent of Incoming Calls Answered by a Contractor (90) Total Incoming Calls - Per Customer
(91) Total Incoming Calls - Per Adjusted Customer
(92) Total Incoming Calls - Per Customer
(93) Completed Contacts (Incoming) - Per Adjusted Customer
(94) Calls Completed By the Business Center CSR - Per Commercial/Industrial Customer
(95) Calls Completed By the Business Center CSR - Per Business Customer
(96) Calls Completed by Business Center CSR - Completed Calls by Business Center per Total Incoming Calls
(97) Call Types - Percent of Incoming Customer Call Types
©2005 PA Consulting Group, All Rights Reserved
V
2005 Customer Service Final Report - Contact Center
Contact Volumes/Data
(###) Report Viewer Record Number
Pg. 452.
Pg. 454.
Pg. 455.
Pg. 456.
Pg. 456.1.
Pg. 457.
Pg. 457.1.
Pg. 458.
Pg. 459.
Pg. 460.
Pg. 461.
Pg. 462.
Pg. 463.
Pg. 464.
Pg. 465.
Pg. 466.
Pg. 467.
Pg. 467.1.
Pg. 468.
Pg. 469.
Pg. 470.
Pg. 471.
Pg. 471.1.
Pg. 472.
Pg. 472.2.
Pg. 473.
Section Contents
(98) Calls per Adjusted Customers - Billing (Including High Bill Investigation)
(99) Calls per Adjusted Customers - Payment
(100) Calls per Adjusted Customers - Change of Account
(101) Definition of a Call Completed In the IVR (102) Definition of a Call Completed In the IVR (Cont.) (103) Technology in the IVR/VRU for Tracking Completed Calls (104) Technology In the IVR/VRU for Tracking Completed Calls (Cont.) (105) Completed Calls Handled Entirely by IVR - Per Customer
(106) Calls Handled Entirely by IVR (107) Percent of All Completed Calls Handled Entirely by IVR (108) Limit Calls Deliberately As a Means of Managing Service Levels or Queue Lengths (109) Call Limits Meeting Calling Customers Needs (110) Percentage of Customer Contacts Initiated By the Following Methods (111) Language Assisted/Language Line Calls - Percent of Total Completed Calls
(112) Language Assisted/Language Line Calls Completed by Contact Center Employees - Percent of Language Assisted/Language Line Calls
(113) Language Assisted/Language Line Calls Completed by Contractor/Outsourced - Percent of Language Assisted/Language Line Calls
(114) Major Event that Impacted Performance Last Year (115) Major Event that Impacted Performance Last Year (Cont.) (116) Length of Time the Sum of All Major Events Affected Performance (117) Correspondence Handled in Contact Center - Per Adjusted Customer
(118) Contacts Handled in the Contact Center Last Year - Per Adjusted Customer
(119) Contacts Handled in the Contacts Center Last Year - Per Contacts Center FTE
(120) Contacts Handled in the Contacts Center Last Year - Per CSR
(121) Correspondence Handled in the Contacts Center Last Year - Per Contacts Center FTE
(122) Correspondence Handled in the Contacts Center Last Year - Per CSR
(123) Customer Correspondence Responses - Who/How Correspondence is Handled
VI
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: REGULAR
Contact Volumes/Data
Contact Center Activity Expense
Per Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$9.66
$3.83 <= $7.32
$7.32 <= $9.49
$9.49 <= $11.51
$11.51 <= $16.37
Expense per Customer
$18.00
$16.00
$14.00
$12.00
$10.00
$8.00
$6.00
$4.00
$2.00
$0.00
4
1
4
8
1
2
5
4
5
4
9
2
3
3
2
1
2
4
0
3
8
1
8
3
9
1
3
7
2
7
1
9
2
2
3
7
3
4
8
2
9
1
7
4
7
1
0
1
6
2
8
5
4
2
2
6
3
1
5
3
1
Utilities
Regular Call Center
Business Call Center
Credit Call Center
Call Center Support
Source/Calculation: SUM{P.11}/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})
Year: 2004
Final Report
420
Calculation shown is for the first piece of the stacked bar only.
1000090
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Regular Contact Center Expense
Per Adjusted Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$7.08
$3.54 <= $5.68
$5.68 <= $6.53
$6.53 <= $8.61
$8.61 <= $11.91
Expense per Adj. Cust.
$12.00
$10.00
$8.00
$6.00
$4.00
$2.00
$0.00
4
1
4
8
3
8
4
5
1
7
4
9
1
3
3
2
1
0
1
2
8
2
5
3
7
2
3
2
2
1
8
1
9
4
0
4
7
3
9
1
7
2
7
2
9
3
4
1
6
2
8
2
0
5
4
2
2
6
2
4
2
Direct Labor Expense
Contract Employee
Vehicles
Other
Payroll Taxes
Facilities
Telephone Service Charges
Breakdow n Unavailable
Materials
Technology
3rd Party Contractor
3
1
5
6
3
0
4
3
1
Source/Calculation: (P.11.1+P.11.2)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)
Year: 2004
Final Report
421
Calculation shown is for the first piece of the stacked bar only.
50273
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Regular Contact Center Expense
Per Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$7.81
$3.54 <= $5.94
$5.94 <= $8.03
$8.03 <= $9.33
$9.33 <= $13.15
Expense per Customer
$14.00
$12.00
$10.00
$8.00
$6.00
$4.00
$2.00
$0.00
4
1
4
8
4
5
1
4
9
1
3
3
2
1
2
2
5
2
3
1
8
3
8
8
1
0
4
0
3
7
7
4
7
3
9
1
7
2
7
2
9
1
9
2
2
3
4
1
6
2
6
2
4
2
3
1
5
6
3
0
4
3
1
2
8
2
0
5
4
2
Utilities
Direct Labor
Contract Employee
Technology
Other
Payroll Taxes
Facilities
Vehicles
Breakdow n Unavailable
Materials
Telephone Service Charges
3rd Party Contractor
Source/Calculation: (P.11.1+P.11.2)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})
Year: 2004
Final Report
422
Calculation shown is for the first piece of the stacked bar only.
50357
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Regular Contact Center Expense
Per Regular Contact Center Calls (with calls completed in VRU)
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$4.26
$2.26 <= $3.15
$3.15 <= $4.17
$4.17 <= $5.21
$5.21 <= $7.04
Expense per Call
$8.00
$7.00
$6.00
$5.00
$4.00
$3.00
$
2
.
2
6
$
2
.
4
5
$
2
.
5
6
$
2
.
6
3
3
2
1
3
$
2
.
9
0
$
3
.
0
1
$
3
.
2
0
$
3
.
3
3
$
3
.
3
8
4
9
2
2
$
3
.
5
3
$
3
.
5
3
4
5
1
7
$
4
.
1
1
$
4
.
2
4
$
4
.
3
0
1
1
8
$
4
.
5
7
$
4
.
6
1
1
0
2
5
$
4
.
7
3
$
5
.
0
9
$
5
.
5
6
$
5
.
9
8
$
6
.
0
5
3
7
3
4
$
6
.
3
3
$
6
.
8
0
$
7
.
0
4
$2.00
$1.00
$0.00
3
9
4
0
2
3
3
8
1
2
7
4
1
8
1
9
1
6
2
9
4
7
2
8
2
0
5
4
2
2
6
2
4
4
8
2
3
1
5
2
7
6
3
0
4
3
1
Utilities
Source/Calculation: SUM{P.11}/(Q.4.5+Q.4.6+Q.4.7+Q.4.8)
Year: 2004
Final Report
423
7505
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Regular Contact Center Expense
Per Regular Contact Center Calls (without calls completed in VRU)
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$5.64
$2.61 <= $4.12
$4.12 <= $5.35
$5.35 <= $6.46
$6.46 <= $10.41
Expense per Call
$12.00
$10.00
$8.00
$6.00
$4.00
$
2
.
6
1
$
2
.
6
3
3
9
1
3
$
3
.
7
2
$
3
.
9
1
$
3
.
9
2
$
4
.
0
1
3
2
4
0
1
2
$
4
.
1
5
$
4
.
5
2
$
4
.
8
4
$
4
.
8
7
1
8
4
1
$
5
.
1
7
$
5
.
3
3
$
5
.
3
7
$
5
.
3
8
1
0
1
7
$
5
.
9
8
$
6
.
1
2
$
6
.
3
6
$
6
.
4
2
1
7
2
2
$
6
.
5
6
$
8
.
0
9
$
7
.
8
2
$
8
.
3
0
$
8
.
7
8
$
1
0
.
4
1
$2.00
$0.00
3
8
4
9
4
5
2
3
3
7
2
5
1
9
4
7
1
6
8
3
4
2
9
2
8
2
0
5
4
2
2
6
2
4
4
8
2
3
1
5
2
7
6
3
0
4
3
1
Utilities
Source/Calculation: SUM{P.11}/(Q.4.5+Q.4.7)
Year: 2004
Final Report
424
50249
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Business Contact Center Expense
Per Adjusted Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$0.47
$0.11 <= $0.18
$0.18 <= $0.42
$0.42 <= $0.49
$0.49 <= $1.16
Expense per Adj. Cust.
$1.20
$1.00
$0.80
$0.60
$0.40
$0.20
$0.00
2
2
4
7
4
9
4
5
4
0
2
3
1
0
8
1
3
2
4
4
1
8
2
5
3
0
6
2
7
1
9
1
5
3
2
4
8
1
7
3
1
3
8
2
8
3
2
2
6
3
4
1
6
2
9
3
9
4
2
1
2
Direct Labor Expense
Contract Employee
Vehicles
Other
Payroll Taxes
Facilities
Telephone Service Charges
Breakdow n Unavailable
Materials
Technology
3rd Party Contractor
1
4
1
5
3
7
2
0
7
Source/Calculation: (P.12.1+P.12.2)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)
Year: 2004
Final Report
425
Calculation shown is for the first piece of the stacked bar only.
6120
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Business Contact Center Expense
Per Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$0.52
$0.17 <= $0.18
$0.18 <= $0.42
$0.42 <= $0.64
$0.64 <= $1.16
Business Call Center Exp. per Cust.
$1.20
$1.00
$0.80
$0.60
$0.40
$0.20
$0.00
4
7
2
2
4
9
4
5
4
0
2
3
1
0
8
1
3
2
4
4
1
8
2
5
3
0
6
2
7
1
9
1
5
3
2
4
8
1
7
3
1
3
8
2
8
3
2
2
6
3
4
1
6
2
9
3
9
4
2
1
2
Direct Labor Expense
Contract Employee
Vehicles
Other
Payroll Taxes
Facilities
Telephone Service Charges
Breakdow n Unavailable
Materials
Technology
3rd Party Contractor
1
4
1
5
3
7
2
0
7
Source/Calculation: (P.12.1+P.12.2)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})
Year: 2004
Final Report
426
Calculation shown is for the first piece of the stacked bar only.
6060
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Business Contact Center Expense
Business Contact Center Customers
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$152.56
$3.69 <= $44.97
$44.97 <= $108.33
$108.33 <= $193.62
$193.62 <= $412.20
Expense per Customer
$450.00
$
4
1
2
.
2
0
$400.00
$350.00
$300.00
$
1
9
3
.
6
2
$250.00
$200.00
$
1
0
8
.
3
3
$150.00
$100.00
$50.00
$
3
.
6
9
$
4
4
.
9
7
$0.00
4
5
4
7
8
2
2
1
3
2
7
3
1
1
7
4
8
2
3
1
5
3
8
4
0
2
4
6
3
0
2
5
1
8
2
3
4
1
9
3
9
2
0
3
7
1
0
5
4
1
1
7
4
2
2
8
2
9
1
6
3
4
2
6
3
2
4
9
1
2
Source/Calculation: SUM{P.12}/O.26.1
Year: 2004
Final Report
427
50297
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Business Contact Center Expense
Per Completed Business Contact Center Calls (with calls completed by VRU)
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$15.03
$2.65 <= $4.60
$4.60 <= $7.16
$7.16 <= $17.50
$17.50 <= $51.58
Expense per Adj. Cust.
$60.00
$
5
1
.
5
8
$50.00
$40.00
$
2
9
.
5
5
$30.00
$20.00
$10.00
$
2
.
6
5
$
3
.
8
2
$
4
.
8
6
$
5
.
8
9
$
8
.
4
3
$
1
3
.
4
9
$0.00
4
9
2
3
8
4
5
1
3
4
0
4
7
2
2
3
2
4
1
8
2
5
3
0
6
2
7
1
9
1
5
3
2
4
8
1
7
7
3
1
4
2
2
0
3
7
1
0
5
4
1
3
8
1
2
2
4
3
9
2
9
1
6
3
4
2
6
2
8
1
Source/Calculation: (SUM{P.12})/(Q.6.5+Q.6.6+Q.6.7+Q.6.8)
Year: 2004
Final Report
428
50250
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Business Contact Center Expense
Per Completed Business Contact Center Calls (without calls completed by VRU)
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$45.49
$3.30 <= $5.63
$5.63 <= $10.96
$10.96 <= $35.06
$35.06 <= $246.81
Expense per Call
$250.00
$
2
4
6
.
8
1
$200.00
$150.00
$100.00
$50.00
$
3
.
3
0
$
4
.
8
6
$
5
.
8
9
4
9
8
4
5
$
8
.
4
3
$
1
3
.
4
9
$
2
9
.
5
5
$
5
1
.
5
8
$0.00
1
3
4
0
4
7
2
2
2
3
3
8
2
8
3
1
4
1
8
2
5
3
0
6
2
7
1
9
1
5
3
2
4
8
2
0
2
9
1
0
5
4
1
1
1
2
1
7
3
9
7
1
6
3
4
2
6
3
2
2
4
3
7
4
2
Source/Calculation: (SUM{P.12})/(Q.6.5+Q.6.7)
Year: 2004
Final Report
429
50251
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Credit Contact Center Expense
Per Adjusted Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$2.18
$0.69 <= $1.04
$1.04 <= $1.63
$1.63 <= $2.54
$2.54 <= $8.74
Expense per Adj. Cust.
$9.00
$8.00
$7.00
$6.00
$5.00
$4.00
$3.00
$2.00
$1.00
$0.00
1
1
3
4
5
7
1
6
3
2
3
7
1
8
4
7
8
2
9
1
0
2
1
7
4
2
3
2
5
3
0
6
2
7
4
0
1
9
1
5
3
3
1
4
8
2
8
3
8
2
4
4
9
2
6
3
4
3
9
Direct Labor Expense
Contract Employee
Vehicles
Other
Payroll Taxes
Facilities
Telephone Service Charges
Breakdow n Unavailable
Materials
Technology
3rd Party Contractor
4
2
1
2
4
1
5
2
0
2
2
Source/Calculation: (P.13.1+P.13.2)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)
Year: 2004
Final Report
430
Calculation shown is for the first piece of the stacked bar only.
50180
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Credit Contact Center Expense
Per Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$2.40
$0.69 <= $1.22
$1.22 <= $1.66
$1.66 <= $2.85
$2.85 <= $8.74
Expense per Customer
$9.00
$8.00
$7.00
$6.00
$5.00
$4.00
$3.00
$2.00
$1.00
$0.00
1
1
3
4
5
1
6
3
2
7
1
8
4
7
3
7
2
9
8
1
0
2
1
7
4
2
3
2
5
3
0
6
2
7
4
0
1
9
1
5
3
3
1
4
8
2
8
3
8
2
4
4
9
2
6
3
4
3
9
Direct Labor Expense
Contract Employee
Vehicles
Other
Payroll Taxes
Facilities
Telephone Service Charges
Breakdow n Unavailable
Materials
Technology
3rd Party Contractor
4
2
1
2
4
1
5
2
0
2
2
Source/Calculation: (P.13.1+P.13.2)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})
Year: 2004
Final Report
431
Calculation shown is for the first piece of the stacked bar only.
50358
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Credit Contact Center Expense
Per Completed Credit Calls (with calls completed in VRU)
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$4.30
$1.85 <= $2.58
$2.58 <= $3.01
$3.01 <= $4.42
$4.42 <= $12.07
Expense per Adj. Cust.
$14.00
$
1
2
.
0
7
$12.00
$
8
.
4
3
$10.00
$8.00
$6.00
$4.00
$2.00
$
1
.
8
5
$
1
.
8
9
1
3
2
$
2
.
5
3
$
2
.
6
3
$
2
.
7
2
1
3
1
8
7
$
3
.
0
1
$
3
.
3
6
$
3
.
9
7
$
4
.
8
6
$0.00
3
7
1
6
2
1
0
2
9
4
7
1
7
4
2
3
2
5
3
0
6
2
7
4
0
1
9
1
5
3
2
2
3
1
8
2
8
3
8
2
4
4
9
2
6
3
4
3
9
4
5
4
2
1
2
4
1
5
2
0
4
8
Source/Calculation: (SUM{P.13})/(Q.5.5+Q.5.6+Q.5.7+Q.5.8)
Year: 2004
Final Report
432
50185
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Credit Contact Center Expense
Per Completed Credit Calls (without calls completed in VRU)
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
$4.80
$1.85 <= $2.58
$2.58 <= $3.36
$3.36 <= $5.32
$5.32 <= $12.07
Expense per Adj. Cust.
$14.00
$
1
0
.
8
2
$12.00
$
1
2
.
0
7
$10.00
$8.00
$6.00
$4.00
$2.00
$
1
.
8
5
$
1
.
8
9
1
3
2
$
2
.
5
3
$
2
.
6
3
1
3
1
8
$
3
.
0
1
$
3
.
3
6
$
4
.
0
3
$
4
.
9
8
$
5
.
6
6
$0.00
3
7
1
6
7
1
0
2
2
9
4
7
1
7
4
2
3
2
5
3
0
6
2
7
4
0
1
9
1
5
3
2
2
3
1
8
2
8
3
8
2
4
4
9
2
6
3
4
3
9
4
5
4
2
1
2
4
1
5
2
0
4
8
Source/Calculation: (SUM{P.13})/(Q.5.5+Q.5.7)
Year: 2004
Final Report
433
50276
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Contact Centers that are Distinctly Measurable and Included in
Report
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Separate Credit Collections
Center/group/split or team:
2. Separate Business
Center/group/split/or team:
3. Regular Call Center (excluding
Credit and Business):
4. Call Center that includes Credit
but not Business:
5. Call Center that includes
Business but not Credit:
6. One call center group for all
customer needs :
99. Other:
Percent
31.4%
25.7%
22.9%
8.6%
8.6%
45.7%
11.4%
Source/Calculation: Q.2.1
Year: 2004
Final Report
434
50282
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Contact Centers that are Distinctly Measurable and Included in
Report (Cont.)
Q: For which of the following call center or distinctly measurable (expenses and call volumes) call center groups/ splits/ teams will you report in this section?
Call Center includes Credit & Business Center
Emergency
Expenses are reported based on one call center, but the forecast for CSR's reqd is based on Universa, Business (commercial) and Collections (Credit)
Regular Call Center, including Busibness and Credit
Source/Calculation: Q.2.99
Year: 2004
Final Report
434.1
50283
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Total Incoming Calls per Adjusted Customers
By Type
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
2.5
0.8 <= 1.6
1.6 <= 2.2
2.2 <= 3.1
3.1 <= 5.5
Call per Adjusted Customer
6.0
5.0
4.0
3.0
2.0
1.0
0.0
2
0
4
1
4
8
8
1
9
4
7
4
5
2
6
3
8
1
1
5
5
4
9
7
1
2
2
2
2
9
3
3
7
2
5
1
0
1
6
2
1
8
2
3
2
4
1
7
3
2
2
8
3
1
4
0
3
9
2
7
3
4
3
0
4
1
3
6
4
2
Blocked Calls at Sw itch
Abandoned Calls (Company Only)
Calls Completed by Outsource Service Provider CSR
Blocked after IVR/VRU, Before Agent
Calls Completed by CSR
Calls Completed by Outsource Service Provider IVR/VRU
Not answ ered due to exceeded trunk capacity
Calls Completed by IVR/VRU
Other
Source/Calculation: Q.3.1/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)
Year: 2004
Final Report
435
Calculation shown is for the first piece of the stacked bar only.
6187
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Percent of Calls Blocked
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
0.34%
0.00% <= 0.00%
0.00% <= 0.00%
0.00% <= 0.00%
0.00% <= 6.90%
Percent of Calls
7.00%
6
.
9
0
%
6.00%
5.00%
4.00%
3.00%
1
.
4
0
%
2.00%
1.00%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
1
%
0
.
0
3
%
0
.
0
8
%
0
.
1
3
%
6
1
7
3
1
8
4
8
2
3
2
8
4
0
7
3
0
2
5
1
3
1
8
2
3
4
1
9
4
5
3
2
3
4
1
6
2
9
3
9
2
4
3
7
4
1
1
1
2
2
2
4
9
2
0
4
7
3
8
1
.
8
1
%
2
.
5
3
%
0
.
2
3
%
0.00%
2
7
1
0
5
1
5
2
6
4
2
Utilities
Source/Calculation: (Q.3.1+Q.3.2)/SUM{Q.3}
Year: 2004
Final Report
436
1000335
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Total Completed Calls per Adjusted Customers
By Type
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
2.4
0.7 <= 1.5
1.5 <= 2.0
2.0 <= 3.0
3.0 <= 5.5
Call per Adjusted Customer
6.0
5.0
4.0
3.0
2.0
1.0
0.0
4
1
2
0
4
8
2
6
1
9
4
5
4
7
8
3
8
1
5
1
5
7
4
9
2
9
1
2
1
0
2
2
3
7
3
2
5
1
6
2
1
8
2
3
2
4
1
7
3
2
2
8
3
1
4
0
3
9
2
7
Calls Completed by CSR
Calls Completed by Outsource Service Provider CSR
Calls Completed by IVR/VRU
Calls Completed by Outsource Service Provider IVR/VRU
3
4
3
0
1
3
4
6
4
2
Source/Calculation: Q.3.5/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)
Year: 2004
Final Report
437
Calculation shown is for the first piece of the stacked bar only.
50380
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Total Completed Calls per Customers
By Type
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
2.7
0.7 <= 1.9
1.9 <= 2.5
2.5 <= 3.1
3.1 <= 5.5
Call per Customer
6.0
5.0
4.0
3.0
2.0
1.0
0.0
4
1
4
8
2
0
4
5
4
7
1
4
9
8
2
9
1
9
1
2
2
6
2
5
1
5
5
2
1
8
1
6
2
3
3
8
3
3
7
1
0
2
4
1
7
7
3
2
2
8
2
2
4
0
3
9
2
7
3
4
Calls Completed by CSR
Calls Completed by Outsource Service Provider CSR
Calls Completed by IVR/VRU
Calls Completed by Outsource Service Provider IVR/VRU
3
0
1
3
4
3
1
6
4
2
Source/Calculation: Q.3.5/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})
Year: 2004
Final Report
438
Calculation shown is for the first piece of the stacked bar only.
50381
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Total Calls Completed by CSR per Adjusted Customers
By Type
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
1.7
0.6 <= 1.3
1.3 <= 1.6
1.6 <= 2.0
2.0 <= 3.4
Call per Adjusted Customer
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0
2
0
4
1
8
4
8
2
2
2
6
4
5
1
9
3
8
2
9
7
4
7
1
Calls Completed by CSR
1
5
4
9
2
3
1
7
5
1
2
3
1
2
2
8
2
5
3
7
2
4
1
6
1
0
3
0
3
1
8
4
0
3
2
2
7
1
3
3
4
4
6
3
9
4
2
Calls Completed by Outsource Service Provider CSR
Source/Calculation: Q.3.5/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)
Year: 2004
Final Report
439
Calculation shown is for the first piece of the stacked bar only.
1000336
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Total Completed Calls
Per Company Contact Center Representative Per Day
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
60.03
91.14 => 69.78
69.78 => 62.70
62.70 => 51.88
51.88 => 28.84
Calls Per FTE Per Day
100.00
90.00
9
1
.
1
4
8
3
.
4
4
8
1
.
2
2
80.00
7
4
.
5
8
7
2
.
9
0
7
1
.
1
0
7
0
.
3
8
6
9
.
8
2
6
9
.
7
8
70.00
6
8
.
4
4
6
6
.
5
4
6
5
.
9
0
6
5
.
3
1
6
4
.
4
5
6
4
.
0
7
6
3
.
2
0
6
2
.
7
0
6
1
.
3
0
60.00
5
9
.
5
4
5
7
.
2
2
5
6
.
9
4
5
6
.
2
7
5
6
.
2
4
5
3
.
8
5
5
1
.
8
8
5
1
.
7
2
5
0
.
4
8
50.00
4
7
.
7
5
4
2
.
0
5
40.00
3
7
.
8
9
3
4
.
0
2
2
9
.
9
8
2
8
.
8
4
4
5
4
1
30.00
20.00
10.00
0.00
3
1
1
2
4
2
2
2
3
1
7
3
0
2
7
4
0
3
9
1
3
6
7
1
3
2
4
8
8
4
9
2
1
0
2
0
3
8
2
5
1
8
2
4
3
4
3
7
2
8
1
6
2
6
4
7
5
4
2
2
9
3
1
5
1
9
Source/Calculation: (Q.3.5/(G.2.1+G.2.2+G.2.3+G.2.4))/225
Year: 2004
Final Report
440
3253
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: REGULAR
Contact Volumes/Data
Percent of Calls Completed By Company Rep
Mean
65.3%
Percent of Calls
100.0%
90.0%
80.0%
70.0%
60.0%
50.0%
4
0
.
8
%
4
1
.
1
%
4
1
.
8
%
6
3
2
4
4
3
.
7
%
4
5
.
5
%
4
7
.
5
%
4
8
.
1
%
2
4
1
3
4
9
.
5
%
5
1
.
5
%
5
1
.
6
%
2
2
2
5
5
3
.
5
%
5
3
.
9
%
2
7
2
8
5
7
.
3
%
5
9
.
7
%
6
0
.
1
%
1
8
1
6
1
.
2
%
6
3
.
2
%
6
3
.
7
%
3
4
8
6
5
.
2
%
6
5
.
6
%
6
6
.
1
%
1
6
2
0
7
6
7
.
6
%
7
0
.
1
%
7
0
.
3
%
2
2
6
7
3
.
8
%
7
3
.
9
%
3
7
1
0
7
8
.
1
%
7
8
.
1
%
7
8
.
2
%
7
9
.
0
%
1
2
4
9
3
8
1
9
8
2
.
0
%
8
4
.
8
%
8
5
.
9
%
8
6
.
2
%
5
4
7
8
7
.
4
%
9
4
.
1
%
9
5
.
8
%
4
1
4
8
3
40.0%
30.0%
20.0%
10.0%
0.0%
3
0
3
1
1
7
2
3
4
0
4
5
1
5
3
9
4
2
Source/Calculation: (Q.3.5)/SUM{Q.3}
Year: 2004
Final Report
441
6126
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Percent of Total Incoming Calls Completed by Company VRU
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
20.65%
48.50% => 30.97%
30.97% => 19.47%
19.47% => 10.97%
10.97% => 0.00%
Percent
50.00%
45.00%
4
8
.
5
0
%
4
3
.
8
7
%
4
2
.
3
9
%
4
0
.
8
1
%
4
0
.
5
3
%
40.00%
3
9
.
0
6
%
35.00%
3
3
.
2
5
%
3
2
.
5
8
%
3
2
.
2
6
%
3
1
.
7
0
%
30.00%
2
8
.
7
7
%
2
8
.
3
8
%
2
7
.
3
0
%
2
6
.
0
4
%
25.00%
2
2
.
4
1
%
2
2
.
3
6
%
2
1
.
3
3
%
20.00%
1
9
.
7
8
%
1
9
.
5
9
%
1
9
.
3
6
%
1
8
.
5
4
%
1
7
.
3
8
%
1
5
.
8
5
%
15.00%
1
4
.
3
0
%
1
3
.
0
1
%
1
2
.
0
0
%
1
1
.
7
3
%
1
1
.
6
8
%
1
0
.
7
4
%
10.00%
8
.
8
1
%
8
.
4
0
%
8
.
3
8
%
5
.
6
0
%
5
.
3
2
%
3
2
1
8
5.00%
2
.
5
4
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
3
4
8
2
9
0.00%
3
0
1
3
2
7
2
8
2
3
4
3
1
2
4
3
4
1
7
6
2
2
8
4
0
2
7
2
0
1
2
4
5
4
9
3
8
1
6
1
1
9
3
9
2
6
1
5
3
7
2
5
1
0
5
4
7
4
1
4
2
Source/Calculation: Q.3.6/SUM{Q.3}
Year: 2004
Final Report
442
6127
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Percent of Total Incoming Calls Completed by Company or
Outsource Service Provider IVR/VRU
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
24.53%
54.59% => 39.05%
39.05% => 20.55%
20.55% => 13.15%
13.15% => 0.00%
Percent
60.00%
5
4
.
5
9
%
50.00%
4
9
.
0
6
%
4
6
.
1
1
%
4
3
.
8
7
%
4
3
.
2
6
%
4
2
.
3
9
%
4
1
.
9
9
%
4
1
.
1
2
%
4
0
.
8
1
%
4
0
.
0
0
%
40.00%
3
6
.
2
0
%
3
4
.
2
1
%
3
2
.
6
6
%
3
2
.
2
5
%
30.00%
2
8
.
5
2
%
2
6
.
8
8
%
2
6
.
4
9
%
2
2
.
5
0
%
2
1
.
3
3
%
20.00%
1
9
.
7
8
%
1
9
.
5
9
%
1
9
.
3
6
%
1
8
.
5
4
%
1
8
.
1
0
%
1
6
.
2
2
%
1
6
.
0
4
%
1
4
.
3
0
%
1
3
.
5
6
%
1
3
.
0
1
%
1
2
.
0
0
%
1
1
.
7
3
%
10.00%
8
.
8
1
%
8
.
4
0
%
8
.
3
8
%
7
.
5
5
%
2
.
5
4
%
0
.
0
0
%
0
.
0
0
%
3
4
8
0.00%
3
0
3
1
2
2
1
3
6
2
7
4
2
3
2
8
1
7
4
0
3
4
2
4
8
2
9
3
2
2
7
2
0
1
2
4
5
4
9
3
8
1
6
2
5
1
1
9
3
7
3
9
2
6
1
5
1
0
5
4
7
1
8
4
1
4
2
Source/Calculation: (Q.3.6+Q.3.8)/SUM{Q.3}
Final Report
443
Year: 2004
1000023
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Percent of Handled Calls Completed by IVR
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
27.08%
55.52% => 42.02%
42.02% => 23.80%
23.80% => 15.14%
15.14% => 2.83%
Calls Completely Handled by IVR
60.00%
5
5
.
5
2
%
5
1
.
8
8
%
50.00%
4
7
.
2
5
%
4
4
.
7
2
%
4
4
.
5
5
%
4
4
.
1
9
%
4
3
.
8
1
%
4
3
.
1
1
%
4
2
.
7
0
%
4
1
.
7
9
%
40.00%
3
7
.
1
8
%
3
5
.
1
2
%
3
4
.
0
7
%
3
3
.
6
3
%
3
2
.
4
0
%
30.00%
2
7
.
8
9
%
2
7
.
4
2
%
2
5
.
3
9
%
2
2
.
2
2
%
2
1
.
0
9
%
2
0
.
2
2
%
1
9
.
8
7
%
20.00%
1
9
.
1
6
%
1
8
.
5
0
%
1
6
.
7
8
%
1
6
.
1
4
%
1
5
.
3
3
%
1
4
.
5
8
%
1
4
.
2
3
%
1
3
.
3
0
%
1
2
.
5
2
%
10.00%
9
.
5
0
%
8
.
9
1
%
8
.
8
5
%
1
0
5
4
7
8
.
0
9
%
2
.
8
3
%
0.00%
3
0
3
1
2
2
1
3
1
7
2
7
6
2
8
4
2
3
4
0
3
4
2
4
8
2
9
3
2
2
7
2
0
4
5
1
2
4
9
3
8
1
6
2
5
1
1
9
2
6
3
7
3
9
1
5
1
8
4
1
4
2
4
8
3
Source/Calculation: (Q.3.6+Q.3.8)/(SUM{Q.3}-Q.3.2-Q.3.3-Q.3.4-Q.3.1)
Year: 2004
Final Report
444
9214
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Percent of Calls Completed By Contractor Representative
Mean
7.0%
Percent of Calls
60.0%
5
9
.
5
%
50.0%
40.0%
2
3
.
2
%
30.0%
20.0%
10.0%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
3
%
3
8
3
0
2
7
4
0
1
9
1
5
3
2
2
2
4
8
8
3
1
7
2
8
4
9
4
1
5
1
2
4
7
3
9
3
4
2
6
2
3
1
7
5
.
8
%
6
.
1
%
4
5
1
3
8
.
0
%
9
.
0
%
1
0
.
0
%
1
4
.
5
%
1
4
.
6
%
1
4
.
7
%
1
6
4
6
2
6
.
1
%
2
8
.
4
%
2
8
.
8
%
3
2
2
5
1
5
.
7
%
0.0%
3
7
2
0
1
0
2
4
1
1
8
2
9
4
2
Source/Calculation: Q.3.7/SUM{Q.3}
Year: 2004
Final Report
445
6128
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Percent of Incoming Calls Answered by a Contractor
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
11.8%
0.0% <= 0.0%
0.0% <= 6.2%
6.2% <= 16.4%
16.4% <= 100.0%
Percent of Calls
100.0%
1
0
0
.
0
%
90.0%
80.0%
70.0%
5
1
.
5
%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
0
%
0
.
2
%
0
.
6
%
3
8
2
7
1
9
1
5
5
4
1
3
1
2
4
7
4
8
3
9
2
8
4
9
7
2
3
2
.
0
%
4
.
2
%
5
.
2
%
6
.
2
%
6
.
2
%
6
.
2
%
3
0
1
3
4
5
9
.
4
%
9
.
5
%
1
0
.
3
%
1
0
.
4
%
1
0
.
8
%
2
0
1
7
3
7
4
0
1
0
1
5
.
5
%
1
6
.
4
%
1
6
.
7
%
1
6
2
4
3
1
1
7
.
8
%
1
8
.
2
%
4
2
2
2
3
.
5
%
2
9
.
6
%
3
0
.
3
%
6
1
8
3
5
.
5
%
0.0%
3
4
2
8
1
2
5
3
2
2
9
4
2
2
6
Source/Calculation: (Q.3.7+Q.3.8)/(Q.3.7+Q.3.6+Q.3.5+Q.3.8)
Year: 2004
Final Report
446
Only Participants with All the Data are Shown
6144
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Total Incoming Calls
Per Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
2.80
0.83 <= 2.02
2.02 <= 2.53
2.53 <= 3.24
3.24 <= 5.52
Calls Per Customer
6.00
5.00
4
.
0
2
4.00
3.00
2.00
1.00
0
.
8
3
1
.
0
8
1
.
2
0
1
.
5
0
1
.
5
0
4
7
4
5
1
.
6
0
1
.
8
1
1
.
8
8
1
.
9
9
2
.
0
0
1
9
1
2
2
.
1
0
2
.
1
6
2
9
2
5
2
.
2
9
2
.
3
0
2
.
3
4
1
5
2
5
2
.
4
1
2
.
4
2
1
8
2
6
2
.
4
9
2
.
5
0
2
.
5
5
2
.
5
8
1
6
2
3
3
8
3
2
.
7
3
2
.
8
0
2
.
8
5
2
4
1
0
2
.
9
9
3
.
0
4
3
.
0
9
1
7
7
3
2
3
.
1
6
3
.
2
6
4
.
1
2
4
.
3
5
4
.
6
4
4
.
9
0
4
.
9
1
4
1
3
5
.
1
6
5
.
5
2
3
.
4
4
0.00
4
1
4
8
2
0
1
4
9
8
3
7
2
8
2
2
4
0
3
9
2
7
3
4
3
0
3
1
6
4
2
Source/Calculation: SUM{Q.3}/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})
Year: 2004
Final Report
447
50379
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Total Incoming Calls
Per Adjusted Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
2.53
0.80 <= 1.61
1.61 <= 2.15
2.15 <= 3.14
3.14 <= 5.52
Calls Per Adj. Customer
6.00
5.00
4
.
0
2
4.00
3.00
2.00
1.00
0
.
8
0
0
.
8
3
2
0
4
1
1
.
0
8
1
.
4
8
1
.
4
9
1
.
5
0
8
1
9
4
7
1
.
5
0
4
5
1
.
5
5
1
.
5
8
1
.
6
0
1
.
6
4
2
6
3
8
1
1
5
1
.
7
4
1
.
8
1
1
.
9
4
2
.
0
0
7
1
2
2
.
0
8
2
.
1
0
2
.
1
4
2
.
1
4
2
.
1
6
2
.
1
7
2
2
2
9
3
3
7
2
5
1
0
2
.
2
6
2
.
3
0
1
6
2
2
.
4
1
2
.
5
0
2
.
8
0
2
.
9
9
3
.
0
9
3
.
1
6
3
.
4
3
3
.
4
4
3
1
4
0
4
.
1
2
4
.
6
4
4
.
3
5
4
.
9
0
4
.
9
1
4
1
3
5
.
5
2
0.00
4
8
5
4
9
1
8
2
3
2
4
1
7
3
2
2
8
3
9
2
7
3
4
3
0
6
4
2
Source/Calculation: SUM{Q.3}/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)
Year: 2004
Final Report
447.1
1000687
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Total Incoming Calls
Per Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
2.82
0.83 <= 2.02
2.02 <= 2.53
2.53 <= 3.24
3.24 <= 5.57
Calls Per Customer
6.00
5.00
4.00
3.00
2.00
1.00
0.00
4
1
4
8
2
0
4
7
4
5
1
4
9
8
1
9
1
2
2
9
Overall
2
5
1
5
2
5
1
8
2
6
1
6
Regular Call Center
2
3
3
8
3
3
7
2
4
1
0
Credit Call Center
1
7
7
3
2
2
8
2
2
4
0
3
9
2
7
3
4
3
0
4
1
3
6
3
1
4
2
Business Call Center
Source/Calculation: (SUM{Q.3}-SUM{Q.4}-SUM{Q.5}-SUM{Q.6})/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})
Year: 2004
Final Report
448
Calculation shown is for the first piece of the stacked bar only.
1000329
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Completed Contacts (Incoming)
Per Adjusted Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
2.60
0.80 <= 1.64
1.64 <= 2.26
2.26 <= 3.20
3.20 <= 5.58
Contacts Per Adj. Customer
6.00
5.00
4.00
3.00
2.00
1.00
0.00
2
0
4
1
4
8
8
1
9
2
6
4
5
3
8
4
7
1
5
1
5
7
1
2
4
9
3
Calls
2
2
2
5
1
0
2
9
2
1
6
3
7
1
8
2
3
2
4
1
7
3
2
2
8
4
0
3
1
3
9
2
7
3
4
3
0
4
1
3
6
4
2
Correspondence
Source/Calculation: SUM{Q.3}/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)
Year: 2004
Final Report
448.1
Calculation shown is for the first piece of the stacked bar only.
1000686
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Calls Completed By the Business Center CSR
Per Commercial/Industrial Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
0.69
0.02 <= 0.12
0.12 <= 0.53
0.53 <= 1.09
1.09 <= 1.98
Calls per Comm/Ind Customer
2.00
1
.
9
8
1.80
1.60
1
.
3
9
1.40
1
.
1
3
1.20
0
.
9
4
1.00
0
.
6
4
0.80
0.60
0
.
2
7
0.40
0.20
0
.
0
2
0
.
0
3
2
3
2
2
0
.
4
1
0
.
0
7
0.00
4
7
4
0
3
1
4
5
1
3
4
9
3
4
3
7
2
4
1
8
2
5
3
0
6
2
7
1
9
1
5
3
2
4
8
8
1
7
4
3
8
2
8
3
2
2
6
1
6
2
9
3
9
4
2
1
2
1
4
1
5
1
0
2
0
7
Source/Calculation: Q.6.5/(A.3.2+A.4.2+A.6.2+A.7.2+A.8.2+A.9.2+A.3.3+A.4.3+A.6.3+A.7.3+A.8.3+A.9.3)
Year: 2004
Final Report
449
6025
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Calls Completed By the Business Center CSR
Per Business Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
11.50
0.63 <= 1.48
1.48 <= 1.96
1.96 <= 13.03
13.03 <= 48.89
Calls per Comm/Ind Customer
50.00
4
8
.
8
9
45.00
40.00
35.00
30.00
2
2
.
3
0
25.00
20.00
15.00
10.00
5.00
0
.
6
3
1
.
4
3
1
.
5
2
1
.
9
6
3
4
4
7
3
7
3
.
7
5
0.00
4
5
2
2
8
1
3
2
7
3
1
4
8
2
3
1
5
7
4
0
3
8
6
3
0
2
5
1
8
2
3
4
1
9
3
9
2
0
1
0
5
4
1
1
1
7
4
2
2
8
2
9
1
6
2
6
3
2
4
9
2
4
1
2
Source/Calculation: Q.6.5/O.26.1
Year: 2004
Final Report
450
50331
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Calls Completed by Business Center CSR
Completed Calls by Business Center per Total Incoming Calls
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
2.9%
0.1% <= 0.6%
0.6% <= 1.2%
1.2% <= 3.9%
3.9% <= 12.9%
Completed Calls by Business Center
14.0%
1
2
.
9
%
12.0%
10.0%
8.0%
6.0%
4
.
6
%
2
.
9
%
4.0%
2.0%
0
.
1
%
0
.
1
%
2
3
2
2
0
.
4
%
0
.
9
%
0
.
9
%
3
1
4
0
5
.
1
%
3
.
1
%
1
.
2
%
0.0%
4
7
2
6
1
3
4
9
4
5
3
7
8
2
4
1
8
2
5
3
0
6
2
7
1
9
1
5
3
2
4
8
1
7
4
3
8
2
8
3
2
3
4
1
6
2
9
3
9
4
2
1
2
1
4
1
5
1
0
2
0
7
Source/Calculation: Q.6.5/SUM{Q.7}
Year: 2004
Final Report
451
9207
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Call Types
Percent of Incoming Customer Call Types
Percent of Calls
100%
80%
60%
40%
20%
0%
2
9
1
3
3
9
7
1
9
4
7
1
8
2
6
3
1
4
9
3
0
3
2
4
5
3
8
2
0
4
1
1
7
1
6
1
1
2
2
3
8
3
7
3
4
0
2
2
5
1
5
2
4
2
5
2
1
0
6
4
8
2
7
4
Billing (Including High Bill Complaints)
Gas Service
Accept Meter Read
Change Of Account (Turn-on/offs)
Electric Service
New Service Connection/Relocation/Upgrade
General Information
Water Service
Other
Credit
Business Call Center
Breakdow n Unavailable
Deregulation
Make Payment
3
4
4
2
2
8
Source/Calculation: Q.7.1/SUM{Q.7}
Year: 2004
Final Report
451.1
Calculation shown is for the first piece of the stacked bar only.
47
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Calls per Adjusted Customers
Billing (Including High Bill Investigation)
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
0.53
0.08 <= 0.21
0.21 <= 0.36
0.36 <= 0.61
0.61 <= 2.34
Call per Adjusted Customer
2.50
2
.
3
4
2.00
1
.
3
1
1.50
1.00
0.50
0
.
0
8
0
.
1
1
0
.
1
4
0
.
1
7
0
.
1
7
0
.
1
8
0
.
1
8
0
.
2
0
5
4
1
2
0
2
4
2
2
8
0
.
2
5
0
.
2
5
3
3
7
0
.
3
2
0
.
3
3
0
.
3
5
0
.
3
5
0
.
3
5
0
.
3
6
1
4
5
2
6
1
9
3
8
1
2
0
.
3
9
0
.
4
5
0
.
4
8
0
.
4
8
2
3
4
7
1
6
0
.
5
3
0
.
5
9
0
.
6
1
1
7
7
0
.
7
1
0
.
8
4
0
.
9
7
1
.
3
9
1
.
0
2
0.00
2
5
1
5
4
0
4
9
1
8
3
2
3
1
2
9
3
0
3
9
1
3
2
8
1
0
4
2
3
4
4
8
2
2
7
6
4
Source/Calculation: Q.7.1/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)
Year: 2004
Final Report
452
50339
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Calls per Adjusted Customers
Payment
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
0.17
0.01 <= 0.05
0.05 <= 0.13
0.13 <= 0.21
0.21 <= 0.47
Call per Adjusted Customer
0.50
0
.
4
3
0.45
0
.
4
5
0
.
4
7
1
3
4
0
0.40
0.35
0.30
0.25
0.20
0.15
0.10
0.05
0
.
0
1
0
.
0
2
0
.
0
4
0
.
0
4
3
7
2
2
0
.
0
5
0
.
0
6
1
8
4
9
0
.
1
3
0
.
1
3
8
3
8
0
.
1
5
0
.
1
8
0
.
2
1
0
.
2
1
0
.
2
5
0
.
0
7
0.00
2
0
1
3
2
2
3
4
5
1
5
5
3
3
1
2
6
2
5
3
0
6
2
7
1
9
2
4
8
1
7
4
2
4
2
8
3
4
1
6
2
9
3
9
4
2
4
7
1
2
4
1
1
0
7
Source/Calculation: Q.7.10/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)
Year: 2004
Final Report
454
50337
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Calls per Adjusted Customers
Change of Account
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
0.31
0.09 <= 0.21
0.21 <= 0.28
0.28 <= 0.35
0.35 <= 1.04
Call per Adjusted Customer
1.20
1
.
0
4
1.00
0
.
7
6
0.80
0.60
0.40
0.20
0
.
0
9
0
.
1
1
0
.
1
4
0
.
1
5
0
.
1
6
0
.
1
6
2
0
2
6
2
3
4
7
0
.
2
0
0
.
2
0
0
.
2
1
0
.
2
2
0
.
2
2
0
.
2
3
0
.
2
4
0
.
2
5
3
8
1
7
4
5
3
7
2
2
8
4
9
1
0
0
.
2
7
0
.
2
8
0
.
2
9
0
.
2
9
1
5
5
1
1
9
0
.
3
1
0
.
3
2
0
.
3
2
0
.
3
3
0
.
3
3
1
2
1
8
2
4
3
2
5
0
.
3
6
0
.
3
8
0
.
3
8
1
6
3
0
0
.
4
3
0
.
4
6
0
.
5
4
0.00
7
2
9
3
2
3
1
1
3
2
4
0
3
9
4
1
4
2
3
4
4
8
2
7
6
4
2
8
Source/Calculation: Q.7.2/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)
Year: 2004
Final Report
455
50338
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Definition of a Call Completed In the IVR
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
Pe
1. Customer completes the entire
transaction in the IVR/VRU:
97
2. Customer hangs-up prior to hearing
all menu options:
14
3. Customer hangs-up after hearing
menu options, or w hile in a particular
option:
26
4. Customer "opts out" of the IVR/VRU
to a live agent w ithout completing the
transaction:
5
5. Customer "opts out" of the IVR/VRU
to a live agent after completing the
transaction (e.g. to take care of another
service need):
99. Other:
20
0
Source/Calculation: Q.8.1
Year: 2004
Final Report
456
100627
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Definition of a Call Completed In the IVR (Cont.)
Source/Calculation: Q.8.99
Year: 2004
Final Report
456.1
100631
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Technology in the IVR/VRU for Tracking Completed Calls
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. No:
Percent
28.1%
99. Yes:
71.9%
Source/Calculation: Q.9.1
Year: 2004
Final Report
457
100628
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Technology In the IVR/VRU for Tracking Completed Calls (Cont.)
Q: Do you have some technology in the IVR/ VRU for tracking completed calls?
Aspect Sw itch
Call maintenance system CMS
Completed call is logged as a completed interaction in the CRM system
Customer Contact Classification Coding System on all calls becomes permanent record on customer account.
Detailed reporting of activities (transfers, hang ups, completed transactions)
Each message has a "key code". If a call does not have a certain type of key code attached to it, it does not count as a completed call.
Have a peg counter
IVR call disposition code reporting and peg count reporting
IVR Reports
IVR tracks all completed automated transactions as w ell as live agent calls
logging file from menu options chosen and exit point
logging file from menu options chosend and exit point
Periphonis IVR counters and reports
Phone Reports
Prior to 2005 w e have run reports against CIS for transactions completed by IVR user ID. As of 2005 w e have added counters on those applications that auto
deliver information (such as account balance, meter history, payment locations, etc).
Run query against assessment records. Look for exit points in VRU
SQL insert script that runs in the IVR and inserts/records to DataMart (Oracle) w arehouse, call by call.
Utilize Datamart to view IVR Events
VRU reports--subtract hang up before choosing an option and trf out from incoming calls
We have the VRU Application Statistics w hich w e use to obtain counts of the various user actions in the VRU.
Source/Calculation: Q.9.99
Year: 2004
Final Report
457.1
100632
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Completed Calls Handled Entirely by IVR
Per Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
0.8
2.3 => 1.0
1.0 => 0.5
0.5 => 0.3
0.3 => 0.0
Completed Calls Handled by IVR
2.5
2.0
1.5
1.0
0.5
0.0
6
3
1
3
0
4
1
3
2
7
2
8
4
0
2
3
1
7
2
2
2
4
7
2
9
3
9
2
8
3
8
1
6
1
2
4
9
2
5
3
7
2
6
2
0
1
1
0
1
9
3
2
1
8
4
7
4
1
4
5
5
Billing
Deregulation
Water service (including leaks)
General Information
Other
Business Call Center Calls
Change Of Account
Breakdow n Unavailable
Make Payment
New Service Connection
Gas service (including odor calls, appliance adjustment)
Accept Meter Reads
Credit
Electric service (including outages)
4
2
3
4
4
8
3
1
5
Source/Calculation: Q.10.1/(SUM{A.3}+SUM{A.4}+SUM{A.5}+SUM{A.6}+SUM{A.7}+SUM{A.8}+SUM{A.9})
Year: 2004
Final Report
458
Calculation shown is for the first piece of the stacked bar only.
9205
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Calls Handled Entirely by IVR
Percent of Completed in IVR
100%
80%
60%
40%
20%
0%
4
1
2
9
1
4
9
1
8
1
3
3
0
3
2
7
1
9
1
0
3
1
2
5
2
3
3
7
2
8
1
7
1
6
2
7
4
0
4
7
1
2
2
0
4
5
8
3
8
6
2
6
3
9
2
4
4
2
Billing
Deregulation
Other
General Information
Gas service (including odor calls, appliance adjustment)
Breakdow n Unavailable
Change Of Account
Electric service (including outages)
Make Payment
New Service Connection
Water service (including leaks)
Accept Meter Read
Credit
Business Call Center Calls
2
2
4
8
5
3
4
4
2
3
1
5
Source/Calculation: Q.10.1/(SUM{Q.10})
Year: 2004
Final Report
459
Calculation shown is for the first piece of the stacked bar only.
1000339
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Percent of All Completed Calls Handled Entirely by IVR
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
24%
49% => 35%
35% => 22%
22% => 13%
13% => 0%
Percent of Completed in IVR
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
3
0
3
1
4
1
3
2
7
6
2
8
2
3
1
7
4
0
2
4
2
9
2
2
8
7
2
2
0
1
2
4
9
3
8
1
6
2
5
1
2
6
3
9
1
9
3
7
1
0
4
7
3
2
1
8
4
1
Billing
Deregulation
Make Payment
General Information
Gas service (including odor calls, appliance adjustment)
Accept Meter Read
Change Of Account
Electric service (including outages)
Other
New Service Connection/Relocation/Upgrade
Water service (including leaks)
Breakdow n Unavailable
Credit
Business Call Center Calls
4
5
4
8
5
3
4
1
5
3
4
2
Source/Calculation: Q.10.1/(SUM{Q.3}-Q.3.4-Q.3.1-Q.3.2-Q.3.3)
Year: 2004
Final Report
460
Calculation shown is for the first piece of the stacked bar only.
1703
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Limit Calls Deliberately As a Means of Managing Service Levels
or Queue Lengths
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Yes:
Percent
5.9%
2. No:
94.1%
Source/Calculation: Q.11.1
Year: 2004
Final Report
461
60071
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Call Limits Meeting Calling Customers Needs
Q: If you limit calls, describe when and how you do it in order to meet the calling customers needs?
outages - block non-outage related calls
w hen concurrent call demand exceeds inbound lines a call overflow VRU is used to offer callback rather than generate busy signals; w hen call demand exceeds
resources such that w ait times are excessive, call overflow VRU may be used to control queue
Source/Calculation: Q.12.1
Year: 2004
Final Report
462
1000469
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Percentage of Customer Contacts Initiated By the Following
Methods
Percent of Customer Contacts
100%
80%
60%
40%
20%
0%
2
7
1
6
1
7
2
7
2
9
2
5
3
7
3
9
1
3
4
5
1
9
8
3
0
2
2
4
1
6
1
0
2
3
4
9
4
4
7
2
4
2
8
3
2
1
8
3
1
In-person
Outbound call
E-Mail
Web
Inbound call, handled by rep
IVR/VRU/Speech Recognition
Fax
Mail/Letters
2
6
3
8
1
1
5
3
4
4
8
5
1
2
4
2
4
0
3
2
0
Other
Source/Calculation: Q.13.1/SUM{Q.13}
Year: 2004
Final Report
463
Calculation shown is for the first piece of the stacked bar only.
6030
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: REGULAR
Contact Volumes/Data
Language Assisted/Language Line Calls
Percent of Total Completed Calls
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
7.99%
0.00% <= 1.00%
1.00% <= 1.95%
1.95% <= 7.38%
7.38% <= 60.00%
Percent of Total Calls
60.00%
5
9
.
0
0
%
6
0
.
0
0
%
3
9
4
1
50.00%
40.00%
2
5
.
0
0
%
30.00%
20.00%
10.00%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
1
%
0
.
2
3
%
0
.
4
0
%
0
.
9
0
%
1
.
0
0
%
3
7
1
8
3
2
1
0
2
0
3
1
2
9
4
0
1
.
0
0
%
1
.
1
0
%
1
.
2
1
%
1
.
4
0
%
1
.
5
0
%
1
.
6
0
%
1
.
8
9
%
2
.
0
0
%
2
.
0
0
%
2
5
1
6
2
7
2
4
5
1
7
1
1
3
6
4
.
3
0
%
4
.
5
0
%
5
.
0
0
%
2
2
4
3
4
6
.
7
0
%
7
.
0
0
%
7
.
5
0
%
8
.
0
0
%
3
8
1
2
2
4
2
3
1
1
.
0
0
%
1
1
.
4
5
%
3
0
4
7
1
4
.
1
0
%
0.00%
4
9
1
9
2
8
5
4
2
7
8
4
8
3
1
5
Average:
Source/Calculation: Q.14.1
Year: 2004
Final Report
464
7234
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Language Assisted/Language Line Calls Completed by Contact
Center Employees
Percent of Language Assisted/Language Line Calls
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
63.83%
0.00% <= 3.99%
3.99% <= 97.50%
97.50% <= 100.00%
100.00% <= 100.00%
Percent
100.00%
90.00%
8
8
.
0
0
%
9
3
.
9
5
%
9
5
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
1
0
0
.
0
0
%
2
2
1
3
3
4
3
0
2
7
2
5
2
3
3
1
3
8
2
0
2
4
4
9
1
6
1
2
4
1
1
7
80.00%
70.00%
60.00%
4
4
.
6
0
%
50.00%
40.00%
30.00%
20.00%
10.00%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
1
.
0
0
%
1
.
0
0
%
1
.
5
0
%
3
7
1
0
1
8
8
2
6
4
0
4
5
1
1
.
4
5
%
2
3
.
0
0
%
0.00%
4
7
1
9
2
2
8
5
1
4
2
3
9
2
9
3
2
7
4
8
3
1
5
6
4
Source/Calculation: Q.14.2
Final Report
465
Year: 2004
50243
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: REGULAR
Contact Volumes/Data
Language Assisted/Language Line Calls Completed by
Contractor/Outsourced
Percent of Language Assisted/Language Line Calls
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
6.12%
0.00% <= 0.00%
0.00% <= 0.00%
0.00% <= 1.50%
1.50% <= 100.00%
Percent
100.00%
1
0
0
.
0
0
%
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
0
%
0
.
0
1
%
1
.
0
0
%
1
.
0
0
%
1
.
5
0
%
2
4
3
0
4
0
1
7
3
8
3
7
4
9
1
6
4
7
1
2
4
1
1
0
7
3
2
1
8
2
2
.
0
0
%
1
9
5
.
0
0
%
6
.
0
5
%
1
2
.
0
0
%
0.00%
3
4
1
3
2
2
8
2
6
4
2
3
2
5
6
2
7
1
5
3
1
4
8
2
8
3
9
4
5
4
2
1
5
2
0
3
Source/Calculation: Q.14.3
Final Report
466
Year: 2004
50242
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Major Event that Impacted Performance Last Year
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. No Major Event:
Percent
55.9%
2. Hurricane:
20.6%
3. Tornado:
2.9%
4. Ice Storm:
14.7%
5. Wind:
20.6%
6. Earthquake:
0.0%
7. Fire:
0.0%
99. Other:
23.5%
Source/Calculation: Q.15.1
Year: 2004
Final Report
467
100629
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Major Event that Impacted Performance Last Year (Cont.)
Q: Did you have a major event that impacted your performance last year?
3 major hurricanes
Abseeteeism/disability
Rain Storm related outages
Separation from gas company - now electric only
Severe Thunderstorm - Impact four days.
Snow fall (snow in South Africa is a major event).
Snow storm, Lightning Storm
Thunderstorms
Source/Calculation: Q.15.99
Year: 2004
Final Report
467.1
100633
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Length of Time the Sum of All Major Events Affected
Performance
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. 1-10 Days:
Percent
53.8%
2. 11-20 Days:
15.4%
3. 21-30 Days:
0.0%
4. >30 Days:
30.8%
Source/Calculation: Q.16.1
Year: 2004
Final Report
468
100630
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: REGULAR
Contact Volumes/Data
Correspondence Handled in Contact Center
Per Adjusted Customer
Mean
0.10
Correspondence Per Adjusted Customer
0.30
0.25
0.20
0.15
0.10
0.05
0.00
8
4
3
8
7
2
6
2
8
1
8
2
5
3
0
1
0
6
1
1
9
2
7
2
3
3
1
4
5
2
2
3
2
4
7
2
4
1
3
Letters
Faxes
E-mails
Internet Transaction Completions
3
4
1
6
4
1
2
9
4
9
3
7
2
0
5
1
2
4
2
3
9
4
8
2
3
1
5
4
0
Text Messaging
Source/Calculation: Q.17.1/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)
Year: 2004
Final Report
469
Calculation shown is for the first piece of the stacked bar only.
1000414
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Contacts Handled in the Contact Center Last Year
Per Adjusted Customer
Mean
2
Correspondence Per Adjusted Customer
6
5
4
3
2
1
0
2
0
4
1
4
8
2
6
8
1
9
4
5
1
5
4
7
3
8
5
1
7
1
2
4
9
2
9
3
1
0
2
2
2
5
2
1
8
3
7
1
6
2
3
1
7
2
4
Calls Completed by CSR
Letters
Faxes
Calls Completed by IVR/VRU
E-mails
Internet Transaction Completions
2
8
3
2
3
1
4
0
3
9
2
7
3
4
3
0
4
1
3
6
4
2
Text Messaging
Source/Calculation: (Q.3.5+Q.3.7)/(SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)
Year: 2004
Final Report
470
Calculation shown is for the first piece of the stacked bar only.
1000577
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Contacts Handled in the Contacts Center Last Year
Per Contacts Center FTE
Mean
18,633
Correspondence Per FTE
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
4
7
4
1
4
5
2
6
1
6
3
7
1
8
2
5
2
0
4
8
1
0
3
8
3
2
2
1
3
9
1
2
3
4
2
4
4
9
1
7
2
8
7
8
1
3
4
0
6
Calls Completed by CSR
Letters
Faxes
Calls Completed by IVR/VRU
E-mails
Internet Transaction Completions
2
7
3
0
2
2
2
3
3
1
4
5
4
2
2
9
3
1
5
1
9
Text Messaging
Source/Calculation: Q.3.5/SUM{G.2}
Year: 2004
Final Report
471
Calculation shown is for the first piece of the stacked bar only.
1000578
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Contacts Handled in the Contacts Center Last Year
Per CSR
Mean
20,194
Correspondence Per CSR
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
4
1
4
7
4
5
2
6
1
6
1
8
4
8
1
0
3
7
2
5
3
8
2
0
3
2
2
3
9
3
4
2
8
4
9
1
7
8
2
4
4
0
1
2
6
1
7
2
2
Calls Completed by CSR
Letters
Faxes
Calls Completed by IVR/VRU
E-mails
Internet Transaction Completions
2
7
2
3
1
3
3
0
4
3
1
5
4
2
2
9
3
1
5
1
9
Text Messaging
Source/Calculation: Q.3.5/(G.2.1+G.2.2+G.2.3+G.2.4)
Year: 2004
Final Report
471.1
Calculation shown is for the first piece of the stacked bar only.
1000684
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Correspondence Handled in the Contacts Center Last Year
Per Contacts Center FTE
Mean
774
Correspondence Per FTE
2,000
1,800
1,600
1,400
1,200
1,000
800
600
400
200
0
8
4
2
8
2
6
3
8
3
0
1
8
7
6
1
0
2
5
2
7
4
5
4
7
3
4
1
3
1
6
1
2
3
2
4
3
2
3
1
4
1
Letters
Faxes
E-mails
Internet Transaction Completions
2
2
3
7
4
9
2
0
5
1
2
4
2
3
9
2
9
1
7
4
8
2
3
1
5
1
9
4
0
Text Messaging
Source/Calculation: Q.17.1/SUM{G.2}
Year: 2004
Final Report
472
Calculation shown is for the first piece of the stacked bar only.
1000579
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Correspondence Handled in the Contacts Center Last Year
Per CSR
Mean
845
Correspondence Per CSR
2,500
2,000
1,500
1,000
500
0
8
4
2
8
2
6
3
8
1
8
7
6
3
0
1
0
2
5
3
4
4
5
2
7
4
7
1
3
1
1
6
2
3
3
2
2
4
3
1
4
1
Letters
Faxes
E-mails
Internet Transaction Completions
2
2
4
9
3
7
2
0
5
1
2
4
2
3
9
2
9
1
7
4
8
2
3
1
5
1
9
4
0
Text Messaging
Source/Calculation: Q.17.1/(G.2.1+G.2.2+G.2.3+G.2.4)
Year: 2004
Final Report
472.2
Calculation shown is for the first piece of the stacked bar only.
1000685
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Volumes/Data
Customer Correspondence Responses
Who/How Correspondence is Handled
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. In Wrap-Up Time:
Percent
8.8%
2. While Idle:
35.3%
3. Other Auxiliary that is
Productive:
4. A Dedicated Team Within The
Call Center (Not CSRs):
5. Dedicated Team Outside of the
Call Center:
6. Billing Department:
23.5%
50.0%
17.6%
2.9%
99. Other:
26.5%
Source/Calculation: Q.18.1
Year: 2004
Final Report
473
1000415
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
2005 Customer Service Final Report - Contact Center
Outbound Calling
(###) Report Viewer Record Number
Pg. 474.
Pg. 475.
Pg. 476.
Pg. 477.
Pg. 477.1.
Pg. 478.
Pg. 479.
Pg. 480.
Pg. 481.
Pg. 482.
Section Contents
(125) Outbound Call Types (Including Credit) (126) Outbound Call Types (Excluding Credit) (127) Outbound Call Types-Credit (128) Outbound Call Initiation - Percent of Calls
(129) Outbound Call Initiation (Cont.) (130) Changes Planned Regarding Approaches to the Use of Outbound Calling (131) Outbound Credit Calls Reach Person or Machine (132) Disconnect Notices Delivered Via Phone - Percent of All Notices Issued (Field or Call)
(133) New/Special Outbound Calling Campaigns Administered to Reduce Customer Calls and/or to Increase Customer Satisfaction (134) Scanning Mail Before CSR Processes It -
VII
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Outbound Calling
Outbound Call Types (Including Credit)
Outbound Calls
100.0%
80.0%
60.0%
40.0%
20.0%
0.0%
2
5
2
9
1
4
7
3
7
2
4
3
8
4
9
2
2
1
6
7
6
4
1
3
0
1
3
1
7
1
8
3
1
0
4
2
3
1
2
6
3
4
4
8
5
1
5
8
1
2
4
0
4
2
4
5
2
8
2
3
1
9
3
9
Credit
General Information
New Service Connection/Relocation/Upgrade
Billing
Meter Set
Deregulation
Appliance Work
Meter Read
Other
Outages/Emergency
Change Of Account (Turn-on/offs)
Breakdow n Unavailable
2
0
2
7
3
2
Source/Calculation: Q.19.8/SUM{Q.19}
Year: 2004
Final Report
474
Calculation shown is for the first piece of the stacked bar only.
1000236
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Outbound Calling
Outbound Call Types (Excluding Credit)
Outbound Calls
100.0%
80.0%
60.0%
40.0%
20.0%
0.0%
3
0
3
7
1
7
7
2
2
4
1
1
6
1
3
4
7
3
8
2
4
4
9
6
2
3
1
0
3
2
3
2
2
0
1
8
8
2
6
2
5
5
3
4
4
8
2
9
2
8
4
0
3
1
4
2
Billing
Meter Set
Deregulation
Appliance Work
Meter Read
Other
Outages/Emergency
Change Of Account (Turn-on/offs)
Breakdow n Unavailable
General Information
New Service Connection/Relocation/Upgrade
3
9
2
7
1
4
1
2
4
5
1
5
1
9
Source/Calculation: Q.19.1/(SUM{Q.19}-Q.19.8)
Year: 2004
Final Report
475
Calculation shown is for the first piece of the stacked bar only.
6145
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Outbound Calling
Outbound Call Types-Credit
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
83.0%
34.0% <= 83.9%
83.9% <= 95.9%
95.9% <= 99.4%
99.4% <= 100.0%
Percent of Outbound Calls
100.0%
8
3
.
5
%
90.0%
8
4
.
8
%
9
5
.
3
%
9
6
.
4
%
9
7
.
8
%
2
4
3
7
4
7
1
0
0
.
0
%
1
0
0
.
0
%
1
0
0
.
0
%
1
2
9
2
5
80.0%
70.0%
60.0%
50.0%
40.0%
3
4
.
0
%
3
8
.
3
%
30.0%
20.0%
10.0%
0.0%
1
6
2
2
4
9
3
8
1
7
4
2
3
1
8
1
3
3
0
6
2
7
4
0
1
9
1
5
3
2
3
1
8
2
8
7
3
2
2
6
3
4
3
9
4
5
4
2
1
2
4
1
5
1
0
2
0
4
8
Source/Calculation: Q.19.8/SUM{Q.19}
Year: 2004
Final Report
476
61451
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Outbound Calling
Outbound Call Initiation
Percent of Calls
Percent
100%
80%
60%
40%
20%
0%
4
1
8
7
4
7
2
6
3
7
1
6
3
0
2
2
3
8
6
1
1
7
2
9
4
9
2
4
2
5
1
3
2
7
2
4
0
5
4
8
1
9
4
5
1
2
1
5
3
2
3
4
2
3
9
3
1
4
2
8
2
3
Company CSR
Outsource Service Provider CSR
Predictive Dialer Routed - Answ ered by IVR
Company Predictive Dialer
Contractor Predictive Dialer
Other
2
0
1
8
3
4
1
0
Source/Calculation: Q.20.1/SUM{Q.20}
Year: 2004
Final Report
477
Calculation shown is for the first piece of the stacked bar only.
100677
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Outbound Calling
Outbound Call Initiation (Cont.)
Q: How many outbound calls are initiated by each of the following?
Company Unattended Dialer
company VRU
IVR outbound call applications
VRU
Source/Calculation: Q.20.99
Year: 2004
Final Report
477.1
100678
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Outbound Calling
Changes Planned Regarding Approaches to the Use of Outbound
Calling
Q: What changes (if any) are you planning regarding approaches to the use of outbound calling?
1) Use of dialler - installed but not implemented due to technical issues, 2) New CRM system to bring integrated campaign management across CSR dialled calls,
dialler initiated calls, cellphone SMS and email channels, , ,
Contacting customers w ith outage restoration updates.
Digital messaging pilot program.
Interactive IVR Solution
IVR w ith dialer.
Looking at outdialing in FY2006 for credit and outage notification
may continue/expand use of vendor to administer some outbound campaigns
No change in sight
No plans at this time
none
none
NONE,
None.
Possible automated messages
To have technology complete the call w ithout human intervention
Using a predictive dialer to remind customers of upcoming service appointments
We w ill begin using automated outbound calling ask agents to report during emergency's and poor w eather related call volume spikes.
Source/Calculation: Q.21.1
Year: 2004
Final Report
478
100679
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Outbound Calling
Outbound Credit Calls Reach Person or Machine
Percent of Calls
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
3
8
2
6
4
7
1
3
3
7
2
2
4
5
1
6
4
9
3
0
1
2
4
2
5
1
9
3
4
3
2
7
6
Left Message
1
7
8
2
7
4
8
2
4
0
3
1
5
3
1
4
1
2
8
2
0
4
1
0
5
2
3
1
2
4
2
2
9
3
9
1
8
Spoke to Person
Source/Calculation: Q.22.1
Year: 2004
Final Report
479
Calculation shown is for the first piece of the stacked bar only.
1000352
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Outbound Calling
Disconnect Notices Delivered Via Phone
Percent of All Notices Issued (Field or Call)
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
95.1%
100.0% => 100.0%
100.0% => 99.9%
99.9% => 95.1%
95.1% => 77.5%
100.0%
90.0%
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
1
3
9
1
3
2
2
4
9
1
6
2
7
8
4
8
2
3
1
5
3
1
4
0
3
8
Number of 24-hour Notices
3
0
6
2
5
1
8
2
3
4
1
9
4
5
Number of 36-hour Notices
2
0
3
7
1
0
5
4
1
1
2
1
7
4
2
7
2
9
3
4
2
6
3
2
2
4
2
8
4
7
Number of 48-hour Notices
Source/Calculation: Q.23.1/(BH.2.1+BH.2.2+BH.2.3+BH.2.4+Q.23.1+Q.23.2+Q.23.3)
Year: 2004
Final Report
480
Calculation shown is for the first piece of the stacked bar only.
1000353
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Outbound Calling
New/Special Outbound Calling Campaigns Administered to
Reduce Customer Calls and/or to Increase Customer Satisfaction
Q: Are you administering any new/ special outbound calling campaigns to reduce the need for customers to call and/ or to increase customer satisfaction?
Contacting customers w ith outage restoration updates.
Contacting customers w ith outage restoration updates.
Customer Service follow -up calls
Customer Service follow -up calls
Initiate outbound calling campaigns to Special Needs customers to inform them of potential outages.
IVR pay plan confirmation ; multi-month pay plan reminder
make outbound calls to special needs customers to discuss preparation for impending storm situation, in 2005 QM department w ill pilot call back to customers w ho
calls w ere monitored and scored to verify w e are measuring right attributes
More communication to the customers on outstanding balances to prevent customer shock for shutoff notices
New CRM system to have enhanced campaign management functionality to integrate across all communications channels.
NO
NO
no
no
no
NO
none
none
none
plan to begin outbound credit calling
Planned & Unplanned outage calls
Planned & Unplanned outage calls
predicting dialing during customer prime time to reach customers w hen home
Several campaigns leveraging external services to call customers earlier in the arrearage cycle to prevent customer shutoff calls.
start svc acknow ledgement & outreach
To increase amts collected for outbound calls w ithout customer contact a message is left w ith a telephone # directly to the payment arrangement IVR. We also ha
a filtering system to call specific troublesome accounts (ie.high dollar or significant age)
To inform customers of the balance month of their equal payment plan.
Source/Calculation: Q.24.1
Year: 2004
Final Report
481
1000455
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Outbound Calling
Scanning Mail Before CSR Processes It
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Yes, Scanned Manually:
Percent
22.2%
2. Yes, Scanned Automatically:
7.4%
3. No:
70.4%
Source/Calculation: Q.25.1
Year: 2004
Final Report
482
1000413
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
2005 Customer Service Final Report - Contact Center
Contact Center Performance
(###) Report Viewer Record Number
Pg. 484.
Pg. 484.1.
Pg. 485.
Pg. 485.1.
Pg. 486.
Pg. 487.
Pg. 488.
Pg. 489.
Pg. 490.
Pg. 490.1.
Pg. 491.
Pg. 492.
Pg. 493.
Pg. 493.1.
Pg. 494.
Pg. 495.
Pg. 496.
Pg. 497.
Pg. 498.
Pg. 499.
Pg. 500.
Pg. 502.
Pg. 503.
Pg. 504.
Pg. 505.
Pg. 506.
Pg. 507.
Pg. 509.
Pg. 510.
Pg. 511.
Pg. 512.
Pg. 513.
Pg. 514.
Pg. 515.
Pg. 516.
Pg. 517.
Section Contents
(137) ACD Methods to Calculate Percent of Calls Answered in Seconds (138) ACD Methods to Calculate Percent of Calls Answered in Seconds (Cont.) (139) Time Window Normally Used For Service Levels (140) Time Window Normally Used For Service Levels (Cont.) (141) Percent of Calls Answered Within the Designated Time Period - By Contact Center Representatives After Leaving VRU
(142) Percent of Calls Answered by Contact Center Representatives - Within 20 Seconds
(143) Percent of Calls Answered by Contact Center Representatives - Within 30 Seconds
(144) Percent of Calls Answered by Contact Center Representatives - Within 60 Seconds
(145) Method of Reporting Performance To Executive Management - Same as Reported in Questionnaire
(146) Method of Reporting Performance To Executive Management (147) Percent of Calls Offered that are Answered Within the Designated Time Period By CSRs After Leaving the IVR/VRU - Including Abandons in Denominator
(148) Percent of Calls Answered by Contact Center Representatives - Within 30 Seconds
(149) Regulatory Requirements Around Contact Center Performance Levels - eg. Incentives and/or Penalties; Specific Targets on Service Level, etc.
(150) Regulatory Requirements Around Contact Center Performance Levels (Cont.) - eg. Incentives and/or Penalties; Specific Targets on Service Level, etc.
(151) Average Time to Answer - After Call Leaves IVR/VRU
(152) Total Customer Time on Phone - Residential
(153) Total Customer Time on Phone - Business Customers
(154) Average Time to Abandon - Including Normal Operations and Major Events
(155) Percent of Calls Abandoned - Including Normal Operations and Major Events
(156) CSR Availability - Including Normal Operations and Major Events
(157) Calls Per Representative Per Hour Excluding Calls Completed in IVR/VRU - Including Normal Operations and Major Events
(158) Average Time to Answer - After Call Leaves VRU - Excluding Major Events
(159) Average Time in VRU - Performance Levels In Seconds - Excluding Major Events
(160) Average Time to Abandon - Excluding Major Events
(161) Percent of Calls Abandoned - Excluding Major Events
(162) CSR Availability - Excluding Major Events
(163) Calls per Representative per Day Without VRU - Excluding Major Events
(164) Average Call Processing Time - Residential - Talk Time and Post Processing Time
(165) CSR Average Wait Time Between Calls (166) Times for CSRs for Business Contact Center Calls - Average Talk, Post Processing, And Wait
(167) Average Time Spent in IVR/VRU - "Ring Time" (Time before first IVR/VRU message is heard)
(168) Average Time Spent in VRU - Message Time/Announcement Time
(169) Average Time Spent in IVR/VRU - Forced To Stay in IVR/VRU Before Customer Can Opt Out
(170) Average Time Spent in VRU - Total Time Customer Spends in IVR/VRU
(171) Average Percent of Connect Time in a Straight-Time Day - As Measured By Your CMS
(172) Allocation of Average Total Connected Time ©2005 PA Consulting Group, All Rights Reserved
VIII
2005 Customer Service Final Report - Contact Center
Contact Center Performance
(###) Report Viewer Record Number
Pg. 518.
Pg. 519.
Pg. 520.
Pg. 521.
Pg. 522.
Pg. 523.
Pg. 524.
Pg. 525.
Pg. 526.
Pg. 527.
Pg. 528.
Pg. 529.
Pg. 530.
Pg. 531.
Pg. 532.
Pg. 533.
Pg. 534.
Pg. 535.
(173)
(174)
(175)
(176)
(177)
(178)
(179)
(180)
(181)
(182)
(183)
(184)
(185)
(186)
(187)
(188)
(189)
(190)
Section Contents
Non-Productive Activity Included In Other Auxiliary Time Measuring Correspondence Responsiveness - E-mail correspondence - Acknowledgement to customer
Measuring Correspondence Responsiveness - E-mail correspondence - Completion of transaction
Measuring Correspondence Responsiveness - Internet - Acknowledgement to customer
Measuring Correspondence Responsiveness - Internet - Completion of Transaction
Measuring Correspondence Responsiveness - Postal correspondence - Acknowledgement to customer
Measuring Correspondence Responsiveness - Postal correspondence - Completion of transaction
Measuring Correspondence Responsiveness - Fax correspondence - Acknowledgement to customer
Measuring Correspondence Responsiveness - Fax correspondence - Completion of transaction
Standards For Timeliness of Responding To Customer Correspondence - E-mail - Acknowledgement To Customer
Standards For Timeliness of Responding To Customer Correspondence - E-mail - Completion of Transaction
Standards For Timeliness of Responding To Customer Correspondence - Internet - Acknowledgement To Customer
Standards For Timeliness of Responding To Customer Correspondence - Internet - Completion of Transaction
Standards For Timeliness of Responding To Customer Correspondence - Postal Mail - Acknowledgement To Customer
Standards For Timeliness of Responding To Customer Correspondence - Postal Mail - Completion of Transaction
Standards For Timeliness of Responding To Customer Correspondence - Fax - Acknowledgement to Customer
Standards For Timeliness of Responding To Customer Correspondence - Fax - Completion Of Transaction
Average Time Customer Spends In IVR/VRU - Seconds
IX
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
ACD Methods to Calculate Percent of Calls Answered in Seconds
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Do Not Measure:
Percent
0.0%
2. (Calls Answ ered in Y seconds
Plus Calls Abandoned in X
seconds*)/ (Calls Answ ered Plus
C
ll AbAnsw
d ered
d) in Y Seconds
3. Calls
8.8%
/ Calls Answ ered:
44.1%
4. Calls Answ ered before Y
Seconds / Calls Answ ered Plus
Calls Abandoned:
35.3%
5. Calls Answ ered in Y Seconds
/ Calls Answ ered Plus Calls
Abandoned After Y Seconds:
0.0%
99. Other:
11.8%
Source/Calculation: R.2.1
Year: 2004
Final Report
484
2861
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
ACD Methods to Calculate Percent of Calls Answered in Seconds
(Cont.)
Q: If you measure percent of calls answered within " Y" number of seconds, which of the following methods do you have your ACD use to calculate this statistic? Note:
% calls answ ered + % calls abandoned - % calls answ ered after threshold + % calls abandoned after threshold x 100 / by % calls answ ered + % calls abandone
ASA
Call Answ ered in Y seconds / (Calls offered - (minus) calls abandoned < 15 seconds
Calls answ ered in Y seconds / (Calls offered - Call abandoned in less than 15 seconds)
Source/Calculation: R.2.99
Year: 2004
Final Report
484.1
8174
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Time Window Normally Used For Service Levels
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. 20 Seconds:
Percent
17.6%
2. 30 Seconds:
58.8%
3. 40 Seconds:
5.9%
4. 45 Seconds:
0.0%
5. 50 Seconds:
2.9%
6. 60 Seconds:
8.8%
7. 90 Seconds:
0.0%
99. Other:
5.9%
Source/Calculation: R.3.1
Year: 2004
Final Report
485
9034
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Time Window Normally Used For Service Levels (Cont.)
Q: In measuring calls answered in designated time window, what is the time window you normally use for service levels?
2004 w e used 30 seconds, for 2005 w e are using 26 seconds, for 2006 w e w ill be using 20 seconds
35 seconds
Source/Calculation: R.3.99
Year: 2004
Final Report
485.1
903499
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Percent of Calls Answered Within the Designated Time Period
By Contact Center Representatives After Leaving VRU
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
90.3%
100.0% => 100.0%
100.0% => 96.9%
96.9% => 80.1%
80.1% => 65.6%
Seconds
100.0%
80.0%
60.0%
40.0%
20.0%
0.0%
4
7
2
7
4
0
1
9
2
3
4
1
2
6
2
2
2
5
1
7
0 To 20 Seconds
7
4
9
2
9
1
2
4
8
21 To 30 Seconds
1
6
1
3
6
4
3
1
1
8
2
8
31 To 60 Seconds
4
5
3
1
0
61 to 90 Seconds
3
9
3
2
5
4
8
3
0
1
5
1
2
2
3
4
3
8
2
0
3
7
4
2
>90 Seconds
Source/Calculation: R.4.1
Year: 2004
Final Report
486
Calculation shown is for the first piece of the stacked bar only.
9122
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Percent of Calls Answered by Contact Center Representatives
Within 20 Seconds
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
57%
93% => 69%
69% => 61%
61% => 54%
54% => 0%
Percent of Calls
100%
9
3
%
8
6
%
90%
7
3
%
80%
7
3
%
7
1
%
70%
6
9
%
6
6
%
6
5
%
6
4
%
6
3
%
6
1
%
6
0
%
6
0
%
6
0
%
60%
5
6
%
5
4
%
5
0
%
50%
3
9
%
40%
30%
1
7
%
20%
1
4
%
10%
0
%
0%
1
1
6
4
1
4
0
2
4
2
7
4
7
2
3
2
9
3
2
8
4
9
4
2
2
1
8
2
6
6
1
7
7
1
3
2
8
3
4
2
5
3
0
1
9
1
5
3
2
3
1
3
8
2
0
3
9
4
5
4
2
1
2
5
1
0
3
7
4
8
Source/Calculation: R.4.1
Year: 2004
Final Report
487
Only Participants with All the Data are Shown
7435
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Percent of Calls Answered by Contact Center Representatives
Within 30 Seconds
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
71%
94% => 80%
80% => 72%
72% => 66%
66% => 26%
Percent of Calls
100%
9
4
%
9
2
%
90%
8
7
%
8
7
%
8
2
%
8
2
%
8
2
%
8
1
%
8
0
%
80%
7
8
%
7
7
%
7
7
%
7
4
%
7
3
%
7
3
%
7
3
%
7
2
%
7
2
%
7
0
%
70%
7
0
%
7
0
%
6
9
%
6
9
%
6
8
%
6
6
%
6
6
%
6
4
%
6
0
%
6
0
%
6
0
%
60%
5
7
%
4
3
%
50%
40%
2
6
%
30%
20%
10%
0%
1
3
1
1
6
2
8
2
5
4
5
1
3
3
1
0
4
1
4
0
3
9
2
4
2
7
5
4
7
4
8
2
3
4
3
0
1
5
2
9
1
2
8
2
3
2
2
2
4
9
6
1
8
2
6
1
7
7
2
0
3
7
4
2
3
4
3
8
1
9
Source/Calculation: R.4.1+R.4.2
Year: 2004
Final Report
488
Only Participants with All the Data are Shown
7446
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Percent of Calls Answered by Contact Center Representatives
Within 60 Seconds
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
79%
100% => 87%
87% => 80%
80% => 70%
70% => 53%
Percent of Calls
100%
1
0
0
%
9
6
%
9
6
%
9
6
%
9
6
%
9
2
%
9
0
%
90%
8
8
%
8
7
%
8
7
%
8
4
%
8
4
%
8
2
%
8
2
%
8
1
%
8
1
%
8
0
%
80%
7
9
%
7
9
%
7
7
%
7
7
%
7
3
%
7
3
%
7
2
%
7
1
%
70%
7
0
%
7
0
%
6
9
%
6
6
%
6
6
%
6
5
%
6
3
%
60%
5
3
%
5
3
%
1
7
7
50%
40%
30%
20%
10%
0%
2
5
1
1
3
6
4
3
1
1
6
4
1
4
0
2
8
2
3
8
4
5
2
7
2
4
3
1
0
4
7
2
9
3
9
4
9
2
2
5
4
8
3
2
1
5
3
0
1
2
1
8
2
1
9
2
6
2
0
3
7
4
2
3
4
3
8
Source/Calculation: R.4.1+R.4.2+R.4.3
Year: 2004
Final Report
489
Only Participants with All the Data are Shown
7437
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Method of Reporting Performance To Executive Management
Same as Reported in Questionnaire
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Yes:
Percent
78.1%
99. No, Explain:
21.9%
Source/Calculation: R.5.1
Year: 2004
Final Report
490
60072
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Method of Reporting Performance To Executive Management
Q: Do you use the method selected in R.2 above as the same method of reporting performance to your executive management?
ASA
ASA is primarily reported to all levels of management; service level is mainly used for reporting to commissions and regulatory parties
Due to organizational division of responsibility for the queues, w e do not aggregate the results in this manner. Additionally, w e do not use traditional service level
metrics for company goals.
Service Level: % calls handled w ithin 30 sec.
We do not have a chance to answ er these calls before 30 seconds.
We do not track other than the SL in 30%
We report on ASA
Source/Calculation: R.5.99
Year: 2004
Final Report
490.1
1000625
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Percent of Calls Offered that are Answered Within the
Designated Time Period By CSRs After Leaving the IVR/VRU
Including Abandons in Denominator
Percent of Calls
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
1
9
3
4
4
0
4
6
1
7
8
1
6
3
8
2
4
0 To 20 Seconds
1
3
2
2
4
7
2
9
3
2
21 To 30 Seconds
1
8
4
1
2
7
2
5
2
8
1
7
4
5
31 To 60 Seconds
1
0
3
3
9
5
61 to 90 Seconds
3
0
1
2
1
5
4
8
2
2
0
3
7
4
2
2
6
4
9
2
3
3
1
>90 Seconds
Source/Calculation: R.6.1
Year: 2004
Final Report
491
Calculation shown is for the first piece of the stacked bar only.
100634
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Percent of Calls Answered by Contact Center Representatives
Within 30 Seconds
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
70%
96% => 77%
77% => 70%
70% => 65%
65% => 24%
Percent of Calls
100%
9
6
%
9
4
%
90%
8
7
%
8
6
%
8
2
%
8
2
%
8
0
%
80%
7
7
%
7
7
%
7
7
%
7
5
%
7
1
%
7
1
%
7
1
%
7
0
%
70%
7
0
%
7
0
%
6
9
%
6
8
%
6
8
%
6
6
%
6
6
%
6
6
%
6
4
%
6
4
%
6
1
%
6
0
%
6
0
%
60%
5
9
%
50%
3
6
%
40%
2
4
%
30%
20%
10%
0%
1
3
1
1
6
2
8
2
5
4
5
1
0
3
3
9
4
0
3
4
2
4
5
4
7
4
1
4
3
0
1
2
1
5
8
4
8
2
3
2
2
9
2
7
2
2
6
1
8
3
8
1
7
7
2
0
3
7
4
2
2
6
4
9
1
9
2
3
3
1
Source/Calculation: R.6.1+R.6.2
Year: 2004
Final Report
492
Only Participants with All the Data are Shown
1000327
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Regulatory Requirements Around Contact Center Performance
Levels
eg. Incentives and/or Penalties; Specific Targets on Service Level, etc.
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. None:
Percent
48.6%
2. N% Calls Answ ered Within X
Seconds- All calls handled:
3. N% Calls Answ ered Within X
Seconds- Outage calls handled:
4. Toll-free Access During
Normal Business Hours:
5. Days to Close Complaints
Requirement:
6. Customer Satisfaction
Requirement (Survey or
score-based):
40.0%
0.0%
2.9%
8.6%
20.0%
7. N seconds ASA (average
speed to answ er):
99. Other:
17.1%
20.0%
Source/Calculation: R.7.1
Year: 2004
Final Report
493
1000055
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Regulatory Requirements Around Contact Center Performance
Levels (Cont.)
eg. Incentives and/or Penalties; Specific Targets on Service Level, etc.
Q: Please list regulatory requirements around Call Center performance levels (e.g. incentives and/ or penalties; specific targets on Service Level, etc.)
% busies ; note - TSL now supercedes ASA as svc std eff 11/04
10 sec response time; 5 min handling time; 24h access for faults; normal business hours for other services; 90% one stop; 2% lost call rate; 1hr annual dow ntime
Busy renegotiating these w ith the NER.
abandon %, busy out % PA only
Emergency Calls - 90% Calls Answ ered Within 20 seconds.
N % Calls answ ered w ithin X seconds - emergency calls
Number of complaints to regulators.
PUC requires reporting on performance
Source/Calculation: R.7.99
Year: 2004
Final Report
493.1
6082
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Average Time to Answer
After Call Leaves IVR/VRU
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
55.7
7.0 <= 30.6
30.6 <= 46.0
46.0 <= 61.5
61.5 <= 168.0
Seconds
180.0
160.0
140.0
1
1
1
.
0
120.0
100.0
80.0
60.0
40.0
20.0
7
.
0
1
5
.
0
2
1
.
0
2
2
.
0
2
2
.
6
2
3
.
0
2
4
.
0
2
6
.
0
1
0
3
4
3
1
3
4
5
1
3
3
0
.
6
3
0
.
6
8
2
3
3
3
.
0
3
6
.
0
3
8
.
0
3
9
.
0
1
5
4
4
5
.
0
4
5
.
0
4
6
.
0
4
6
.
0
4
6
.
0
3
9
6
4
9
4
7
1
2
4
8
.
0
4
8
.
3
4
9
.
0
3
7
2
7
3
0
5
0
.
0
4
0
5
5
.
0
5
7
.
0
6
1
.
0
6
2
.
0
2
9
2
4
6
6
.
0
6
9
.
0
1
2
5
.
0
1
4
4
.
0
1
6
0
.
0
1
6
8
.
0
1
8
1
7
7
9
.
0
0.0
1
1
6
3
8
2
5
2
2
0
2
8
2
2
3
2
1
9
7
2
6
5
4
1
4
2
4
8
Utilities
Source/Calculation: R.8.1
Year: 2004
Final Report
494
8042
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: REGULAR
Contact Center Performance
Total Customer Time on Phone
Residential
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
5.26
2.63 <= 4.23
4.23 <= 5.38
5.38 <= 6.02
6.02 <= 8.97
Minutes
9.00
8.00
7.00
6.00
5.00
4.00
3.00
2.00
1.00
0.00
3
1
4
6
4
5
2
7
1
5
2
1
6
1
2
4
0
2
8
4
7
Avg Time to Answ er (after IVR)
2
5
1
0
3
9
3
0
3
8
2
9
8
Avg Time in IVR
2
3
1
3
1
9
2
0
4
9
2
4
7
2
2
3
7
1
7
2
6
3
2
1
8
5
4
2
Avg Talk Time
Source/Calculation: R.8.1/60
Year: 2004
Final Report
495
Calculation shown is for the first piece of the stacked bar only.
8041
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Total Customer Time on Phone
Business Customers
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
6.6
4.1 <= 6.0
6.0 <= 6.5
6.5 <= 7.4
7.4 <= 8.1
Minutes
9.0
8.0
7.0
6.0
5.0
5
.
9
1
5
.
9
1
8
2
3
6
.
3
3
6
.
5
0
6
.
5
2
1
0
3
0
6
.
9
8
7
.
5
7
7
.
7
8
8
.
1
0
4
.
0
8
4.0
3.0
2.0
1.0
0.0
4
5
4
9
1
3
3
7
2
6
2
8
3
8
4
1
8
2
5
6
2
7
4
0
1
9
1
5
3
2
2
2
4
8
3
1
7
2
0
2
4
3
2
3
4
1
6
2
9
3
9
4
2
4
7
1
2
1
4
1
5
1
7
Source/Calculation: (R.8.1+R.8.2+R.15.1)/60
Year: 2004
Final Report
496
1000249
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: REGULAR
Contact Center Performance
Average Time to Abandon
Including Normal Operations and Major Events
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
118.0
28.0 <= 70.0
70.0 <= 116.5
116.5 <= 154.3
154.3 <= 239.0
Seconds
250.0
1
7
6
.
0
200.0
150.0
100.0
50.0
2
8
.
0
3
9
.
0
5
6
.
2
5
6
.
2
2
3
8
7
0
.
0
7
0
.
0
2
4
1
7
8
.
0
9
0
.
0
1
0
9
.
0
1
1
6
.
0
1
1
7
.
0
1
2
0
.
0
1
5
4
9
1
6
1
2
3
.
0
1
3
1
.
0
1
7
9
.
0
1
9
5
.
0
2
2
1
.
0
2
3
9
.
0
1
9
2
9
1
4
7
.
0
0.0
1
0
3
3
8
3
4
2
0
3
7
2
2
4
7
3
0
3
1
1
7
7
1
8
1
3
2
5
6
2
7
4
0
4
4
8
5
3
2
2
6
3
9
4
5
4
2
1
2
4
1
2
Source/Calculation: R.8.3
Year: 2004
Final Report
497
7427
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Percent of Calls Abandoned
Including Normal Operations and Major Events
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
4.97%
0.79% <= 3.10%
3.10% <= 4.10%
4.10% <= 5.90%
5.90% <= 11.00%
Percent of Calls
12.00%
10.00%
8
.
0
0
%
8.00%
6.00%
4.00%
2.00%
0
.
7
9
%
1
.
6
0
%
1
.
6
0
%
8
2
3
1
.
8
0
%
2
.
0
2
%
2
.
6
0
%
2
.
9
0
%
3
.
0
0
%
3
.
0
0
%
3
.
1
0
%
3
8
2
8
3
4
4
9
3
.
3
5
%
3
.
3
7
%
2
5
1
5
3
.
5
2
%
3
.
6
0
%
3
.
6
8
%
6
2
3
9
3
.
8
2
%
3
.
8
5
%
4
1
3
4
.
0
0
%
4
.
1
0
%
4
.
1
9
%
4
.
2
0
%
4
.
2
0
%
3
0
2
4
3
2
2
4
0
5
.
0
0
%
5
.
0
0
%
4
5
2
7
5
.
3
0
%
5
.
4
2
%
5
.
4
4
%
2
0
4
7
3
7
5
.
9
0
%
8
.
9
0
%
9
.
1
0
%
9
.
8
0
%
1
0
.
0
0
%
1
0
.
1
0
%
1
0
.
2
0
%
1
1
.
0
0
%
2
9
4
1
1
7
7
6
.
4
6
%
0.00%
1
1
6
1
2
1
0
4
8
3
1
1
9
3
2
1
8
2
6
5
4
2
Utilities
Source/Calculation: R.9.1
Year: 2004
Final Report
498
14
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
CSR Availability
Including Normal Operations and Major Events
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
83.8%
100.0% => 89.8%
89.8% => 86.3%
86.3% => 75.6%
75.6% => 64.7%
Calls per CSR
100.0%
90.0%
1
0
0
.
0
%
9
7
.
0
%
9
7
.
0
%
9
6
.
2
%
9
2
.
9
%
9
2
.
0
%
8
9
.
8
%
8
9
.
8
%
8
8
.
0
%
8
7
.
1
%
8
7
.
0
%
8
7
.
0
%
8
6
.
6
%
8
6
.
0
%
8
5
.
0
%
8
2
.
0
%
80.0%
7
8
.
7
%
7
7
.
6
%
7
7
.
5
%
7
5
.
0
%
7
5
.
0
%
7
4
.
0
%
7
3
.
0
%
7
2
.
0
%
4
1
1
9
1
2
2
0
2
7
70.0%
6
7
.
0
%
6
4
.
7
%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
4
7
1
8
3
2
3
0
2
2
3
1
7
1
6
4
5
1
7
4
9
3
8
2
2
5
2
8
3
7
2
4
3
9
1
3
1
1
0
5
4
2
2
9
3
4
2
6
8
4
8
3
1
5
4
0
6
2
3
4
Source/Calculation: R.9.2
Year: 2004
Final Report
499
9903
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: REGULAR
Contact Center Performance
Calls Per Representative Per Hour Excluding Calls Completed in
IVR/VRU
Including Normal Operations and Major Events
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
9.825
15.000 => 11.800
11.800 => 9.870
9.870 => 8.000
8.000 => 4.000
Per Hour
16.000
14.000
1
5
.
0
0
0
1
2
.
9
6
0
1
2
.
8
0
0
1
2
.
7
0
0
1
2
.
7
0
0
1
2
.
0
0
0
12.000
1
1
.
8
0
0
1
1
.
8
0
0
1
1
.
1
0
0
1
1
.
0
0
0
1
0
.
8
5
0
1
0
.
0
0
0
1
0
.
0
0
0
9
.
9
8
0
10.000
9
.
8
7
0
9
.
7
0
0
9
.
0
1
0
9
.
0
0
0
9
.
0
0
0
9
.
0
0
0
9
.
0
0
0
8
.
0
0
0
8
.
0
0
0
8
.
0
0
0
8.000
7
.
8
6
0
7
.
5
0
0
6
.
3
0
0
6
.
0
0
0
6.000
4
.
0
0
0
4.000
2.000
0.000
3
4
1
7
1
1
2
7
3
1
2
4
2
2
3
0
1
0
4
9
3
2
2
5
3
8
2
0
1
5
3
9
4
5
4
7
4
0
2
7
1
8
1
3
3
7
1
6
3
2
6
4
1
2
5
4
2
8
4
8
1
9
6
2
3
4
Source/Calculation: R.10.1
Final Report
500
Year: 2004
7425
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: REGULAR
Contact Center Performance
Average Time to Answer - After Call Leaves VRU
Excluding Major Events
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
60
7 <= 25
25 <= 48
48 <= 66
66 <= 168
Seconds
180
1
6
0
160
1
6
8
1
4
4
140
1
2
5
120
100
7
9
80
60
3
9
40
1
5
20
2
1
2
2
2
3
2
4
2
6
1
0
3
4
3
1
4
5
1
3
4
5
4
6
4
6
4
8
4
9
5
0
6
4
7
1
2
3
7
2
7
4
0
5
5
6
1
6
2
2
9
2
4
6
9
7
0
1
1
6
4
2
2
2
3
2
7
2
6
1
8
1
7
2
0
5
4
1
4
2
3
9
4
9
3
8
8
4
8
3
1
5
1
9
3
0
2
5
2
3
Source/Calculation: R.11.1
Year: 2004
Final Report
502
9905
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Average Time in VRU - Performance Levels In Seconds
Excluding Major Events
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
55
0 <= 25
25 <= 51
51 <= 84
84 <= 109
Seconds
120
100
1
0
5
1
0
5
3
7
1
8
1
0
9
9
4
8
4
80
7
2
6
0
6
1
2
6
4
5
60
4
5
5
0
5
1
7
1
0
40
3
1
2
0
2
0
1
7
3
1
2
5
20
4
0
0
2
8
1
6
2
9
4
7
3
4
2
2
2
7
3
2
2
4
4
8
2
3
1
3
2
5
3
0
6
4
0
1
9
1
5
4
2
2
0
8
3
8
4
9
3
9
4
2
1
2
1
4
1
5
3
Source/Calculation: R.11.2
Year: 2004
Final Report
503
9906
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: REGULAR
Contact Center Performance
Average Time to Abandon
Excluding Major Events
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
124
28 <= 85
85 <= 122
122 <= 155
155 <= 239
Seconds
250
2
3
9
200
1
7
9
150
1
2
0
9
0
100
7
0
7
0
2
4
1
1
2
3
1
3
1
1
9
5
1
4
7
9
3
50
2
8
0
1
0
3
4
2
7
1
6
3
7
2
2
4
7
3
1
1
7
2
9
6
4
5
4
2
1
2
4
1
5
2
0
4
2
3
1
8
1
3
3
9
3
0
2
6
4
0
1
9
1
5
3
2
4
8
8
7
3
8
4
9
3
2
2
5
Source/Calculation: R.11.3
Year: 2004
Final Report
504
50244
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: REGULAR
Contact Center Performance
Percent of Calls Abandoned
Excluding Major Events
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
5.4%
0.8% <= 3.0%
3.0% <= 4.2%
4.2% <= 6.5%
6.5% <= 17.1%
Percent of Calls
18.0%
1
7
.
1
%
16.0%
14.0%
12.0%
8
.
9
%
10.0%
8.0%
6.0%
4.0%
2.0%
0
.
8
%
1
.
6
%
1
.
6
%
1
0
8
1
.
8
%
2
.
0
%
2
.
1
%
1
2
1
3
3
.
0
%
3
.
5
%
3
.
6
%
6
2
3
.
8
%
4
.
1
%
4
.
2
%
4
.
2
%
2
4
4
0
2
2
5
.
0
%
5
.
0
%
4
7
4
5
5
.
4
%
5
.
9
%
5
.
9
%
4
8
2
7
9
.
1
%
9
.
8
%
1
0
.
0
%
1
1
.
0
%
6
.
5
%
0.0%
1
1
6
3
4
4
3
7
3
1
3
2
1
8
2
6
2
9
7
1
7
2
0
5
4
1
4
2
3
9
4
9
3
8
3
1
5
1
9
3
0
2
5
2
3
Source/Calculation: R.12.1
Year: 2004
Final Report
505
9907
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: REGULAR
Contact Center Performance
CSR Availability
Excluding Major Events
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
86.2%
100.0% => 92.8%
92.8% => 88.9%
88.9% => 81.2%
81.2% => 64.7%
Percent of time
100.0%
90.0%
1
0
0
.
0
%
9
7
.
0
%
9
7
.
0
%
9
2
.
9
%
9
2
.
8
%
9
2
.
0
%
8
9
.
8
%
8
9
.
8
%
8
8
.
0
%
8
7
.
1
%
8
6
.
6
%
8
2
.
0
%
80.0%
7
8
.
7
%
7
4
.
0
%
70.0%
6
7
.
0
%
6
4
.
7
%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
4
7
3
2
1
8
2
2
1
3
3
1
7
1
6
4
5
1
7
2
3
7
2
4
1
2
1
1
0
8
2
3
2
5
3
0
6
2
7
4
0
1
9
1
5
4
4
8
2
0
3
8
4
9
2
6
3
4
2
9
3
9
4
2
4
1
5
3
Source/Calculation: R.12.2
Year: 2004
Final Report
506
9910
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Calls per Representative per Day Without VRU
Excluding Major Events
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
63
99 => 84
84 => 68
68 => 58
58 => 6
Calls per CSR
100
9
9
9
6
9
0
90
8
9
8
8
8
4
8
3
8
0
8
0
80
7
3
6
8
70
6
2
6
0
6
0
60
5
9
5
8
5
7
50
40
30
20
1
3
9
10
9
6
0
1
7
3
1
3
4
7
2
2
3
0
1
0
2
8
1
2
2
7
1
8
1
3
2
9
3
7
4
8
1
6
2
4
1
4
5
4
7
2
6
8
2
3
2
5
6
4
0
1
9
1
5
4
2
2
0
3
8
4
9
3
2
3
9
4
2
4
1
5
3
Source/Calculation: R.13.1
Year: 2004
Final Report
507
9912
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Average Call Processing Time - Residential
Talk Time and Post Processing Time
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
271
183 <= 234
234 <= 264
264 <= 316
316 <= 371
Seconds
400
350
300
250
200
150
100
50
0
4
1
1
2
3
8
2
8
2
4
7
4
0
1
2
4
9
1
0
6
4
3
8
4
8
1
7
2
2
3
0
2
0
1
3
2
4
5
4
7
2
9
3
9
3
2
1
5
2
7
1
6
3
7
2
5
1
8
1
9
2
6
3
5
4
2
3
4
3
1
Utilities
Average Talk Time
Average Post Processing Time
Source/Calculation: R.14.1
Year: 2004
Final Report
509
Calculation shown is for the first piece of the stacked bar only.
1000227
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
CSR Average Wait Time Between Calls
Mean
Quartile 1
53
Quartile 2
Quartile 3
Quartile 4
16 <= 37
37 <= 77
77 <= 186
<= 16
Seconds
200
1
8
6
180
160
140
1
2
0
1
3
2
120
9
4
100
80
60
40
1
6
20
7
1
8
2
8
2
4
2
7
3
0
1
0
2
4
2
5
4
9
2
5
2
2
1
7
2
9
1
5
5
4
5
5
2
4
3
8
7
4
7
6
7
7
2
0
4
8
3
8
0
3
7
2
2
1
3
4
7
3
9
1
6
2
3
4
4
2
3
6
4
0
1
9
8
3
1
2
6
3
7
2
9
4
5
4
2
1
2
1
4
1
5
3
2
Source/Calculation: R.14.3
Year: 2004
Final Report
510
Only Participants with All the Data are Shown
9203
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Times for CSRs for Business Contact Center Calls
Average Talk, Post Processing, And Wait
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
361
225 <= 266
266 <= 330
330 <= 419
419 <= 600
Seconds
600
500
400
300
200
100
0
8
2
3
4
5
4
6
4
9
3
0
1
0
3
7
2
6
1
3
Average talk time
2
8
2
4
1
8
2
5
2
7
4
0
1
9
1
5
3
2
2
2
4
8
1
7
Average post-talk processing/Wrap Time
3
1
3
8
2
0
3
2
3
4
1
6
2
9
3
9
4
2
4
7
1
2
1
4
1
5
7
CSR Wait Time / Time Spent Waiting for Call
Source/Calculation: R.15.1
Year: 2004
Final Report
511
Calculation shown is for the first piece of the stacked bar only.
60074
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Average Time Spent in IVR/VRU
"Ring Time" (Time before first IVR/VRU message is heard)
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
2.204
0.000 <= 1.000
1.000 <= 2.000
2.000 <= 3.000
3.000 <= 5.000
Seconds
5.000
4.500
4
.
0
0
0
4
.
0
0
0
4
.
0
0
0
2
1
6
1
3
5
.
0
0
0
5
.
0
0
0
4
1
7
4.000
3.500
3
.
0
0
0
3
.
0
0
0
3
.
0
0
0
3
.
0
0
0
3
.
0
0
0
3
.
0
0
0
3
.
0
0
0
3
.
0
0
0
1
8
1
5
2
2
1
7
3
8
4
9
3
2
2
9
3.000
2.500
2
.
0
0
0
2
.
0
0
0
2
.
0
0
0
2
.
0
0
0
2
.
0
0
0
4
7
4
5
2
7
3
1
3
0
2.000
1.500
1.000
0.500
0
.
0
0
0
0
.
0
0
0
0
.
0
0
0
0
.
0
0
0
0
.
0
0
0
3
4
4
0
2
6
2
5
1
0
.
5
0
0
1
.
0
0
0
1
.
0
0
0
1
.
0
0
0
2
4
2
8
1
9
0.000
3
7
2
0
1
0
5
1
2
4
2
3
9
8
4
8
3
6
2
3
4
Source/Calculation: R.16.1
Year: 2004
Final Report
512
Only Participants with All the Data are Shown
99131
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Average Time Spent in VRU
Message Time/Announcement Time
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
30.0
4.0 <= 17.8
17.8 <= 24.5
24.5 <= 39.5
39.5 <= 102.0
Seconds
120.0
1
0
2
.
0
100.0
80.0
60.0
40.0
20.0
4
.
0
5
.
0
2
8
1
8
.
0
1
5
.
0
1
5
.
0
3
2
4
0
1
7
.
0
2
0
.
0
2
0
.
0
2
0
.
0
2
0
.
0
4
5
1
6
2
7
1
7
2
2
.
0
2
7
.
0
3
0
.
0
3
1
.
0
3
7
4
7
3
5
.
0
3
5
.
0
3
8
4
9
4
1
.
0
4
5
.
0
4
8
.
0
5
0
.
0
5
0
.
0
3
1
7
0.0
2
4
1
8
1
3
1
5
3
0
3
4
2
2
2
9
2
6
2
3
2
5
6
1
9
3
2
4
8
2
0
3
9
4
2
1
2
4
1
5
1
0
4
8
Source/Calculation: R.16.2
Year: 2004
Final Report
513
9913
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Average Time Spent in IVR/VRU
Forced To Stay in IVR/VRU Before Customer Can Opt Out
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
23.9
0.0 <= 0.0
0.0 <= 5.0
5.0 <= 37.5
37.5 <= 100.0
Seconds
100.0
90.0
7
8
.
0
80.0
8
4
.
0
9
1
.
0
1
0
0
.
0
4
9
3
1
70.0
60.0
50.0
40.0
3
0
.
0
3
0
.
0
3
4
1
5
4
0
.
0
4
0
.
0
1
2
2
30.0
1
5
.
0
20.0
10.0
0
.
0
0
.
0
0
.
0
0
.
0
0
.
0
0
.
0
0
.
0
0
.
0
0
.
0
0
.
0
2
6
1
7
7
2
7
3
0
3
2
1
6
2
9
4
7
2
8
5
.
0
5
.
0
4
5
3
7
8
.
0
0.0
2
4
4
0
2
3
8
8
2
3
1
8
1
3
2
5
6
1
9
4
4
8
2
0
3
9
4
2
1
2
4
1
5
1
0
3
Source/Calculation: R.16.3
Year: 2004
Final Report
514
Only Participants with All the Data are Shown
1000054
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Average Time Spent in VRU
Total Time Customer Spends in IVR/VRU
Mean
43.8
Seconds
100.0
90.0
7
8
.
0
80.0
8
4
.
0
9
1
.
0
1
0
0
.
0
4
9
3
1
70.0
60.0
50.0
40.0
3
0
.
0
3
0
.
0
3
4
1
5
4
0
.
0
4
0
.
0
1
2
2
30.0
1
5
.
0
20.0
10.0
5
.
0
5
.
0
3
7
4
5
8
.
0
0.0
2
4
4
0
2
3
8
3
2
2
3
1
8
1
3
2
5
3
0
6
2
7
1
9
3
4
8
8
4
7
2
8
2
6
1
6
2
9
3
9
4
2
4
7
1
2
4
1
5
1
0
2
0
1
7
Source/Calculation: R.16.3
Year: 2004
Final Report
515
1000024
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Average Percent of Connect Time in a Straight-Time Day
As Measured By Your CMS
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
83.8%
100.0% => 93.5%
93.5% => 87.0%
87.0% => 77.0%
77.0% => 52.0%
Percent
100.0%
90.0%
1
0
0
.
0
%
1
0
0
.
0
%
1
0
0
.
0
%
1
0
0
.
0
%
1
0
0
.
0
%
9
7
.
0
%
9
4
.
0
%
9
4
.
0
%
9
3
.
0
%
9
3
.
0
%
9
1
.
0
%
9
1
.
0
%
8
8
.
0
%
8
8
.
0
%
8
7
.
0
%
8
7
.
0
%
8
7
.
0
%
8
7
.
0
%
8
5
.
0
%
8
3
.
3
%
8
3
.
3
%
8
1
.
0
%
8
0
.
0
%
80.0%
7
4
.
0
%
7
0
.
4
%
70.0%
6
5
.
0
%
6
5
.
0
%
6
0
.
6
%
6
0
.
6
%
6
0
.
0
%
8
2
3
4
1
60.0%
5
2
.
0
%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
2
7
2
3
9
1
6
1
7
3
2
1
9
1
8
2
0
1
3
4
5
3
0
1
0
2
5
3
1
4
9
3
8
3
7
2
6
6
4
2
2
3
4
1
2
2
4
2
8
7
4
7
5
1
4
2
2
9
4
8
3
1
5
4
0
Source/Calculation: R.17.1
Year: 2004
Final Report
516
6519
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Allocation of Average Total Connected Time
Percent Connected Time
100%
80%
60%
40%
20%
0%
8
2
3
3
1
3
0
2
2
3
2
1
8
4
9
2
4
1
7
1
9
3
9
4
8
2
0
1
2
4
1
4
0
4
7
1
0
3
7
2
6
1
3
2
7
Talk Time
Time w aiting to answ er a call
After call w rap time
Other or auxiliary time that is productive
2
1
6
1
4
5
4
2
2
5
6
2
9
5
3
4
3
3
8
4
2
8
7
1
5
Other or auxiliary time that is not productive
Source/Calculation: R.18.1
Year: 2004
Final Report
517
Calculation shown is for the first piece of the stacked bar only.
6508
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Non-Productive Activity Included In Other Auxiliary Time
Percent Lunch (unpaid)
100%
80%
60%
40%
20%
0%
2
0
3
8
1
3
7
4
9
3
2
Break (paid)
4
5
1
8
1
9
2
5
1
0
4
0
8
Break (unpaid)
2
3
1
3
9
1
6
2
7
1
7
2
2
2
2
4
2
8
Lunch (paid)
3
7
3
1
5
3
4
Lunch (unpaid)
3
1
4
8
4
2
2
6
4
7
1
2
6
2
9
4
3
0
4
1
5
Other
Source/Calculation: R.19.1/(R.19.1+R.19.2+R.19.3+R.19.4+R.19.99)
Year: 2004
Final Report
518
Calculation shown is for the first piece of the stacked bar only.
6517
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Measuring Correspondence Responsiveness
E-mail correspondence - Acknowledgement to customer
Q: How do you measure correspondence responsiveness for the following?
1 busines day
1 business day
auto generated
Auto Reply E-mail
autogenerated
Automated acknow ledgement to the customer.
Automated-Immediate
Auto-reply
Correspondence received via email is counted daily and entered onto a report. If the email is received from the w ebsite the customer receives an "auto-reply"
message that states w e have received their request and the turn around time is 48 business hours.
Customers receive a confirmation w ithin the hour upon entering a request via our w eb site
Do not track
For service orders one day; for other requests one to five days
Immediate
Immediate - Automated through KANA
quality tracking
Random review of responses
random review of responses
This is an immediate Autogenerated acknow ledgement response, agents do not acknow ledge manually. Agent w ill complete the transaction w hich is measured - s
2) below ,
tracked through automated database
Source/Calculation: R.20.1
Year: 2004
Final Report
519
6081
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Measuring Correspondence Responsiveness
E-mail correspondence - Completion of transaction
Q: How do you measure correspondence responsiveness for the following?
1 busines day
1 business day
100% w ith 48 hours
3 days or less
3 or less business days
48 hours
Automatically tracked through KANA
Average time to answ er
CRM system - GT-X w orkflow report,
Daily review of mailbox
email management system reports
E-mail Reply
For service orders one day; for other requests one to five days
If relevant, w e send a completion e-mail
In house tracking
Inhouse tracking - completed in X hours
monitor and compare emails received to number responded to
Monitor and compare emails received to number responded to
quality program
resolved interaction report from w eb management system
Response e-mailed to customer w ithin a certain period of time w ith either an explanation of the issue or the transactions that w ere performed in relation to the issu
tracked through automated database
Turn around time is 48 business hours.,
Typically respond w ithin 48 hours - minimal emails received - e-mail sent back
use KANA system metric
Workload expires betw een 8am-7pm daily. We have a 12 hour completion time on e-mail based on the time it w as entered
Source/Calculation: R.20.2
Year: 2004
Final Report
520
50174
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Measuring Correspondence Responsiveness
Internet - Acknowledgement to customer
Q: How do you measure correspondence responsiveness for the following?
1 -5 business days
1 to 5 business days
Acknow ledgements to customers are immediate upon completion of transaction
All automated responses are captured and manual responses are saved and manually counted
all automated responses are captured, manual responses are saved and manually counted
all responses w ithin 24 hours
Auto Reply E-mail to review inquiry / service order. 10 # issued
autogenerated
Automated acknow ledgement to the customer.
Automated-Immediate
Auto-reply
coding
Customer receives an immediate kickback message acknow ledging their sent email.
Do not track
For seervice orders one day; for other requests one to five days
If customer successfully processes a request via the w ebsite, they receive an immediate confirmation message
Immediate - Automated through KANA
n/a
This is an immediate Autogenerated acknow ledgement response, agents do not acknow ledge manually. Agent w ill complete the transaction w hich is measured - s
2) below .,
tracked through automated database
w eb self service in development
Source/Calculation: R.20.3
Year: 2004
Final Report
521
50173
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Measuring Correspondence Responsiveness
Internet - Completion of Transaction
Q: How do you measure correspondence responsiveness for the following?
"Thank You" Prompt for turn on / off's
1 -5 business days
1-5 business days
3 days or less
3 or less business days
All automated responses are captured and manual responses are saved and manually counted
all automated responses are captured, manual responses are saved and manually counted
Automatically tracked through KANA
Average time to answ er
CRM system - GT-X w orkflow report,
Do not track
For service orders one day; for other requests one to five days
If relevant, w e send a completion e-mail
Mailbox, review
Most internet transactions are completed immediately. Some may be deferred to a representative to be completed w ithin 12 hours. It is transparent to the custome
that the order is on hold.
Most transactions customer is able to complete on the w ebsite w ill give some type of confirmation. If un-successfully completed the transaction the system makes
the customer aw are by either giving a specific reason or by referral to customer care.
n/a
quality tracking
Random check of w hen response w ent out.
resolved interaction report from w eb management system
Response e-mailed to customer (if e-mail address provided) w ithin a certain period of time w ith either an explanation of the issue or the transactions that w ere
performed in relation to the issue.
tracked through automated database
use KANA system metric
w eb self service in development
w ithin 24 hrs
Source/Calculation: R.20.4
Year: 2004
Final Report
522
6115
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Measuring Correspondence Responsiveness
Postal correspondence - Acknowledgement to customer
Q: How do you measure correspondence responsiveness for the following?
Correspondence is sorted, counted, bundled and distributed.,
Do not track
Document management system
If a customer w ants a transation performed and the transaction hits the bill by the next billing cycle, then that is considered acknow ledgement to the customer,
otherw ise, the customer is advised by telehone.
manually tracked
n/a
no process of acknow ledgement until completed
None
None
None
Not applicable ,
Not measured
Randomly review ed
randomly review ed
There is no advanced acknow ledgement to the customer until completion of the request
Source/Calculation: R.20.5
Year: 2004
Final Report
523
1000046
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Measuring Correspondence Responsiveness
Postal correspondence - Completion of transaction
Q: How do you measure correspondence responsiveness for the following?
24 hours
3 days or less
8
Batch Daily & Track Completion
By number of days pending
CRM system - GT-X w orkflow report,
Customer w ill receive Phone call or letter from CR after issue has been resolved. Information is entered on CR w eek log. All processed correspondence turned in
for review w eekly. Three transactions w ill be review ed per month as part of the CRs quality
Do not track
Document management system
If relevant, w e w ill call the customer
Logged on Excel spreadsheet, prioritized based on type of request
manual tracking
manually counted
manually counted
manually tracked
Postal correspondence is imaged and w orked through the computer. Response to correspondence is 60 business hours betw een 8am-7pm M-F. A reply to
customer is normally through the same format/postal
scanner system
target is before next bill is received - w ithin 13 days of postmarked date - depending on the type of inquiry / request ---- phone call, letter or action directly to the
account before next billing completed
When a transaction hits an account and the customer w ants an explanation of the issues, then either done iby telephone or in w riting
w ithin billing period.
Source/Calculation: R.20.6
Year: 2004
Final Report
524
1000047
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Measuring Correspondence Responsiveness
Fax correspondence - Acknowledgement to customer
Q: How do you measure correspondence responsiveness for the following?
advised during originating phone conversation that someone w ill contact you w ithin 24 to 48 hours
Customers receive an immediate reconfirmation w hen sending faxes to the correspondence group
Do not track
Document management system
manually tracked
None
Not applicable,
Not measured
Same as postal.Customer w ill receive Phone call or letter from CR after issue has been resolved. Information is entered on CR w eek log. All processed
correspondence turned in for review w eekly. Three transactions w ill be review ed per month for quality
Source/Calculation: R.20.7
Year: 2004
Final Report
525
1000048
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Measuring Correspondence Responsiveness
Fax correspondence - Completion of transaction
Q: How do you measure correspondence responsiveness for the following?
24 hours
3 days or less
CRM system - GT-X w orkflow report,
For fumigation orders, faxed w hen completed
If relevant, w e w ill call the customer
Logged on Excel spreadsheet, prioritized based on type of request
manual tracking
manually tracked
Miscellaneous fax requests are handled w ithin 24 business hours betw een 8am-7pm M-F. Service Order fax requests have a 32 business hour expiration.
Customers receive a confirmation of completion if they request one.
Not measured
Same as postal.Customer w ill receive Phone call or letter from CR after issue has been resolved. Information is entered on CR w eek log. All processed
correspondence turned in for review w eekly. Three transactions w ill be review ed per month for quality
scanner system
w ithin 24 hours - ---- phone call, letter or action directly to the account before next billing completed
Source/Calculation: R.20.8
Year: 2004
Final Report
526
1000049
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: REGULAR
Contact Center Performance
Standards For Timeliness of Responding To Customer
Correspondence
E-mail - Acknowledgement To Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
34
1 <= 12
12 <= 30
30 <= 48
48 <= 72
Hours
80
7
2
7
2
3
2
1
8
70
60
50
40
4
8
4
8
3
9
1
7
3
6
30
2
4
2
4
2
2
5
20
10
8
4
1
2
8
4
0
4
8
4
1
2
6
1
3
6
2
7
1
9
1
5
3
2
2
8
7
3
8
2
3
4
9
2
0
3
4
1
6
2
9
4
5
4
2
4
7
1
2
1
5
1
0
3
7
2
4
Source/Calculation: R.21.1
Final Report
527
Only Participants
with All the Data are Shown
2004
Year:
6080
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Standards For Timeliness of Responding To Customer
Correspondence
E-mail - Completion of Transaction
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
36.4
2.0 <= 24.0
24.0 <= 36.0
36.0 <= 48.0
48.0 <= 72.0
Hours
80.0
7
2
.
0
7
2
.
0
7
2
.
0
3
2
1
3
1
8
70.0
60.0
50.0
40.0
3
2
.
0
30.0
2
4
.
0
2
4
.
0
2
4
.
0
2
4
.
0
2
4
.
0
2
4
.
0
2
4
.
0
2
4
.
0
2
4
.
0
4
9
4
2
5
3
0
6
4
0
2
2
4
4
7
3
6
.
0
3
6
.
0
3
6
.
0
4
1
3
8
2
7
4
8
.
0
4
8
.
0
4
8
.
0
4
8
.
0
4
8
.
0
4
8
.
0
4
8
.
0
4
8
.
0
2
2
1
6
3
1
3
4
1
2
6
2
0
3
9
1
6
.
0
20.0
8
.
0
10.0
2
.
0
0.0
2
8
4
8
3
7
2
9
1
0
5
1
2
4
2
4
5
7
1
7
8
3
1
5
1
9
2
3
Source/Calculation: R.21.2
Final Report
528
Only Participants
with All the Data are Shown
2004
Year:
6116
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: REGULAR
Contact Center Performance
Standards For Timeliness of Responding To Customer
Correspondence
Internet - Acknowledgement To Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
31
1 <= 18
18 <= 24
24 <= 42
42 <= 72
Hours
80
7
2
7
2
3
2
1
8
70
60
4
8
50
40
3
6
30
2
4
2
4
2
4
2
4
4
9
7
4
0
2
5
20
1
2
10
8
1
2
8
4
8
4
5
4
1
1
7
3
4
1
3
6
2
7
1
9
1
5
3
2
2
2
8
3
8
2
3
2
6
2
0
1
6
2
9
3
9
4
2
4
7
1
2
1
5
1
0
3
7
2
4
Source/Calculation: R.21.3
Final Report
529
Only Participants
with All the Data are Shown
2004
Year:
50176
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Standards For Timeliness of Responding To Customer
Correspondence
Internet - Completion of Transaction
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
35.8
8.0 <= 24.0
24.0 <= 24.0
24.0 <= 48.0
48.0 <= 72.0
Hours
80.0
7
2
.
0
7
2
.
0
7
2
.
0
7
2
.
0
3
2
2
1
3
1
8
70.0
60.0
50.0
40.0
3
2
.
0
30.0
2
4
.
0
2
4
.
0
2
4
.
0
2
4
.
0
2
4
.
0
2
4
.
0
2
4
.
0
2
4
.
0
2
4
.
0
2
4
.
0
4
2
5
3
0
6
4
0
7
2
8
2
4
4
9
4
5
4
7
3
6
.
0
2
7
4
1
4
8
.
0
4
8
.
0
3
1
1
2
2
1
6
.
0
20.0
10.0
2
4
.
0
3
6
.
0
4
8
.
0
8
.
0
0.0
4
8
3
7
2
9
3
4
1
9
1
5
3
8
1
7
2
3
2
6
2
0
1
6
3
9
4
2
1
2
5
1
0
3
8
Source/Calculation: R.21.4
Final Report
530
Only Participants
with All the Data are Shown
2004
Year:
50175
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Standards For Timeliness of Responding To Customer
Correspondence
Postal Mail - Acknowledgement To Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
82.7
24.0 <= 40.0
40.0 <= 72.0
72.0 <= 120.0
120.0 <= 168.0
Hours
180.0
160.0
1
6
8
.
0
1
6
8
.
0
3
2
1
8
1
2
0
.
0
140.0
120.0
100.0
7
2
.
0
80.0
60.0
40.0
2
4
.
0
2
4
.
0
4
8
2
4
0
.
0
8
0
.
0
4
8
.
0
20.0
0.0
2
8
2
5
4
0
2
9
7
4
9
4
2
3
1
3
3
0
6
2
7
1
9
1
5
3
2
2
8
1
7
3
1
2
4
2
0
2
6
3
4
1
6
3
9
4
5
4
2
4
7
1
2
1
4
1
5
1
0
3
7
3
8
Source/Calculation: R.21.5
Final Report
531
Only Participants
with All the Data are Shown
2004
Year:
1000050
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Standards For Timeliness of Responding To Customer
Correspondence
Postal Mail - Completion of Transaction
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
88.3
8.0 <= 36.0
36.0 <= 54.0
54.0 <= 130.0
130.0 <= 240.0
Hours
250.0
200.0
1
6
0
.
0
150.0
100.0
50.0
8
.
0
2
4
.
0
2
4
.
0
2
4
.
0
1
3
2
4
8
3
6
.
0
3
6
.
0
3
6
.
0
3
8
4
1
2
7
4
0
.
0
4
0
.
0
4
9
2
8
4
8
.
0
4
8
.
0
4
8
.
0
2
5
1
1
6
6
0
.
0
7
2
.
0
7
2
.
0
4
0
2
4
1
2
0
.
0
1
2
0
.
0
1
2
0
.
0
1
7
2
9
7
1
6
8
.
0
1
6
8
.
0
1
6
8
.
0
3
1
3
2
1
8
2
4
0
.
0
2
4
0
.
0
2
6
2
0
0.0
3
4
3
0
3
7
1
0
5
1
2
4
7
4
2
4
5
3
9
8
2
2
3
1
5
1
9
6
2
3
4
Source/Calculation: R.21.6
Final Report
532
Only Participants
with All the Data are Shown
2004
Year:
1000052
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: REGULAR
Contact Center Performance
Standards For Timeliness of Responding To Customer
Correspondence
Fax - Acknowledgement to Customer
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
32.1
1.0 <= 22.0
22.0 <= 24.0
24.0 <= 36.0
36.0 <= 72.0
Hours
80.0
7
2
.
0
7
2
.
0
3
2
1
8
70.0
60.0
50.0
40.0
30.0
2
4
.
0
2
4
.
0
2
4
.
0
2
4
.
0
2
0
2
4
0
2
5
1
6
.
0
20.0
10.0
1
.
0
0.0
2
8
2
9
2
4
4
2
3
1
3
6
2
7
1
9
1
5
3
2
2
4
8
8
1
7
3
1
3
8
3
7
4
9
2
6
3
4
1
6
3
9
4
5
4
2
4
7
1
2
1
4
1
5
1
0
7
Source/Calculation: R.21.7
Final Report
533
Only Participants
with All the Data are Shown
2004
Year:
1000051
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Standards For Timeliness of Responding To Customer
Correspondence
Fax - Completion Of Transaction
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
49.2
2.0 <= 24.0
24.0 <= 36.0
36.0 <= 72.0
72.0 <= 160.0
Hours
160.0
1
6
0
.
0
140.0
1
2
0
.
0
120.0
100.0
80.0
60.0
40.0
20.0
2
.
0
2
4
.
0
2
4
.
0
2
4
.
0
2
4
.
0
2
4
.
0
2
0
1
3
2
5
3
0
2
3
2
.
0
3
6
.
0
3
6
.
0
3
6
.
0
3
8
4
1
2
7
7
2
.
0
7
2
.
0
7
2
.
0
7
2
.
0
4
0
1
8
2
4
3
2
4
8
.
0
8
.
0
0.0
2
8
3
4
2
9
1
1
7
3
7
4
9
4
2
3
6
1
9
1
5
3
2
2
4
8
3
1
7
1
0
2
6
1
6
3
9
4
5
4
2
4
7
1
2
5
8
Source/Calculation: R.21.8
Final Report
534
Only Participants
with All the Data are Shown
2004
Year:
1000053
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Performance
Average Time Customer Spends In IVR/VRU
Seconds
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
49.2
2.0 <= 24.0
24.0 <= 36.0
36.0 <= 72.0
72.0 <= 160.0
Question
1 2 3 4 5 6 7 8
1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Electric Service Outage:
Average:
-
6
5
-
-
-
-
-
6 2
2 2
-
5 1 9
0 0 0
-
-
3
0
-
9 6
6 2
-
1 1
0 0
0 9
-
-
-
-
2
0
-
2
2
3
2
4
-
-
-
-
-
-
5
3
-
-
68
-
7
0
-
-
-
-
-
-
-
-
-
3
0
-
-
-
4
5
-
9
5
-
-
-
2
8
-
-
1
6
-
2
5
-
-
4
0
0
-
-
-
-
-
-
2
5
-
-
82
-
-
-
-
-
-
-
1
4
2
-
-
1
3
8
0
3
-
2
4
0
-
6
0
-
1
7
4
8
2
-
-
-
-
-
-
2
3
-
1
4
1
5
0
-
-
-
-
-
-
2
8
-
1
0
7
99
2. Change of Account:
3. Credit Calls:
Source/Calculation: R.22.1
Year: 2004
Final Report
535
1000520
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
2005 Customer Service Final Report - Contact Center
Focus Area: Credit Contact Center Performance
(###) Report Viewer Record Number
Pg. 536.
Pg. 537.
Pg. 538.
Pg. 539.
Pg. 540.
Pg. 541.
Pg. 542.
Pg. 543.
Pg. 544.
Pg. 545.
Pg. 546.
Pg. 547.
Pg. 548.
Pg. 549.
Pg. 550.
Pg. 550.1.
Section Contents
(192) Time Window for Service Levels (193) CSRs Answering Calls within Designated Time Period after Leaving IVR/VRU (194) Performance Levels for Measures - Average Time to Answer (After Call Leaves IVR/VRU)
(195) Performance Levels by Measures - Average Time In IVR/VRU (for Non-Self Service Call)
(196) Performance Levels by Measures - Average Time to Abandon
(197) Performance Levels for Measures - Percent of Calls Abandoned
(198) Performance Levels by Measures - CSR Availability (ACD, Plus ACW, Plus Available to Take Calls/by Total Time Connected)
(199) Average Percent Connect Time (200) Non-Productive Activity Included in "Other Or Auxiliary Time that is Not Productive" - Shown as a Percent of Non-Productive Time
(201) Skip Tracing and Follow-up of Customer Payment (202) Performance Measures for Segmented Credit Calls (203) Other Important Measures in Measuring Credit Calls (204) Contact Center Measures Split of Credit Calls (205) Service Levels Measuring Credit Calls (206) IVR Handling of Inbound Credit Calls (207) Times for CSRs for Credit Contact Center Calls - Average Talk, Post Processing, And Wait
X
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: Credit Contact Center Performance
Time Window for Service Levels
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. 20 Seconds:
Percent
30.8%
2. 30 Seconds:
46.2%
3. 40 Seconds:
0.0%
4. 45 Seconds:
0.0%
5. 60 Seconds:
7.7%
6. 90 Seconds:
0.0%
99. Other :
15.4%
Source/Calculation: S.2.1
Year: 2004
Final Report
536
1000416
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: Credit Contact Center Performance
CSRs Answering Calls within Designated Time Period after
Leaving IVR/VRU
Percent of Calls
100%
80%
60%
40%
20%
0%
1
1
9
2
2
4
7
2
6
2
9
2
2
8
1
0
8
1
2
0 To 20 Seconds
3
2
2
5
4
0
4
1
3
9
21 To 30 Seconds
3
0
5
3
4
4
8
2
7
1
6
4
2
31 To 60 Seconds
3
4
5
1
5
6
61 to 90 Seconds
4
9
2
4
7
1
7
3
7
3
1
1
8
2
0
2
3
3
8
1
3
4
>90 Seconds
Source/Calculation: S.3.1
Year: 2004
Final Report
537
Calculation shown is for the first piece of the stacked bar only.
1000417
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: Credit Contact Center Performance
Performance Levels for Measures
Average Time to Answer (After Call Leaves IVR/VRU)
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
88
11 <= 33
33 <= 54
54 <= 72
72 <= 380
Seconds
400
3
8
0
350
300
2
4
2
250
200
150
9
9
100
50
1
1
2
1
2
2
1
0
3
4
3
3
4
1
5
1
5
4
5
5
1
3
3
7
2
6
6
7
2
0
1
1
9
2
2
2
8
2
5
4
7
2
6
2
9
7
4
2
3
1
8
3
0
6
2
7
4
0
1
5
3
4
8
3
1
1
7
2
0
3
8
2
4
4
9
3
2
1
6
3
9
4
5
4
2
1
2
4
1
5
8
Source/Calculation: S.4.1
Year: 2004
Final Report
538
1000418
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: Credit Contact Center Performance
Performance Levels by Measures
Average Time In IVR/VRU (for Non-Self Service Call)
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
76
45 <= 51
51 <= 67
67 <= 105
105 <= 113
Seconds
120
1
0
5
1
1
3
100
80
6
7
60
5
1
4
5
40
20
0
3
4
1
0
2
9
3
7
2
2
6
3
1
4
8
2
3
1
5
1
9
1
7
2
7
7
3
0
2
5
1
3
1
8
2
3
4
4
0
3
9
2
0
5
4
1
1
1
2
4
7
8
4
5
2
8
1
6
2
6
3
2
4
9
2
4
3
8
4
2
Source/Calculation: S.4.2
Year: 2004
Final Report
539
1000580
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: Credit Contact Center Performance
Performance Levels by Measures
Average Time to Abandon
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
118
28 <= 77
77 <= 99
99 <= 140
140 <= 253
Seconds
300
2
5
3
250
2
0
3
200
150
1
0
8
100
8
3
1
1
9
9
0
6
0
50
2
8
0
1
0
1
9
2
2
3
4
1
3
7
4
7
2
9
8
2
8
3
1
4
2
3
1
8
1
3
2
5
3
0
6
2
7
4
0
1
5
3
2
0
3
2
4
1
1
2
4
2
4
5
3
9
2
2
6
4
8
4
9
2
4
3
8
7
1
7
5
1
6
Source/Calculation: S.4.3
Year: 2004
Final Report
540
1000581
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: Credit Contact Center Performance
Performance Levels for Measures
Percent of Calls Abandoned
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
8%
1% <= 3%
3% <= 5%
5% <= 8%
8% <= 34%
Percent
35%
3
4
%
30%
25%
1
9
%
20%
1
6
%
15%
9
%
10%
5%
1
%
2
%
3
%
3
%
2
6
2
2
3
%
4
%
3
4
2
5
%
5
%
1
3
2
8
5
%
6
%
0%
1
1
0
3
7
2
5
4
7
7
8
2
9
3
8
4
2
3
1
8
3
0
6
2
7
4
0
1
9
1
5
3
3
1
1
7
2
0
2
4
4
9
3
2
1
6
3
9
4
5
4
2
1
2
4
1
5
4
8
Source/Calculation: S.5.1
Year: 2004
Final Report
541
1000419
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: Credit Contact Center Performance
Performance Levels by Measures
CSR Availability (ACD, Plus ACW, Plus Available to Take Calls/by Total Time Connected)
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
76%
93% => 87%
87% => 86%
86% => 85%
85% => 19%
Percent
100%
9
3
%
90%
8
7
%
8
7
%
8
5
%
8
5
%
80%
70%
60%
50%
40%
30%
1
9
%
20%
10%
0%
2
2
3
7
2
1
0
2
5
4
7
2
7
1
7
8
4
8
3
1
5
3
1
4
0
2
4
6
3
0
1
3
1
8
2
3
4
1
9
2
9
2
0
5
4
1
1
1
2
4
2
7
3
9
3
8
1
6
3
4
2
6
3
2
4
9
2
8
4
5
Source/Calculation: S.5.2
Year: 2004
Final Report
542
1000582
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: Credit Contact Center Performance
Average Percent Connect Time
100%
80%
60%
40%
20%
0%
2
2
1
3
2
5
3
7
2
6
1
0
4
7
2
2
7
4
0
1
6
1
2
1
5
6
1
9
1
3
9
4
5
3
0
3
4
2
3
4
4
8
Talk Time
Time w aiting to answ er a call
After call w rap time
Other or auxiliary time that is productive
3
2
8
4
9
1
7
2
4
7
3
1
3
8
2
9
4
5
2
3
1
8
2
0
4
1
2
8
Other or auxiliary time that is not productive
Source/Calculation: S.6.1
Year: 2004
Final Report
543
Calculation shown is for the first piece of the stacked bar only.
1000420
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: Credit Contact Center Performance
Non-Productive Activity Included in "Other Or Auxiliary Time that
is Not Productive"
Shown as a Percent of Non-Productive Time
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
50.0%
2.0% <= 18.0%
18.0% <= 30.0%
30.0% <= 100.0%
100.0% <= 100.0%
Percent of Non-Productive Time
100.0%
90.0%
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
3
7
2
2
8
1
0
2
2
Break (paid)
6
3
1
8
4
8
3
1
5
1
9
7
Break (unpaid)
2
7
3
8
3
0
2
5
1
3
1
8
2
3
4
4
0
2
9
Lunch (paid)
5
4
1
1
1
2
Lunch (unpaid)
4
7
4
2
1
7
3
9
2
0
1
6
3
4
2
6
3
2
4
9
2
4
4
5
Other
Source/Calculation: S.7.1
Final Report
544
Calculation
2004 shown is for the first piece of the stacked bar only.
Year:
1000421
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: Credit Contact Center Performance
Skip Tracing and Follow-up of Customer Payment
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. In Wrap-Up Time:
Percent
36.4%
2. While Idle:
9.1%
3. Other Auxiliary that is
Productive:
4. A Dedicated Team Within The
Credit Call Center (Not CSRs):
5. Dedicated Team Outside of the
Credit Call Center:
6. Billing & Payment Department:
9.1%
27.3%
45.5%
18.2%
99. Other:
36.4%
Source/Calculation: S.8.1
Year: 2004
Final Report
545
1000422
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: Credit Contact Center Performance
Performance Measures for Segmented Credit Calls
Question
1 2 3 4 5 6 7 8
1. Percent of Credit Calls
Answ ered Within 30 Seconds:
1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
Average
-
-
-
-
-
-
6
5 %
-
7
7 %
-
-
-
-
-
6
4 %
-
5 5
6 2 % %
-
2
1 %
-
-
8 8
5 1 % %
-
-
-
-
-
-
-
-
63%
1
%
-
-
-
-
-
1
9 %
-
5
%
-
-
-
-
-
3
%
-
6 3
% %
-
3
4 %
-
-
3 9
% %
-
-
-
-
-
-
-
-
9%
-
2. Percent of Calls Abandoned:
Source/Calculation: S.9.1
Year: 2004
Final Report
546
9123
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: Credit Contact Center Performance
Other Important Measures in Measuring Credit Calls
Q: What other measures are important in measuring your Credit Calls?
Average handle time
Call Quality Scoring
How much $$ Collected
IVR take rate for credit/collection self-service applications; customer satisifaction survey results for pay plan calls w hich is a measured segment
quality, collection skills
Quality, Conversion Rate
Service Level: % calls handled w ithin 180 sec.
Staffing, forecasting, AHT (seconds), ACW (seconds), Talk Time (seconds), # calls offered, anw sered, abondoned.
Source/Calculation: S.10.1
Year: 2004
Final Report
547
1000470
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: Credit Contact Center Performance
Contact Center Measures Split of Credit Calls
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Yes:
Percent
62.5%
2. No:
37.5%
Source/Calculation: S.11.1
Year: 2004
Final Report
548
1000475
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: Credit Contact Center Performance
Service Levels Measuring Credit Calls
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Yes:
Percent
75.0%
2. No:
25.0%
Source/Calculation: S.12.1
Year: 2004
Final Report
549
1000476
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: Credit Contact Center Performance
IVR Handling of Inbound Credit Calls
Q: What type of inbound credit calls are handled by the IVR?
Account balance.
Bill amounts;credit extensions
Bill questions, Payment arrangements
Deferred Payment Arrangements for first time delinquent account customers.
Deffered Payment Arrangement
none
Pay agreements + disconnects
payment inquiry, account balance and pay plan
Payments, pay agreeemnts, long and short, advise caller of specific credit situation, guote total and minimum payment required, restore service for non-pay, depos
quotes, cancel collection activity, requests for credit letters,
Payments, Payment Arrangements, Account Balances
Paymenyt Arrangement for customers w ho meet certain criteria
Report payment, request agency listing, request mailing address, set up payment plan, promise to pay.
Source/Calculation: S.13.1
Year: 2004
Final Report
550
1000477
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: Credit Contact Center Performance
Times for CSRs for Credit Contact Center Calls
Average Talk, Post Processing, And Wait
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
374
210 <= 221
221 <= 325
325 <= 481
481 <= 683
Seconds
700
600
500
400
300
200
100
0
1
2
2
3
4
3
7
1
3
7
4
7
2
7
3
1
4
8
2
Average talk time
3
1
5
1
7
4
0
3
8
6
3
0
2
5
1
8
2
3
4
1
9
3
9
Average post-talk processing/Wrap Time
2
0
1
0
5
4
1
1
2
8
4
5
2
8
2
9
1
6
2
6
3
2
4
9
2
4
4
2
CSR Wait Time / Time Spent Waiting for Call
Source/Calculation: S.14.1
Year: 2004
Final Report
550.1
Calculation shown is for the first piece of the stacked bar only.
1000695
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
2005 Customer Service Final Report - Contact Center
Company CSR Staffing and Training Practices
(###) Report Viewer Record Number
Pg. 551.
Pg. 551.1.
Pg. 552.
Pg. 553.
Pg. 553.1.
Pg. 554.
Pg. 555.
Pg. 556.
Pg. 556.1.
Pg. 557.
Pg. 557.1.
Pg. 558.
Pg. 558.1.
Pg. 559.
Pg. 559.1.
Pg. 560.
Pg. 561.
Pg. 562.
Pg. 563.
Pg. 564.
Pg. 565.
Pg. 565.1.
Pg. 566.
Pg. 567.
Pg. 567.1.
Pg. 568.
Pg. 569.
Pg. 569.1.
Pg. 570.
Pg. 570.1.
Pg. 571.
Pg. 572.
Pg. 573.
Pg. 573.1.
Pg. 574.
Pg. 575.
Section Contents
(210) Entry Level CSRs Level of Responsibility (211) Entry Level CSRs Level of Responsibility (Cont.) (212) Level of Responsibility Given to CSRs w/+1 Year of Tenure (213) CSRs Specialized to Answer Different Call Types (214) Specialized Representatives Used to Answer Different Call Types (Cont.) (215) Contact Center Staff Trained to Answer Each Call Type - Percent of Staff
(216) Contact Center Staff Trained to Answer Each Call Type - Percent of Staff
(217) Staffing Practices Used to Respond to Heaviest Call Volumes (218) Staffing Practices Used to Respond to Heaviest Call Volumes (Cont.) (219) Work Schedules Used for Full-Time CSRs (220) What Work Schedules Used for Contact Center Representatives (Cont.) (221) Tie Performance Measure Attainment to Compensation - For the Following Staff
(222) Tie Performance Measure Attainment to Any Form of Compensation for the Following Staff (Cont.) (223) Telephone Representative Incentives (224) Telephone Representative Incentives (Cont.) (225) Measures Used to Manage CSRs Adherence to Schedules (226) Training For Full-Time CSRs - Initial Training For New CSRs: Off-Line Training
(227) Training For Full-Time CSRs - Initial Training For New CSRs: On-Line Training
(228) Annual Training For Full-Time CSRs - Ongoing (Refresher) Training For Experienced CSRs: Off-Line Training
(229) Annual Training For Full-Time CSRs - Ongoing Training For Experienced CSRs: On-Line Training
(230) Hours of Each Type of Training Provided to a New CSR (231) Hours of Each Type of Training Provided to a New CSR (Cont.) (232) New Customer Service Reps - Workdays From Hire To On Phone
(233) Call Types a New CSR is Expected To Be Able To Handle And Complete - Once They Have Completed Initial Training
(234) Call Types a New Rep Is Expected To Be Able To Handle And Complete - Once They Have Completed Initial Training Identified
(235) Training Plan for New Hires (236) Methods Used to Train New Hires (237) Methods Used to Train New Hires (Cont.) (238) Percent of Total Staffing Time Given To Each (239) Percent of Total Staffing Time Given To Each (Cont.) (240) Average Percent Of Overtime For The Year (241) Percent of Turnover Positive vs. Negative (242) Activities Most Successful for Improving CSR Knowledge and Empowerment - Rank the Top Three (1 = lowest, 3 = highest)
(243) Activities Most Successful for Improving CSR Knowledge and Empowerment (244) Newly Hired CSRs Who Entered and Successfully Completed Training - Last Year
(245) Work Schedules Used for Part-Time CSRs ©2005 PA Consulting Group, All Rights Reserved
XI
2005 Customer Service Final Report - Contact Center
Company CSR Staffing and Training Practices
(###) Report Viewer Record Number
Pg. 576.
Section Contents
(246) Criteria for Application Screening of New CSR -
XII
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Entry Level CSRs Level of Responsibility
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Payment Extensions:
Perce
88.2
2. Scheduling Of New Service
Connections:
3. Scheduling Of Change Of Account
Reads:
4. Scheduling of Field Visits (Check
Reads, High Bill Inquiries, etc.):
5. Account Adjustments (Billing,
Credits, etc.):
6. Full Empow erment To Resolve
Situation:
7. Partial Empow erment, Only A Few
Situations Need Supervisor:
8. Discussing Deregulation:
64.7
70.6
76.5
44.1
11.8
70.6
41.2
99. Other:
23.5
Source/Calculation: T.3.1
Year: 2004
Final Report
551
1842
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Entry Level CSRs Level of Responsibility (Cont.)
Q: What level of responsibility do you give your entry level CSRs?
Ability to override scheduling system
all CSRs originally trained for CNDC follow ed immediately by minimal OJT then returned to complete their universal training
Change of account
emergency & outage
outage
Providing Outages Info
Trained as universal service reps but assigned initially to active account initiation
Source/Calculation: T.3.99
Year: 2004
Final Report
551.1
8154
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Level of Responsibility Given to CSRs w/+1 Year of Tenure
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Payment Extensions:
Percen
91.2%
2. Scheduling Of New Service
Connections:
3. Scheduling Of Change Of
Account Reads:
4. Scheduling of Field Visits (Check
Reads, High Bill Inquiries, etc.):
5. Account Adjustments (Billing,
Credits, etc.):
6. Full Empow erment To Resolve
Situation:
7. Partial Empow erment, Only A Few
Situations Need Supervisor:
8. Discussing Deregulation:
79.4%
79.4%
85.3%
70.6%
29.4%
70.6%
52.9%
99. Other:
17.6%
Source/Calculation: T.4.1
Year: 2004
Final Report
552
1000471
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
CSRs Specialized to Answer Different Call Types
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. No Specialization:
Percent
26.5%
2. Customer Size:
23.5%
3. Credit:
38.2%
4. Language:
55.9%
5. New Service Requests:
35.3%
6. Customer Class:
61.8%
7. Outage Only Reps:
11.8%
8. Gas Emergency Calls:
11.8%
9. Special Billing:
17.6%
99. Other:
23.5%
Source/Calculation: T.5.1
Year: 2004
Final Report
553
239
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Specialized Representatives Used to Answer Different Call Types
(Cont.)
Q: Are CSRs specialized to answer different types of calls?
Electricity Supply problems
energy conservation, complex billing, and phone energy surveys
generalists w ith exception of trainees
New Construction
Set Desk
Set Desk
use skills based routing for call segmentation and CSRs volunteer or are assigned/rotated to call types (e.g. General, Credit/Pay Plan, Start Svc, High Bill Resolution
& Spanish speaking)
Source/Calculation: T.5.99
Year: 2004
Final Report
553.1
8098
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Contact Center Staff Trained to Answer Each Call Type
Percent of Staff
Question
1 2 3 4 5 6 7 8
1. Marketing Information:
2. Commercial And Industrial
Customer Calls:
3. Foreign Language:
4. New Construction/New
Service Connections:
5. Multiple Commodities:
6. Credit:
7. Billing Inquiry/Account
Balance:
8. Change of Account:
1 1
0 0
0 0
1
- 0
0
1
- 0
0
1
0
0
1
0
0
1
0
0
1
0
0
1 8 1
0 0 0
0 % 0
1
8 2
1
- 0 0 2
%
%
% %
-
-
-
-
1
%
0
%
1
0 %
0
%
-
1
0
0
1
0
0
1
0
0
1
0
0
1
0
0
1
0
0
-
-
-
-
-
-
-
1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
8
1 1
1 1
0
- 0 0
1 - 0 0
%
%
0 0
0 0
1 1 1
1 1 1
1
0
0 0 5 - 0 0 0 0
%
% % %
0 0 0
0
1
1 1 3
1 0
5
7
0 9
- - 5
5 0 0
% %
%
%
% %
%
% 0 %
1 9
1
1 1
1
1 0
0
- 0 0 - - 0 - 0 0
0
% %
%
% %
0
% 0
0
1 1
1
1 1 1 1
0 0 - - - - - 0 - 0 0 0 0
0 0
0
0 0 0 0
1 2 1 4 1
1 1 1 1 1 1
7
- 0 0 0 0 0 0
0 0 0 5 0
%
0 % 0 % 0
0 0 0 0 0 0
1 8 1 6 1 8
1 1 1 1 1 1
0 0 0 0 0 1 - 0 0 0 0 0 0
0 % 0 % 0 %
0 0 0 0 0 0
8 1 8 1 8
1
1 1 1 1
1
0 0 0 0 1 - 0 - 0 0 0 0
%
% 0 % 0 %
0
0 0 0 0
-
-
1 1 9 6
0 0 8 7
0 0 % %
1 6
9
3
4 5
%
%
% %
1 1
3 2
3 4
% %
% %
1 5
9
0 0
%
0 %
9
- - 8
%
1 1 1 3
0 0 0 0
0 0 0 %
1 1 1 6
0 0 0 7
0 0 0 %
1 1 1
0 0 0
0 0 0
-
2
0 %
2
3
0
- 4 5
%
%
%
8 1
0 6
5 0 % %
% 0
-
7
1
%
3 1 1
0 0 7
% % %
1 1
0 0 0 %
1 9 8
0 0 2
0 % %
1
9
0 - 9
%
%
1 1 3
0 0 2
0 0 %
1 1 8
0 0 2
0 0 %
1 9 9
0 0 9
0 % %
0
8
0
%
%
%
0
%
-
0
%
1
0
0
1
0
0
8
5
%
1
0
0
1
0
0
1
0
0
-
-
7
3
%
7
- 4
%
8
- 2
%
1
0
0
5
5
%
6
3
%
-
1
0
0
2
1
%
1
0
0
1
0
0
1
0
0
1
0
0
1
0
0
-
-
-
-
-
-
8
0 %
-
-
-
-
-
-
-
-
-
1
0 0
1
- 0 0
5
- 0 %
1
0
0
1
0
0
3
%
1
0
0
1
0
0
1
0
0
1
0
0
1
0
0
1
0
0
1
- 0
%
-
-
-
4 0 4
% % %
1
0
3
0
%
%
0
2 5 3
5 7 4
% % %
6
0 3
3
% %
%
1
0
0 %
0
4 5 1
3 0 0
% % 0
6 1 1
5 0 0
% 0 0
6 1 1
3 0 0
% 0 0
Average
66%
38%
26%
50%
77%
85%
93%
89%
Source/Calculation: T.6.1
Year: 2004
Final Report
554
6058
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Contact Center Staff Trained to Answer Each Call Type
Percent of Staff
Question
1 2 3 4 5 6 7 8
9. Outage Calls:
10. Meter Reading:
11. Deregulation:
12. Gas Emergency Calls:
13. Electric Emergency Calls:
14. Water Emergency Calls:
99. Other:
1
0
0
%
1
0
0
%
1
0
0
%
1
1
1 1 1
0 - 0 - 0 0 0
0
0
0 0 0
%
%
% % %
1
1 1 1
0 - - - 0 0 0
0
0 0 0
%
% % %
1 1
0
- - - - 0 0
%
0 0
% %
1 1
0
- - - - 0 0
%
0 0
%
1
1
1 1
0 - 0 - 0 0
0
0
0 0
%
%
% %
0
- - - - %
1
0
0
%
0
%
-
-
%
1
0
0
%
-
8
- 0 %
1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1 1 1
8 1 1
0 0 0 - 0 0 0
0 0 0
% 0 0
% %
% % %
1 1 1
8 1 8
0 0 1 - 0 0 0
0 0 0
% 0 %
%
% % %
1 1 1
- - - - 0 0 0
0 0 0
% % %
1
1
8 1
0 0 - - 0 - 0
0
0
% 0
%
%
%
1 1 1
6
8
0 - 1 - 0 0 0
0 0 %
%
%
% %
0
0
- - - %
%
-
-
-
-
-
1
0
0
%
-
-
-
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0 0
%
0
%
-
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
-
-
1
0
0
%
1
0
0
%
-
-
-
-
1
0
0
%
1
0
0
%
1
0
0
%
6 1 1
7 0 0
% 0 0
% %
1 1
0 0
0 0
% %
1
6
7 - 0
0
%
%
6
0
- 7 %
%
-
-
-
-
1 6 1 1
0 7 0 0 0 % 0 0
%
% %
0
- %
-
4
%
-
9 1 1 1
1 0 0 0
% 0 0 0
% % %
5 5 1 1
8 5 0 0
% % 0 0
% %
5 1
- 5 0 % 0
%
1 3
0
0 0 %
%
1 1 1 1
0 0 0 0
0 0 0 0
% % % %
0
- %
8
0
%
%
7 1 1
3 0 0
% 0 0
% %
7 1 1
3 0 0
% 0 0
% %
1 1
0 0 % 0
%
7 1 1
3 0 0
% 0 0
% %
7 1
3 0 % 0
%
-
-
-
-
-
-
1
0 - 0
%
1
1
- 0 - 0
0
0
%
%
-
-
-
-
4 1 1
7 0 0
% 0 0
% %
6 1 1
5 0 0
% 0 0
% %
1
0 0 0
% % 0
%
1
5
0 0 0
- - - 0
% % 0
%
%
1
9 1
0
0
- - 5
0
% 0
%
%
1
0 0
- - - % 0
-
-
-
%
0
- %
Average
96%
94%
78%
70%
93%
25%
13%
Source/Calculation: T.6.9
Year: 2004
Final Report
555
50321
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Staffing Practices Used to Respond to Heaviest Call Volumes
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Staggered Shifts:
Percen
97.1%
2. Adjust Breaks, Lunch, Meeting
and Training Schedules:
3. Forecast and Plan for Collateral
Work (Non-Phone Work):
4. Schedule Part-timers:
94.3%
74.3%
80.0%
5. Establish "Internal Part-Timers":
22.9%
6. Route to Service Bureau:
8.6%
7. Overtime:
85.7%
8. Take Message for Call Back:
25.7%
9. Borrow Staff from Other
Department:
10. Extended Shifts:
48.6%
62.9%
99. Other:
2.9%
Source/Calculation: T.7.1
Year: 2004
Final Report
556
2869
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Staffing Practices Used to Respond to Heaviest Call Volumes
(Cont.)
Q: What staffing practices do you use to respond to your heaviest call volume periods?
Overflow betw een sites
Source/Calculation: T.7.99
Year: 2004
Final Report
556.1
286999
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Work Schedules Used for Full-Time CSRs
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. 5 days - 8 hours/day:
Percent
97.1%
2. 9 days - 9 hours/day:
8.8%
3. 4 days - 10 hours/day:
44.1%
4. 3 days - 12 hours/day + 4
hour float:
5. 4 days - 9 hours/day + 4
hours float:
99. Other:
11.8%
11.8%
11.8%
Source/Calculation: T.8.1
Year: 2004
Final Report
557
60077
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
What Work Schedules Used for Contact Center Representatives
(Cont.)
Q: What work schedules are you using for full-time CSRs?
4 days - 5 hours/day
4 days / 8 hours per day + 2 X 4 hour float
5 days 5 hours/day during office hours Mon-Fri
5 days 8 hours during office hours Mon-Fri
5
d
8 hmodulation
3 hift
l 24 7
schedule
Source/Calculation: T.8.99
Year: 2004
Final Report
557.1
60332
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Tie Performance Measure Attainment to Compensation
For the Following Staff
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. None:
Percent
8.8%
2. Management:
88.2%
3. Supervisors:
91.2%
4. Representatives:
58.8%
5. Trainers:
55.9%
6. Work Managers/Planners:
67.6%
99. Other:
2.9%
Source/Calculation: T.9.1
Year: 2004
Final Report
558
2860
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Tie Performance Measure Attainment to Any Form of
Compensation for the Following Staff (Cont.)
Q: Do you tie performance measure attainment to any form of compensation for the following staff?
Coaches
Source/Calculation: T.9.99
Year: 2004
Final Report
558.1
8173
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Telephone Representative Incentives
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. No Special Incentives:
Percent
15.2%
2. Pay Per Call:
6.1%
3. Recognition (Employee Of The
Month, Commendation,
New sletter, Etc.):
4. Rew ards For Customer
Commendations:
5. Time Off Aw arded:
66.7%
33.3%
24.2%
6. Valuable Aw ard (Money, Gift
Certificate, Etc.):
99. Other:
57.6%
30.3%
Source/Calculation: T.10.1
Year: 2004
Final Report
559
532
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Telephone Representative Incentives (Cont.)
Q: What incentives do you use for your telephone representatives?
Annual Incentive Aw ard Bonus
Base Pay Increases, Incentive Bonus (ICP), Promotional Opportunities/Assignments
Free Jean's day
incentive compensation program
Market Base Pay
Overall Team Aw ards - No individual Performance Aw ards
Quality incentive ($1000/quarter)
Remote Reporting
rew ard for perfect attendance; acheiving multiple targets provide eligability for rew ard draw ing, draw ings include: shift selection, parking spaces
w e have letter of agreement w ith union for performance recognition that enables/limits financial value per quarter per employee to not exceed $100
Source/Calculation: T.10.99
Year: 2004
Final Report
559.1
8133
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Measures Used to Manage CSRs Adherence to Schedules
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Schedule Breaks:
Percent
84.4%
2. Schedule Lunches:
90.6%
3. Manage Adherence to Break
Schedules:
4. Manage Adherence to Lunch
Schedules:
5. Manage Connect Time (ACD,
ACW, targets for CSRs:
6. Manage targets for
unconnected time:
99. Other:
90.6%
96.9%
78.1%
53.1%
12.5%
Source/Calculation: T.11.1
Year: 2004
Final Report
560
6079
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Training For Full-Time CSRs
Initial Training For New CSRs: Off-Line Training
Mean
220
Hours
600
6
0
0
4
8
0
500
4
8
0
4
5
0
4
0
0
400
3
7
0
3
6
0
3
2
0
3
2
0
300
2
8
8
2
8
0
2
4
8
2
4
0
2
3
2
2
2
0
200
1
9
5
1
6
0
1
4
7
1
4
0
1
2
0
1
2
0
1
2
0
1
0
7
1
0
0
100
8
0
8
0
8
0
5
1
4
0
0
0
2
3
8
0
2
6
7
1
9
3
8
1
4
9
4
3
4
2
4
4
1
2
5
6
1
6
3
0
1
7
4
7
3
7
3
2
1
8
2
2
4
5
2
8
1
3
3
9
2
7
3
1
1
0
2
0
4
8
5
1
2
4
2
2
9
2
3
1
5
4
0
Source/Calculation: T.12.1
Year: 2004
Final Report
561
7449
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Training For Full-Time CSRs
Initial Training For New CSRs: On-Line Training
Mean
154
Hours
450
4
4
0
4
0
0
400
3
2
0
350
3
2
0
300
2
4
0
250
2
4
0
2
4
0
2
0
5
2
0
0
200
1
5
7
1
2
0
150
1
2
0
1
2
0
1
0
0
100
8
4
8
0
8
0
7
0
4
0
50
4
0
4
0
2
0
1
3
2
0
2
3
8
3
7
3
4
1
0
2
6
3
1
2
0
4
5
4
7
2
2
2
7
3
9
3
2
1
6
6
1
8
2
8
4
8
2
5
1
7
1
3
3
0
5
4
1
1
1
2
4
2
2
9
4
9
2
4
3
8
3
1
5
1
9
4
0
2
7
4
Source/Calculation: T.12.2
Year: 2004
Final Report
562
50097
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Annual Training For Full-Time CSRs
Ongoing (Refresher) Training For Experienced CSRs: Off-Line Training
Mean
26
Hours
80
8
0
70
6
0
60
5
6
5
0
50
4
0
4
0
4
0
4
0
40
3
8
3
4
3
3
3
2
3
1
3
0
30
2
8
2
5
2
4
2
0
20
1
6
1
6
1
5
1
4
1
0
1
0
10
1
0
4
2
0
0
0
0
8
3
2
1
8
2
3
0
1
9
4
1
2
4
2
8
4
5
1
7
2
6
3
1
3
0
4
7
1
6
2
5
4
4
8
3
7
3
4
7
6
4
9
3
8
2
2
1
3
1
1
0
2
0
1
2
2
7
5
4
2
3
9
2
9
2
3
1
5
4
0
Source/Calculation: T.12.3
Year: 2004
Final Report
563
7408
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Annual Training For Full-Time CSRs
Ongoing Training For Experienced CSRs: On-Line Training
Mean
13
Hours
40
4
0
3
4
35
3
4
3
0
3
0
30
25
2
0
20
1
6
15
1
0
10
8
5
5
4
4
4
2
1
1
0
0
0
3
7
3
0
7
0
3
1
8
2
3
1
0
4
8
2
8
2
2
1
6
2
1
7
3
2
1
8
2
0
4
5
1
2
4
4
9
2
5
6
2
7
4
0
1
9
1
5
3
1
3
2
4
5
2
6
3
4
2
9
3
9
4
2
4
7
1
4
1
3
8
Source/Calculation: T.12.4
Year: 2004
Final Report
564
50096
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Hours of Each Type of Training Provided to a New CSR
Mean
360
Hours
1,000
900
800
700
600
500
400
300
200
100
0
4
8
2
2
8
1
3
3
9
1
8
3
2
2
2
1
0
2
0
2
6
4
1
3
1
2
5
1
7
1
6
Classroom Training
4
5
6
1
2
3
0
4
4
9
1
On-the-Job Training
8
2
7
2
3
3
8
4
7
3
7
7
3
4
2
4
1
9
5
4
2
2
9
3
1
5
4
0
Other
Source/Calculation: T.13.1
Year: 2004
Final Report
565
Calculation shown is for the first piece of the stacked bar only.
100635
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Hours of Each Type of Training Provided to a New CSR (Cont.)
Q: How many hours of each type of training does a new CSR get?
CBT
ORENTATION TO OTHER DEPARTMENTS
Source/Calculation: T.13.99
Year: 2004
Final Report
565.1
100639
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
New Customer Service Reps
Workdays From Hire To On Phone
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
40
10 <= 25
25 <= 34
34 <= 40
40 <= 120
Days
120
1
2
0
1
2
0
4
7
100
9
0
9
0
1
9
4
1
80
6
0
60
4
6
40
20
1
0
1
3
1
5
1
8
2
0
2
0
2
8
3
4
2
5
2
5
2
5
2
5
3
9
4
9
2
3
8
3
0
3
0
3
0
3
0
3
0
3
8
4
8
1
0
1
8
2
2
3
3
3
5
3
5
1
3
2
6
3
9
4
0
4
0
4
0
4
0
4
0
4
0
4
0
3
0
2
5
3
1
1
7
2
4
1
6
1
2
2
0
0
2
7
4
5
2
6
3
2
1
3
7
5
4
7
4
2
2
9
3
1
5
4
0
Source/Calculation: T.14.1
Year: 2004
Final Report
566
2997
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Call Types a New CSR is Expected To Be Able To Handle And
Complete
Once They Have Completed Initial Training
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
Percent
1. All Types:
32.4%
2. Turn-on/Disconnects:
55.9%
3. Emergency (Outage):
55.9%
4. Gas Leak:
20.6%
5. Billing:
58.8%
6. Collection:
41.2%
7. Service Requests:
44.1%
8. General Inquiries:
52.9%
9. Payments:
55.9%
10. Payment Arrangements:
41.2%
11. Budget Billing:
47.1%
12. Dereg/ Marketing Calls:
26.5%
99. Other:
5.9%
Source/Calculation: T.15.1
Year: 2004
Final Report
567
60333
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Call Types a New Rep Is Expected To Be Able To Handle And
Complete
Once They Have Completed Initial Training Identified
Q: What calls is the new CSR expected to be able to handle and complete once they have completed initial training identified?
Logging Faults
sales products and services
Source/Calculation: T.15.99
Year: 2004
Final Report
567.1
60078
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Training Plan for New Hires
Q: Please briefly describe your training plan for new hires (e.g. graduated entry into full call center).
3 phases - intital - 4 -5 w eeks - soft skills and credit & collections plus outage; Phase 2 - service orders - Phase 3 New construction,
3 w eeks class room training - 1 w eek sitting w ith experienced CSR monitoring, key boarding, handling call w ith experienced CSR
3 w k begin training, then online
39 days of initial training in 3 blocks to take live calls. Total days taking calls is 16 days.
4 w eeks classroom environment w ith instructors, CBT's, exercises, quizzes, test, follow ed by 2 w eeks in live call handling w ith coach/mentor CSR
5 w eeks of classroom, 1 w eek of on the job training, 3 w eeks of classroom, 1 w eek of on the job training
6 w eeks classroom training; then 2 w eeks transitional on phones
8 w eek system transaction training including soft skills and industry background
all CSRs receive connect and disconnect training first follow ed up by minimal OJT, then return to training to complete remainder of training. All CSRs are intended t
be universally trained
Blended approach w ith emphasis on instructor led traning provided for one business and then calls are allocated for 5 days in an OJC environment. This repeasts
for each Dominion business.
Blended goals based on tw o phase training. Phase one or basic training and phase tw o or intermediate skills
Classroom, phone lab, plug in
Core Training; All processes necessary to answ er customer calls.
Emergency/Collection, Service Order, Billing
Five w eek class room training presented in modules follow ed by five w eek side by side / on the job training.
Five w eeks class room training presented in modules, follow ed by 6 w eeks side-by-side
Full CSR course - complete skills on release
Graduated entry (Classroom to POD (Skill Enhancement - production environment) into full call center
Initial tw o w eek classroom training to answ er credit-related calls. On phones 30-60 days. Returns to classroom training for a period of approximately eight w eeks
for complete training.
Modular approach - train on one type of call then handle live calls of that type in training atmosphere; trained on another type of call, then handle live calls of that
type; etc.
Phases approach; 3 w eeks classroom; 3 w eeks live calls; 3 w eeks return to classroom.
Reps go through a nine w eek intensive training; including hands on excercises, case studies, practices, meetings w ith subject matter experts, field trips, and phon
practice. Phone monitoring is used to check know ledge transfer.
Source/Calculation: T.16.1
Year: 2004
Final Report
568
60080
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Methods Used to Train New Hires
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Interactive Media:
Percent
47.1%
2. Formal Classroom:
100.0%
3. On-the-Job:
97.1%
99. Other:
11.8%
Source/Calculation: T.17.1
Year: 2004
Final Report
569
100637
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Methods Used to Train New Hires (Cont.)
Q: What methods do you use to train new hires?
Modularized course w ork w ith self paced exercises
Off site training on field w ork
Online Call Aide - guide for handling various call types and situations
Partner w ith experienced Representative.
Source/Calculation: T.17.99
Year: 2004
Final Report
569.1
100640
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Percent of Total Staffing Time Given To Each
Percent
100.0%
80.0%
60.0%
40.0%
20.0%
0.0%
2
3
1
4
9
3
8
2
7
2
5
3
9
3
7
1
7
1
2
2
6
3
2
4
1
3
2
0
1
0
1
6
4
7
7
2
2
1
8
1
2
4
4
1
1
9
8
2
3
4
0
4
2
3
4
5
Work Time
Vacation Time
Holiday (Floating or Scheduled)
Sick Time
Family Leave
Other
2
9
1
5
4
8
5
3
0
2
8
3
4
6
Source/Calculation: T.18.1
Year: 2004
Final Report
570
Calculation shown is for the first piece of the stacked bar only.
60082
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Percent of Total Staffing Time Given To Each (Cont.)
Q: What percent of total staffing time is given to the following?
Includes: Jury Duty, Bereavement, Other Misc.
Includes: Jury Duty, Personal Business, Bereavement, Other Misc.
other non-productive paid and unpaid
Training, meetings, health and safety discussions
Source/Calculation: T.18.99
Year: 2004
Final Report
570.1
60339
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Average Percent Of Overtime For The Year
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
6.21%
1.00% <= 2.85%
2.85% <= 3.85%
3.85% <= 6.38%
6.38% <= 25.00%
Percent
25.00%
1
9
.
0
0
%
20.00%
15.00%
10.00%
5.00%
1
.
0
0
%
1
.
0
1
%
3
4
4
7
1
.
3
0
%
1
.
4
0
%
2
3
3
8
1
.
9
4
%
2
.
3
0
%
2
.
5
0
%
4
9
8
2
.
8
0
%
3
.
0
0
%
3
.
0
0
%
3
.
0
0
%
1
6
6
1
2
2
6
3
.
5
0
%
3
.
6
0
%
3
.
6
0
%
3
.
7
0
%
3
0
3
7
2
4
1
7
4
.
0
0
%
4
.
0
0
%
4
.
0
0
%
1
3
1
0
4
4
.
4
3
%
5
.
6
0
%
6
.
0
0
%
6
.
0
0
%
4
8
1
8
1
0
.
0
0
%
1
0
.
0
0
%
2
2
1
1
2
.
0
0
%
1
2
.
0
0
%
1
9
2
7
2
0
.
0
0
%
2
5
.
0
0
%
6
.
5
0
%
0.00%
2
0
3
1
2
5
7
3
2
4
1
2
8
5
4
2
4
5
3
9
2
9
2
3
1
5
4
0
Source/Calculation: T.19.1
Year: 2004
Final Report
571
9922
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Percent of Turnover Positive vs. Negative
Question
1 2 3 4 5 6 7 8
1. Positive Turnover:
2. Negative Turnover:
1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
Average
3
0
6
%
%
-
-
1
2 8 3
1 7 3 5
1 5 4 5 9
1 2 1 9 7 2
7
3 9
9
6 0 0 5 8 0 2 3
1 0 0 7 5 - 3 0 8 0 4 0 %
% %
%
%
% % %
% % % %
% % % % %
% % % % % %
-
9
8 %
-
-
-
3
4
%
37%
1
6
0
4
0
%
%
-
-
8
9 8 2 6
1 8 3 6 4 9 1 5 6 4
8 8 8 1 2 8
9
1
- 7 0 2 0 6 0 4 - 3 0 0 5 4 2 0 8 7 1 3 0 0 3
%
%
%
% % % %
% % % % % % % % % %
% % % % % %
-
2
%
-
-
-
6
6
%
54%
Source/Calculation: T.20.1
Year: 2004
Final Report
572
60083
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Activities Most Successful for Improving CSR Knowledge and
Empowerment
Rank the Top Three (1 = lowest, 3 = highest)
Question
1 2 3 4 5 6 7 8
1. Monitoring:
2. Side-By-Side Coaching:
3. Survey Feedback To CSR:
4. Refresher Training:
5. New Skills Training:
99. Other:
1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
2 3
-
1
-
1 3 2 1 2 3
-
1 2 1 3 3 3 2 2 1 2 2 1
-
-
-
1
-
2
-
2 2 1 3 1 2
-
3 3 3 2 1
-
-
1 3 1 2
-
-
-
-
-
-
-
-
3
-
-
1
-
-
-
-
1 1
-
-
-
-
3
-
1 2
-
-
-
-
1
-
2 3
-
-
2
-
2 2 2 2
-
1 3 3 1 2
-
-
2
3
-
-
-
-
3
-
-
-
-
-
-
-
1
-
1
-
-
-
-
-
-
-
-
3
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3 3 2 3 3 3
-
-
-
2
1 2 3 3 3
-
Total
-
-
-
-
1
3 3
60
2
-
-
3
-
3 1 3 2
64
-
-
-
-
-
-
-
2 1
-
12
-
1 1
-
-
-
2
-
2 3 2
-
42
-
-
-
3
-
-
-
2 1
-
-
1
-
-
-
2 1
20
-
-
-
2
-
-
-
-
-
-
-
-
-
-
-
5
-
-
Source/Calculation: T.21.1
Year: 2004
Final Report
573
9918
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Activities Most Successful for Improving CSR Knowledge and
Empowerment
Q: Which activities have been found most successful by your organization in improving CSR knowledge and empowerment?
Hands on Simulation
Monitoring using self discovery approach and calibration
Source/Calculation: T.21.99
Year: 2004
Final Report
573.1
7210
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Newly Hired CSRs Who Entered and Successfully Completed
Training
Last Year
Question
1 2 3 4 5 6 7 8
1. Number of New ly Hired CSRs
Who Entered Training:
2. Number of New ly Hired CSRs
Who Successfully Competed
Training and Are Fully-functional
CSRs at year end:
1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
Average
2
2
1
-
-
-
-
5
1 7
5 0
5
0 9
-
1
1 3 3 4
6
2 0 8 0
6
-
1
3
6
4
0 6
5
0
6
5
8
-
1
2
3 8
3
3 2
3
7 9
8
2
7
-
-
2
5
-
-
2
6
6 2
8
4
59
1
2
3
-
-
-
-
4
5
8
-
1
1 2 3 3
5
1 5 8 7
3
-
1
2
6
0
3
6
3
1
-
1
2 7
2 3
3
3
9 5
7 2
1
-
-
2
5
-
-
-
5
8
42
-
1 6
0 8
-
4
1
2
Source/Calculation: T.22.1
Year: 2004
Final Report
574
1000198
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Work Schedules Used for Part-Time CSRs
Question
1 2 3 4 5 6 7 8
1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
4
-
-
-
-
4
-
-
-
-
3
-
3
-
5 4 5 4
-
-
5 5
-
4
-
5 5 5
-
5
-
-
4
-
-
-
-
-
-
4
5
-
-
-
-
-
4
-
-
-
8
-
8
-
8 5 7 8
-
-
5 6
-
5
-
6 4 8
-
7
0
5
-
-
8
-
-
-
-
-
-
50
-
2
5
-
-
-
-
2 2 2
0 6 6
-
2
4
-
2
4
-
4 2 3 3 2 2 2 3 2 2
0 0 5 2 6 4 5 0 0 5
-
3 2 4
0 0 0
-
3 2 1 3 4
7 8 9 2 0
-
-
2 2 2
8 0 8
28
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Average
1. Number of Days per Week:
2. Number of Hours per Day:
3. Number of Hours per Week:
99. Other:
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Source/Calculation: T.23.1
Year: 2004
Final Report
575
100638
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Company CSR Staffing and Training Practices
Criteria for Application Screening of New CSR
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Yes, Same as for Transfer
from Another Part of Company:
2. Yes, Different from Transfer
from Another Part of Company:
3. No Screening:
Percent
50.0%
40.0%
10.0%
Source/Calculation: T.24.1
Year: 2004
Final Report
576
1000423
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
2005 Customer Service Final Report - Contact Center
Call and Performance Monitoring
(###) Report Viewer Record Number
Pg. 577.
Pg. 578.
Pg. 578.1.
Pg. 579.
Pg. 579.1.
Pg. 580.
Pg. 581.
Pg. 581.1.
Pg. 582.
Pg. 582.1.
Pg. 583.
Pg. 583.1.
Pg. 584.
Pg. 585.
Pg. 585.1.
Pg. 586.
Pg. 587.
Pg. 587.1.
Pg. 588.
Pg. 588.1.
Pg. 589.
Pg. 590.
Pg. 590.1.
Section Contents
(248) Formal Call Monitoring Program (249) Person Primarily Conducting Formal Call Monitoring (250) Person Conducting Formal Call Monitoring (Cont.) (251) Standards Used for the Number of Calls Monitored (252) Standards Used for the Number of Calls Monitored (Cont.) (253) Scoring Methodology Used for Call Monitoring (254) Person Responsible For Providing Formal Monitoring Feedback to CSRs (255) Person Responsible For Providing Formal Monitoring Feedback to CSRs (Cont.) (256) Difference between the Person Providing Feedback On Call Monitoring - and The Person Performing The Call Monitoring
(257) Difference between the Person Providing Feedback On Call Monitoring - and The Person Performing The Call Monitoring
(258) Primary Schedule for Formally Providing Monitoring Feedback to CSRs (259) Primary Schedule for Formally Providing Monitoring Feedback to CSRs (Cont.) (260) Supervisors Are Evaluated On The Quality of Monitoring Feedback Provided To CSRs (261) Assessment Tools Being Used To Evaluate CSR Performance - Beyond Call Monitoring
(262) Assessment Tools Being Used To Evaluate CSR Performance (Cont.) - Beyond Call Monitoring
(263) Formal Call Monitoring "Calibration Process" - That Aligns Criteria and Evaluations of Those Conducting The Call Monitoring
(264) Assessment Tools Are Used To Evaluate Monitoring Levels, Quality And Feedback - Provided By Supervision
(265) Assessment Tools Are Used To Evaluate Monitoring Levels, Quality And Feedback - Provided By Supervision
(266) Software Vendor for Call Monitoring (267) Software Vendor for Call Monitoring (Cont.) (268) Call Monitoring Software - Used for Call Monitoring
(269) Call Monitoring Software Features - Used to Regularly Monitor CSRs
(270) Call Monitoring Software Features (Cont.) - Used to Regularly Monitor CSRs
XIII
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Formal Call Monitoring Program
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Yes:
Percent
97.1%
2. No:
2.9%
Source/Calculation: U.2.1
Year: 2004
Final Report
577
7372
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Person Primarily Conducting Formal Call Monitoring
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Special Groups:
Percent
3.0%
2. Supervisor:
12.1%
3. Peers:
0.0%
4. Quality Specialist:
45.5%
5. Joint Supervisor/QA:
33.3%
99. Other:
6.1%
Source/Calculation: U.3.1
Year: 2004
Final Report
578
7373
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Person Conducting Formal Call Monitoring (Cont.)
Q: Who primarily conducts your formal call monitoring?
Customer Service Rep III/Lead/Dedicated Monitor
Supervisors and Principal Service Representatives (Senior Reps)
Source/Calculation: U.3.99
Year: 2004
Final Report
578.1
8235
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Standards Used for the Number of Calls Monitored
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. No Standards:
Percent
0.0%
2. Zero Calls per Month:
0.0%
3. 1-5 Calls per Month:
69.7%
4. 6-10 Calls per Month:
24.2%
5. 11 or More Calls per Month:
0.0%
99. Other:
9.1%
Source/Calculation: U.4.1
Year: 2004
Final Report
579
7374
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Standards Used for the Number of Calls Monitored (Cont.)
Q: What are your standards for the number of calls monitored?
40 calls per employee per year
40 calls per employee per year. If CSR scores low , supervisor conducts informal monitoring.
Tiered based on agent position & tenure
Source/Calculation: U.4.99
Year: 2004
Final Report
579.1
3509018
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Scoring Methodology Used for Call Monitoring
Q: What scoring methodology is being used for call monitoring?
0-100
100 point scale - 85 and above is passing
25 different questions grouped in 4 areas and based on a 100 point scale.
96%-exceeds/91-95%-meets/<91%-does not meet
A pre-established call quality document has different categories that each have different points assigned. CSRs are scored on both the technical (completeness
and accuracy) and soft skills (professionalism, tone, greeting...)
All calls are voice recorded, random calls are evaluated according to criteria defined in the Qnique system. See note for more detail (This field w on't accept enoug
text!)
Based on 100% scale, sections include Greeting, Communication, Know ledge & Closing
based on 100% scale, sections include: Greeting, Communication, Know ledge and Closing
CALL DIVIDED BY CATEGORIES - BASED ON TOTAL OF 100 PTS, 1) GREETINGS 2) TECHNICAL 3) INTERPERSONAL 4) CLOSING, , EACH ELEMENT OF THE
CATEGORY IS WEIGHTED ACCORDING TO IMPORTANCE
Coach to behaviors
Coaching to Behaviors
CSR Courtesy, Customers Needs Met?, Company Needs Met?
Evaluator selects "No," "Yes," or "N/A"
Evaluator selects no, yes, or N/A.
First Contact Resolution Evaluation form w ith 20 key performance indicators.
Highly Qualified 94-100%; Qualified 85-93%; Conditionally Qualified 70-84%; Qualified 70-84%; Unqualified 70 & below ,
None
Pass/Fail
Point deductions starting from a perfect score of 100% in 4 key areas.
Provided by Vendor
Quality Score
Scored using: 100% = Perfect Score; 93.5 or higher = Exceed Expectations; 84.5 - 93.49 = Satisfactory; 84.49 or below = Opportunity for Improvement
Scoring methodology is based on CSR's achieving foundation skills (i.e. meets or doesn't meet expectations or standard not applicable).
Series of bullet points of w hat CC asked the customer.
Source/Calculation: U.5.1
Year: 2004
Final Report
580
1000072
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Person Responsible For Providing Formal Monitoring Feedback
to CSRs
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Special Groups:
Percent
0.0%
2. Supervisor:
48.5%
3. Peers:
0.0%
4. Quality Specialist:
18.2%
5. Joint Supervisor/QA:
30.3%
99. Other:
3.0%
Source/Calculation: U.6.1
Year: 2004
Final Report
581
50098
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Person Responsible For Providing Formal Monitoring Feedback
to CSRs (Cont.)
Q: Who is responsible for providing formal monitoring feedback to CSRs?
Customer Service Rep III/Lead/Dedicated Monitor
Source/Calculation: U.6.99
Year: 2004
Final Report
581.1
7378
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Difference between the Person Providing Feedback On Call
Monitoring
and The Person Performing The Call Monitoring
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Same Person:
Percent
69.7%
99. Different Person:
30.3%
Source/Calculation: U.7.1
Year: 2004
Final Report
582
1000071
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Difference between the Person Providing Feedback On Call
Monitoring
and The Person Performing The Call Monitoring
Q: If the person providing feedback on call monitoring is different from the person performing the call monitoring, please explain this difference.
Coach/supervisor
CSR Supervisor
Objective Quality Specialists monitor, w hile supervisor gives feedback
QA provides scored call data to supervisors for review w ith agents on his team
QA Specialist vs Supervisor
quality analyst performs 2 evaluations per month on all CSRs; gives evaluations to the supervisors; supervisors deliver evaluations; supervisors also evaluate eac
CSR on their team once per month
Quality Assurance department w as not staffed to include review time by specialist. It w as only staffed to complete the quality monitor.
Quality Group
Quality monitor performs monitoring, coach review s and provides feedback to Customer Service Rep
SUPERVISOR CONDUCTS FORMAL FEEDBACK MEETING
Source/Calculation: U.7.99
Year: 2004
Final Report
582.1
60088
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Primary Schedule for Formally Providing Monitoring Feedback to
CSRs
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Immediately or w ithin several
days after each formal
monitoring session:
2. Within several days:
Percent
21.2%
63.6%
3. Weekly:
18.2%
4. Monthly:
30.3%
5. Quarterly:
9.1%
6. As part of half year/full year
review :
99. Other:
9.1%
9.1%
Source/Calculation: U.8.3
Year: 2004
Final Report
583
60089
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Primary Schedule for Formally Providing Monitoring Feedback to
CSRs (Cont.)
Q: What is your primary schedule for formally providing monitoring feedback to CSRs?
CSRs not meeting 91% scoring threshold are coached in private by quality monitoring analysts monthly
Immediately, if evaluation is an inappropriate call
w ithin 2-3 days from date of recording/assessment
Source/Calculation: U.8.99
Year: 2004
Final Report
583.1
60342
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Supervisors Are Evaluated On The Quality of Monitoring
Feedback Provided To CSRs
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Yes:
Percent
53.1%
2. No:
46.9%
Source/Calculation: U.9.1
Year: 2004
Final Report
584
60090
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Assessment Tools Being Used To Evaluate CSR Performance
Beyond Call Monitoring
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Formal feedback from other
departments (such as Field
Services, Operations etc.):
2. Periodic formal evaluations/
testing of content know ledge :
3. Formal review of orders/
transactions executed by the
CSR:
4. Individual Productivity
Measures:
5. Transactional Error
Assessment:
6. Schedule Adherance:
Percent
36.4%
30.3%
30.3%
84.8%
54.5%
75.8%
7. Productivity Statistics:
87.9%
99. Other:
12.1%
Source/Calculation: U.10.1
Year: 2004
Final Report
585
60091
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Assessment Tools Being Used To Evaluate CSR Performance
(Cont.)
Beyond Call Monitoring
Q: What assessment tools are being used beyond call monitoring to evaluate CSRs performance?
Complaints
feedback from Sr CSRs to Team Leaders
Periodic review based on Job compact
Teamw ork and supporting departmental initiatives.
Source/Calculation: U.10.99
Year: 2004
Final Report
585.1
60343
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Formal Call Monitoring "Calibration Process"
That Aligns Criteria and Evaluations of Those Conducting The Call Monitoring
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Yes:
Percent
78.8%
2. No:
21.2%
Source/Calculation: U.11.1
Year: 2004
Final Report
586
60092
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Assessment Tools Are Used To Evaluate Monitoring Levels,
Quality And Feedback
Provided By Supervision
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. None:
Percent
6.1%
2. Formal feedback from CSRs:
24.2%
3. Formal peer review s:
12.1%
4. Calibration sessions/alignment
w ith requirements:
5. Number of calls monitored :
69.7%
45.5%
99. Other:
18.2%
Source/Calculation: U.12.1
Year: 2004
Final Report
587
60093
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Assessment Tools Are Used To Evaluate Monitoring Levels,
Quality And Feedback
Provided By Supervision
Q: What assessment tools are used to evaluate monitoring levels, quality and feedback provided by supervision?
call monitoring activity and performance reports are used; this is included in supervisor performance appraisals by managers
If rep scores below highly qualified, he/she is monitored 5 times the follow ing month. If the rep scores highly qualified, the rep is monitored 3 times the follow ing
month.
MANAGEMENT EVALUATIONS
Quality measurement on performance review s
Random review process by QA Team Lead and online reference document as a resource
supervisors held accountable for team QA scores
Source/Calculation: U.12.99
Year: 2004
Final Report
587.1
60344
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Software Vendor for Call Monitoring
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Witness:
Percent
25.0%
2. Voice Print:
0.0%
3. Verint:
6.3%
4. Nice:
21.9%
5. E-Talk:
25.0%
6. Envision Telephony:
3.1%
7. Dictaphone:
9.4%
8. SilentWatch:
3.1%
9. AutoQuality:
3.1%
10. Internally Developed
Softw are:
99. Other:
3.1%
15.6%
Source/Calculation: U.13.1
Year: 2004
Final Report
588
100641
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Software Vendor for Call Monitoring (Cont.)
Q: Who is the software vendor for call monitoring?
Higherground, Inc.
Key Performance Technologies (South Africa)
Lotus Notes - Magnasync
Mercom Recording System
Rockw ell Telephone System
Source/Calculation: U.13.99
Year: 2004
Final Report
588.1
100642
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Call Monitoring Software
Used for Call Monitoring
Q: What is your software and how is it used for call monitoring?
Advisor 3.7 & Recorder 3.5.6
all calls recorded/5% of screens captured
Click to Coach Quality Monitoring System, used to listen to a conversation in real time or recording, or to review screen nagivation in order to evaluate the quality of
the CSR's interaction w ith the customer.
Customer calls are recorded at random, system captures audio and screen video, scoring of evaluations is performed on an intranet w eb site. Vendor's system
calculates scores.
Dictaphone - All calls are monitored. Review consistes of listening to recorded calls w ith a Pass/Fail grade for each area or eliment of the call
Dictaphone - recording
Dictaphone records all calls for after call monitoring. Witness softw are used for live monitoring in conjunction w ith Aspect sw itch.
eQuality
E-TALK RECORDER, SCHEDULES ARE SET FOR RECORDING. THE SYSTEM THEN MONITORS THE AGENT EXTENSION AND RECORDS THE CALL WHEN IT IS
RECEIVED. THE RECORDING CAN THEN BE PLAYED BACK AND EVALUATED.
E-talk, calls are randomly recoreded, the supervisor/QA specialist review s the call and provides formal feedback. Calls are saved and can be used during the
coaching session.
E-Talk, Etalk calls are recored randomly and monitored by supervisor / QA staff. Saved calls are review ed and formal feedback is provided to agents vial a QA
session.
Etalk/AutoQuality; Tape, listen, evaluate
Higherground Mentor/Grading sheet to rate calls
Listen and view transaction both live and recorded
Monitoring evaluations and report cards are Excel Programs.
NICE 8.5 Voice and Screen capture-online forms
Nice System for Audio and Screen Scrape
NICE System for audio and screen scrape.
NICE Universe--2 random calls are recorded per rep per day/forms are created in forms designer by QM team w ith input from Call Ctr Supvr/Evaluator is used to
select, playback, & evaluate calls/eval, voice, and screen saved
Nice version 8.8, Used to record all calls along w ith a percentage of the screen capture - future use w ill be for recording the evaluations and creation of evaluatio
based on call type,
Source/Calculation: U.14.1
Year: 2004
Final Report
589
6096
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Call Monitoring Software Features
Used to Regularly Monitor CSRs
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
Pe
1. No Call Monitoring Softw are:
3
2. Screen Movements tracked:
60
3. Audio Is Recorded:
90
4. System Allow s Remote Monitoring:
48
5. Randomly Records and Stores Clips:
48
6. Data Capture:
66
7. Live Monitor:
72
8. Schedule In 1/2 Blocks On Netw ork:
3
9. Intrusion:
12
10. Report Generation:
48
11. Blocks Outgoing Calls:
9
12. On-line Evaluation Forms:
60
13. Post Call Survey:
6
99. Other:
15
Source/Calculation: U.15.1
Year: 2004
Final Report
590
7381
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Call and Performance Monitoring
Call Monitoring Software Features (Cont.)
Used to Regularly Monitor CSRs
Q: What features of your call monitoring software are you using regularly to monitor CSRs?
Evaluation of sample recorded calls
have created a manual post call survey in NICE Universe Evaluator w hich w ill be saved and attached to recording of original call into the center
schedule percentage of total calls
Silent Watch and AutoQuality
SPOT MONITORING VIA ASPECT PHONE SYSTEM
Source/Calculation: U.15.99
Year: 2004
Final Report
590.1
3509019
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
2005 Customer Service Final Report - Contact Center
Focus Area: CSR Performance Management
(###) Report Viewer Record Number
Pg. 591.
Pg. 592.
Pg. 593.
Pg. 593.1.
Pg. 594.
Pg. 595.
Pg. 596.
Pg. 597.
Pg. 598.
Pg. 599.
Pg. 600.
Pg. 600.1.
Pg. 601.
Pg. 602.
Pg. 603.
Section Contents
(272) Performance Management Program for Managing Contact Center Performance (273) Performance Management Program Used As a Basis for Evaluating/Measuring CSRs (274) Weighting of Performance Elements (275) Weighting For Each Performance Element, Matching Internal Categories (Cont.) (276) Software or Hardware Used to Support the Performance Management Programs (277) Most Successful in Retaining Quality Employees - Top Three (1 = lowest, 3 = highest)
(278) Initiatives That Have Had a Positive Effect On Employee Retention (279) Non-Supervisory Contact Center Workforce Represented By a Bargaining Unit Union) (280) How Current Bargaining Agreement Enhances Abilities to Implement a Performance Management Program (281) Current Bargaining Agreement Limitations on Abilities to Implement a Performance Management Program (282) Typical Discipline Process Used - Order of Progression
(283) Typical Discipline Process Used - i.e. Verbal Warning First, Then Written Etc.
(284) Best Practices Employed for Disciplinary Actions (285) Practices Undertaken to Optimize Work Schedules (286) FTEs Comprising the Workforce Management Staff - Per 100,000 Adjusted Customers
XIV
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: CSR Performance Management
Performance Management Program for Managing Contact Center
Performance
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Yes:
Percent
93.8%
2. No:
6.3%
Source/Calculation: V.2.1
Year: 2004
Final Report
591
100643
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: CSR Performance Management
Performance Management Program Used As a Basis for
Evaluating/Measuring CSRs
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Yes:
Percent
93.8%
2. No:
6.3%
Source/Calculation: V.3.1
Year: 2004
Final Report
592
100644
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: REGULAR
Focus Area: CSR Performance Management
Weighting of Performance Elements
Percent
100%
80%
60%
40%
20%
0%
1
7
3
7
4
8
2
8
4
5
7
8
4
9
2
3
2
5
1
3
4
1
3
4
1
6
6
1
0
2
2
3
0
3
2
4
0
3
8
3
1
4
1
1
8
3
9
2
1
2
2
0
4
2
4
7
Quality Monitoring
Attendance, Includes Meeting Attendance Goals
Call Handling Metrics, Including AHT and ACW
Customer Complaints, Includes Calls To Supervisor
Idle Time, Includes Non Productive Time
Training Targets, Includes Required Skill Development
Schedule Adherence, Includes Adherence To Scheduled Work Times
Selling, Cross-Selling
Schedule Adherence, Includes Adherence To Scheduled Breaks
Other
2
9
3
2
7
1
9
5
2
4
1
5
Schedule Adherence- Includes Adherence To Scheduled Lunch
Source/Calculation: V.4.1
Year: 2004
Final Report
593
Calculation shown is for the first piece of the stacked bar only.
100645
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: CSR Performance Management
Weighting For Each Performance Element, Matching Internal
Categories (Cont.)
Q: If you answered " yes" in question V.3, allocate 100% of the total evaluation to reflect the weighting on each performance element below, matching your internal
75% dependability-response to call in, 25% productivity-adherence, calls/hr, %ACW, Average handle time
Back Office Tasks
call out / availability / w illingness to take other assignments
Competencies, Teamw ork
Cross functional quality exceptions
first call resolution
Job Know ledge = 15, Customer Satisfaction = 10, Errors = 15
productive time/communications w ith cow orkers/self assessment
Safety
safety, conduct & universal employee expectations
Safety, Interperonsal, Company Values & Company CSI
Source/Calculation: V.4.99
Year: 2004
Final Report
593.1
100651
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: CSR Performance Management
Software or Hardware Used to Support the Performance
Management Programs
Q: What specific software or hardware are you using to support the Performance Management Programs?
Access
ACD Report, Dictaphone Montioring
Aspect (TCS), Rockw ell, E-talk
Aspect EWFM (V6.1), NICE (V8.5), Inquira, Aspect DataMart Crystal Reports
Aspect sw itch Crystal reports for adherence and Epiphany CRM Softw are for first call resolution.
Aspect, E-talk, Rockw ell
Autonomy; E-w orkforce Mgmt
Avaya CMS (Call Measurment System), Nice, Aspect, Ew orkforce, Inquira, Crystal Reports
Avaya CMS stats, Aspect eWFM & RTA stats,
Avaya, Blue Pumpkin, Aspect, E-Scheduler
Avaya-CentrVue Supervisor-for call stats/NICE for QM/SAP for timekeeping
CentreVue-call stats/Click to Coach-QM, ,
CMS, (e) Quality
eQuality, Centervu
ERP; Aspect/TCS; Autoquality; eResource Planner; Rockw ell ACD Reports
E-WORKFORCE MANAGEMENT ( ASPECT ) FORECASTING AND SCHEDULING
E-TALK FOR MONITORING
In-house developed w eb-based reporting application.
Lotus Notes
Microsoft Excel and Access; Genesys & Brio reporting; Genesys Workforce Mgt,
Mindsolve
None
PECS (Developed in-house), Data Warehouse, E-Talk for Call Monitoring
Qnique, Key Performance Technologies, Call quality, CMS, Avaya, Call stats, TotalView , Work force management, Forecasting, Scheduling, Compliance, CRM, (PIC
and GT-X), Workflow , case closure, overdue and escalation
Rockw ell ACD reports; e-Resource Planner; ERP; Aspect; AutoQuality
Segate Info (Aspect) reports, UltraSeletc
Symposium
TES, Meridian Max / Total Recall - Rockw ell
Verant
Source/Calculation: V.5.1
Year: 2004
Final Report
594
100646
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: CSR Performance Management
Most Successful in Retaining Quality Employees
Top Three (1 = lowest, 3 = highest)
Question
1 2 3 4 5 6 7 8
1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
3 2
-
-
-
-
3 3
-
3 3
-
3 3 3 3 3 3 3 3 1 3 1
-
-
3 3 3 2 3 3 1
-
2
-
1
1 3
71
1 1
-
3
-
3
-
2
-
2
-
-
2 2 2 3 2 2 2 1 3 3 2
-
-
-
2 2 1 2 2 2
-
3
-
4 1 2 2
59
2
-
-
2
-
2
-
1
-
1 2
-
1
-
1 1
-
-
1 2 2 1
-
-
-
1 1
-
-
1
-
-
-
-
3
-
-
25
-
-
-
1
-
1
-
-
-
-
1
-
-
-
-
1
-
-
-
-
-
2 3 3
-
2
-
-
-
-
-
-
-
-
-
2 3 3
-
22
-
3
-
-
-
-
2
-
-
-
-
-
-
1
-
2 1
-
-
-
-
2
1
24
-
-
-
-
-
-
1
-
-
-
-
-
-
-
-
-
1
-
-
-
-
6
Total
1. Pay:
-
2. Benefits:
3. Performance aw ards Monetary:
-
4. Recognition - Non-monetary:
5. Advancement opportunity:
-
-
-
1
-
-
-
1
-
3
-
-
-
5 2
-
-
-
-
-
-
3
-
-
-
-
1
-
-
99. Other:
-
-
-
Source/Calculation: V.6.1
Year: 2004
Final Report
595
1000199
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: CSR Performance Management
Initiatives That Have Had a Positive Effect On Employee
Retention
Q: Please describe any initiative that has had a positive effect on employee retention
100 CLUB -- PERFECT SCORE ON EVALUATON
Annual Performance Incentive Bonus
Civil Service Rules
Continual Training + Cross Training
employee recognition
Employees participate in an Incentive Compensation Program and received up to 12.5% on base pay, depending on company results and individual performance.
Enhance his responsability like being a trainer or coach
Feeling as if they part of team, interaction w ith focus groups, providing input to process/procedure
Health and Safety - focus on employee first above everything.
Improved process for training and developing new employees.
Improved training process that allow s new employees to remain together as a team w hen they leave the training environment.
Market Base Pay
non-monetary performance recognition; development rotations and advancement for supervisor positions
Offering a more flexible schedule such as partime hours to accomodate w ork/life needs has affected employee retention. The new salary progression has
increased retention b/c employees feel there is movement w ithin the dept and a chance to better themselv
Offering a more flexible schedule such as part-time hours to accomodate w ork/life needs has affected employee retention. The new salary progression has
increased retention b/c employees feel there is movement w ithin the department and a chance to better
Our pay is very competitive.
pay for performance / career path advancing
Pay for performance, Employee Incentive Program, Work Environment Surveys; all affect employee morale.
Quality of Work Life Program - an employee driven group that builds engagement
layout, Quality incentive programs and location of centers, promotional incentives
through various sponsored activities Ergonomics implementations including
Recognition Program
run variety of incentives
There are several including increased opportunities for FT, better hiring practicies, increased focus on employee needs
Working on increase in pay and low ing step increase
Source/Calculation: V.7.1
Year: 2004
Final Report
596
60084
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: CSR Performance Management
Non-Supervisory Contact Center Workforce Represented By a
Bargaining Unit Union)
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Yes:
Percent
66.7%
2. No:
33.3%
Source/Calculation: V.8.1
Year: 2004
Final Report
597
100647
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: CSR Performance Management
How Current Bargaining Agreement Enhances Abilities to
Implement a Performance Management Program
Q: If you answered yes to the above, how does the current bargaining agreement as structured enhance or limit your abilities to implement a Performance Management
checks and balances associated w ith our bargaining agreement helps insure the uniform administration of the PMP
compliments detailed reporting and processes
Defined duties, w ork schedules, and formal structure of positive discipline.
Discipline is structured and fair
Formalized discipline procedure
N/A
none
none
PMP is part of the contract
Supported by the bargaining agreement
Supportive of Performance Management program
We are just in the process of purchasing a WFM product. We are hopeing the union is receptive
Source/Calculation: V.9.1
Year: 2004
Final Report
598
100648
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: CSR Performance Management
Current Bargaining Agreement Limitations on Abilities to
Implement a Performance Management Program
Q: If you answered yes to the above, how does the current bargaining agreement as structured enhance or limit your abilities to implement a Performance Management
Can be difficult to terminate agents
checks and balances of the bargaining agreement can cause the administration of the PMP to be time consuming and less efficient.
Employees refused merit pay, they cannot be terminated, except by the NES Pow er Board.
Inable to implement some "other" w ork assignments
Labor Issues limits our flexibility on scheduling for appropriate staffing
limits ability to discipline based on performance
Limits on formal incentive recognition.
Long time to make major changes due to process required to influence and agree changes
More difficult to change metrics or not as much flexibilty or timeline for making changes
No monitoring in place, no incentive
No variable pay based on performance.
none
PMP is Part of the contract
programs cannot violate terms of contract//program and procedure implementation takes longer
standards for efficiency and quality have not been negotiated; w e can measure performance and compare to targets/goals, but these are not enforeceable for
disciplinary action for non-compliance
The union is reluctant to "measure" individual performance, preferring to treat everyone equal
Union resistant to put performance standards in place. No incentive offered to represented employees for performance.
Works to limit measures
Source/Calculation: V.9.2
Year: 2004
Final Report
599
100912
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: CSR Performance Management
Typical Discipline Process Used
Order of Progression
Question
1 2 3 4 5 6 7 8
1. Verbal Warning:
1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
2 2
-
-
-
0 2 1 2 3 3
-
3 2 2 2 4 1 1 2 3 1 3 1
-
3 1 1 2 1 1 1
-
1
-
-
3 3
-
-
-
-
3 2 4 4 4
-
4 4 3 3 5 2 2 3 4 2 4 2
-
4 2 3 3 3
2
-
2
-
2 4 2
-
-
-
-
-
-
4 3 5 5 5
-
5 5 4 4 6 3 3
-
-
-
-
-
-
-
4 3 1 2
-
2 3 2
2
1 1
-
-
-
-
1 5 1 2 1
-
1 1 1 1 1
6. Unpaid Suspension/Time Off
(Short Term):
-
4
-
-
-
-
-
6
-
-
-
-
6
7. Unpaid Suspension/Time Off
(Long Term):
-
5
-
-
-
-
-
7
-
-
-
-
-
5 6
-
-
-
-
5 8 6 6 6
4
-
-
-
-
-
2. Written Warning (1st):
3. Written Warning (Final):
4. Performance Improvement
Plan:
5. Counseling:
8. Termination:
99. Other:
-
-
-
-
-
4
4 2 5
-
3
-
4
-
4 1 2 3 2
-
-
2 2 2 4 2 3 3
-
4
-
3 2
-
-
3
-
5
-
-
1 1
-
1
-
4
-
-
5
-
1 1
-
2
2
-
5 5 7 4 6 4 6 5 5 4
-
-
-
4 5
-
-
4
-
6
-
5 5
-
4
5
-
6 6 8
7 6 6 5
-
-
-
-
-
-
-
-
7
-
-
-
-
5
6
-
7 7 7 7 9 5 8 5 8 7 7 6
-
7 4 5 7 6 5 6
-
8
-
-
-
4 6
6
-
-
-
6
-
-
-
-
-
-
5
6
-
-
3
-
7
-
-
-
-
-
-
-
-
6
-
5
-
-
-
3 3
5 3
-
-
3
-
1 4 1
-
-
3
-
5
2
-
-
-
-
3 1 1
Average
-
Source/Calculation: V.10.1
Year: 2004
Final Report
600
1000076
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: CSR Performance Management
Typical Discipline Process Used
i.e. Verbal Warning First, Then Written Etc.
Q: Please describe the progression of a typical disciplinary process? 1= first progression event, 2 = next, 3, etc.
Decision Making Leave
Decision Making Leave
decision making leave-paid
Decisision day - do I really w ant to w ork here and if so, can I improve my performance?
Team Leader coaching or additional training
Source/Calculation: V.10.99
Year: 2004
Final Report
600.1
60086
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: CSR Performance Management
Best Practices Employed for Disciplinary Actions
Q: What are some best practices you employ for disciplinary actions?
"Positive Discipline" encourages improvement through mutual agreement.
1on1 Training
A w eb-based application provides consistency by advising supervisors w hen actions are possible and w hich actions should be taken, as w ell as reporting on w h
types of actions have been taken in the past.
Alternative Dispute Resolution process and counseling sessions w ith union involvement.
annual refresher training for supervisors; consult w ith HR/IR for non-routine situations; conduct regular review of job and conduct expectations; provide regular
coaching feedback to resolve issues before serious level
Being fair and consistent
Complete, accurate documentation
Complete, accurate documentation
counseling for desired behavior, verbal w arning, w ritten w arning
Decision Making Leave (DML)
Define expected behaviors and coach to behaviors. Address any issues.
Defined by union contract and corporate absence control program.
discipline is based on negotiated contract
Document corrective action w ith follow -up
Each year w e meet w ith our employees and communicate our policies and procedures and the reasons for them, as w ell as the consequences of non-compliance
Four steps in discipline w ith the severity appropriate for circumstance, uniformity in adminstering discipline, informing employees of options to avoide future
discipline, making employees aw are of behavior and/or actions leading up to discipline.
Gaining an employees committment, immediate feedback on undesired behaviors, consistency
have to follow steps set up by the City HR Department
Ongoing communication (daily, w eekly, monthly)
Our supervisors keep detailed documentation using a performance matrix for all of their employees. They document all counseling sessions w ith and these are
review ed by the Call Center Managers & HR.
Provide coaching and training before formal discipline, a peer advisory program and employee assistance program are offered.
Provide examples of expected behaviors; coach to behaviors; provide specific feedback; address issues timely.
Re-training & Counseling
Tight follow -up
Source/Calculation: V.11.1
Year: 2004
Final Report
601
100649
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: CSR Performance Management
Practices Undertaken to Optimize Work Schedules
Q: What practices do you undertake to best optimize your work schedules?
30-40 % are part-time schedules; extend PT staff on straight-time; administer 2 schedule changes per year
Aspect's E Workforce Management
Assure all call data is up to date and accurate, correctness of all CSR schedules/skilling and call forecasts are current/as accurate as possible. Intraday forcast
revisions are made on a timely basis. Staffing assumptions (shrinkage) are up to date, , ,
Changing of break schedules to meet the business need.
Forecasting is done on a monthly basis. Schedule bid 3 times per year using an updated forecast. Flexible w ork schedules are used to accomodate call volume.
Aspect scheudling softw are is used to schedule shifts and breaks to best meet demand. Reliabi
Forecasting is done on a monthly basis. Schedule bid 3 times per year using and updated forecast. Flexible w ork schedules are used to accomodate call volume.
Aspect scheduling softw are is use to schedule shifts and breaks to best meet demand. Reliabil
Forecasting of Calls based on Historical Data
FORECASTING SOFTWARE
Historic call volumes, credit shut-offsscheduled, holidays, Part-time scheduling, flexible start times
look at forecasting
Mix of full day business hours, half day business hours, 3 shift 24x7 and 2 shift 16x7 full time staff. Temporary staff for assisting w ith peaks.
Part time schedules; shedule lunch and breaks
Schedule breaks and lunches; stagger starting schedules
Schedule Workers
Scheduled adherence
Time Off Without Pay (TOWP), Overtime, Professional Development
Use core group of full time agents and every 2 months adjust part-time schedules to meet peaks and valleys
Use core group of full-time agents and every 2 months adjust part-time schedules to meet peaks and valleys
Use E-w orkforce Mgmt
Use of business integration, other forecasting sources w ithin our utility environment, monthly daily and intra-day planning
Use of TCS scheduling softw are
Use Workforce management softw are create optimal w ork schedules based on perimeters set up to follow our Company/Union rules and policies.
Utilization of Workforce Management Softw are to develop schedules; test schedules against service level forecast models.
We use forecasting for call volume. Schedule part time employees to help cover for meetings or training.
Source/Calculation: V.12.1
Year: 2004
Final Report
602
1000472
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: CSR Performance Management
FTEs Comprising the Workforce Management Staff
Per 100,000 Adjusted Customers
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
0.2
0.0 <= 0.1
0.1 <= 0.2
0.2 <= 0.3
0.3 <= 0.9
FTEs per 100,000 Adj. Customers
0.9
0
.
8
7
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
.
0
4
0
.
0
4
2
0
2
2
0
.
0
5
0
.
0
5
2
5
2
3
0
.
0
8
0
.
0
9
0
.
1
0
0
.
1
0
0
.
1
1
1
0
1
9
8
4
9
0
.
1
4
0
.
1
4
0
.
1
4
1
7
3
8
2
6
0
.
1
6
0
.
1
7
0
.
1
9
0
.
1
9
3
0
3
1
0
.
2
2
0
.
2
2
2
7
3
2
0
.
2
4
0
.
2
6
0
.
2
9
0
.
3
0
0
.
3
0
3
9
1
8
2
4
0
.
3
2
0
.
3
5
0
.
3
8
0
.
4
2
0.0
7
4
1
1
1
2
4
8
2
1
6
3
7
1
3
4
7
2
8
5
4
2
2
9
3
4
3
1
5
4
0
6
4
Source/Calculation: V.13.1/((SUM{A.3}+SUM{A.4}+SUM{A.5}+(SUM{A.6}+SUM{A.7}+SUM{A.8})*2+SUM{A.9}*3)/100000)
Year: 2004
Final Report
603
1000473
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
2005 Customer Service Final Report - Contact Center
Contact Center Contracting
(###) Report Viewer Record Number
Pg. 604.
Pg. 605.
Pg. 605.1.
Pg. 606.
Pg. 607.
Pg. 608.
Pg. 609.
Pg. 610.
Pg. 610.1.
Pg. 611.
Pg. 612.
Pg. 613.
Pg. 614.
Pg. 615.
Pg. 616.
Pg. 616.1.
Pg. 617.
Pg. 617.1.
Pg. 618.
Pg. 618.1.
Pg. 619.
Pg. 619.1.
Pg. 620.
Pg. 620.1.
Pg. 621.
Pg. 621.1.
Pg. 622.
Pg. 622.1.
Pg. 623.
Pg. 623.1.
Section Contents
(288) Incoming Call Answering - Company or Contractor
(289) Contract Contact Center Usage (290) Contract Contact Center Usage (Cont.) (291) Percentage of Calls Answered by Contract Facility or Staff - By Category
(292) Contract Contact Center Usage (293) Provider of Contract Telephone Services - Call Category and Provider
(294) Contracted Contact Center Location (295) Establish Performance Standards or Service Level Agreements With Contract Provider (296) Performance Standards or Service Level Agreements (Cont.) - With the Contract Provider
(297) Most Important Tangible Performance Standard Upon Which Vendor's Performance Is Evaluated - Credit Calls
(298) Most Important Tangible Performance Standard Upon Which Vendor's Performance Is Evaluated - Outage Calls
(299) Most Important Tangible Performance Standard Upon Which Vendor's Performance Is Evaluated - Others
(300) Percent of Calls Initially Handled by the Vendor Are Transferred Back - To The Regular (Utility) Contact Center
(301) Benefits or Savings Seen From Contracting (302) Primary Drivers for Contracting Outage Calls - 1 = Lowest, 3 = Highest
(303) Primary Drivers for Contracting Outage Calls (Cont.) (304) Primary Drivers for Contracting Credit Calls - 1 = Lowest, 3 = Highest
(305) Primary Drivers for Contracting Credit Calls (Cont.) (306) Primary Drivers for Contracting Other Calls - 1 = Lowest, 3 = Highest
(307) Primary Drivers for Contracting Other Calls (Cont.) (308) Base Target Pricing Mechanisms Established - Outsource Outage Calls
(309) Base Target Pricing Mechanisms Established (Cont.) - For Outsource Outage Calls
(310) Base Target Pricing Mechanisms Established - Outsource Credit Calls
(311) Base Target Pricing Mechanisms Established (Cont.) - Outsource Credit Calls
(312) Service Level Measures Used As a Basis for Managing Your Outsourcing Contract - With the Vendor Handling Calls
(313) Service Level Measures Used As a Basis for Managing Outsourcing Contract (Cont.) - With the Vendor Handling Calls
(314) Training Requirements For Vendor (315) Training Requirements For Vendor (Cont.) (316) Type of Quality Monitoring Used (317) Type of Quality Monitoring Used (Cont.) -
XV
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Incoming Call Answering
Company or Contractor
Percent of Calls
100%
80%
60%
40%
20%
0%
2
4
4
5
4
2
2
1
6
3
2
1
8
2
5
8
3
1
2
9
1
2
2
7
3
8
3
9
7
4
8
4
9
Answ ered By Company Facility Or Staff
4
7
4
1
1
9
3
4
2
6
2
2
8
3
0
2
3
1
0
3
7
1
7
1
3
2
0
1
6
3
4
2
1
5
5
4
0
Answ ered By Contracted Facility Or Staf
Source/Calculation: W.2.1
Year: 2004
Final Report
604
Calculation shown is for the first piece of the stacked bar only.
1701
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Contract Contact Center Usage
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Do Not Use:
Percent
33.3%
2. Primary Telephone Answ ering:
3.0%
3. Overflow /Backup Telephone
Answ ering - Routine Periods:
4. Overflow /Backup Telephone
Answ ering - Outage Situations:
5. Contract Specific Call Types
(Credit, Billing, Etc.):
6. Off-Shift Telephone
Answ ering - Live:
7. Off-Shift Telephone
Answ ering - Automated:
99. Other:
9.1%
42.4%
45.5%
0.0%
0.0%
3.0%
Source/Calculation: W.3.1
Year: 2004
Final Report
605
62
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Contract Contact Center Usage (Cont.)
Q: How do you use contract telephone answering services?
All calls are answ ered by outsource service provider.
Non English/Non Spanish Speaking.
Source/Calculation: W.3.99
Year: 2004
Final Report
605.1
8067
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Percentage of Calls Answered by Contract Facility or Staff
By Category
Question
1 2 3 4 5 6 7 8
1. Billing:
-
-
-
-
-
-
1
0
0
%
-
-
-
-
-
9
4
0 %
%
-
-
-
0
%
-
2
%
-
-
-
-
-
-
-
-
-
-
-
0
%
-
-
-
1
0 %
-
2. New Service
Connection/Relocation/Upgrade:
3. Credit:
1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
-
-
-
7
3 %
-
-
-
-
1
1
3
8
6
3
0
0
6 - 8 - 5 - 3 0
0
%
%
%
%
%
%
-
-
-
-
-
-
-
-
-
-
-
-
-
-
0
%
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
0
%
-
-
-
-
3 3
0
- 2 0
%
% %
-
-
0
%
-
-
0
%
-
4. General Information:
5. Change of Account
(Turn-on/offs):
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
Average
-
-
8
5 %
-
-
-
-
-
-
5
%
-
-
55%
-
-
9
5 %
-
-
-
-
-
-
-
-
-
-
41%
-
1
1
0
0
0
0
%
%
-
-
-
-
2
%
-
-
61%
-
-
0
%
-
-
-
-
-
-
-
-
-
-
25%
-
-
8
0 %
-
-
-
-
-
-
1
%
-
-
36%
Source/Calculation: W.4.1
Year: 2004
Final Report
606
7043
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Contract Contact Center Usage
Question
7. Gas service (including odor
calls, appliance adjustment):
8. Electric service (including
outages):
1 2 3 4 5 6 7 8
1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
-
-
-
-
-
-
-
-
-
-
-
2. 4.
0 0 % %
-
-
-
-
6.
4 %
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
0.
0 %
-
-
-
-
-
0.
0 %
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
0.
0 %
-
-
-
-
-
0.
0 %
-
-
-
-
-
-
-
-
-
-
-
-
-
-
0.
0 %
-
-
0.
5
%
-
-
-
-
-
-
-
-
-
-
0.
0 %
-
-
-
-
5. 7 0.
7 4. 0 % 6 %
% 0.
10. Accept Payments:
11. Accept Meter Read:
99. Other:
100. Breakdow n Unavailable:
1
2
7. - 9. 0
0
%
%
3
5.
2
%
-
0 %
-
-
-
-
-
0.
0 %
-
9. Business Call Center Calls :
-
0.
0 %
-
2 5. 0. 6. 0.
2. 9 9 0 0 0 % % % %
%
0.
- - - - - 0 %
-
5
4. 0
%
-
-
-
-
-
1
0.
0 - - 0 - 0.
%
0 3
0. 9
- 2. - 0 0. 0
% 0
%
0. %
- - - 0 - %
-
-
1
0 0.
0
1
0 0.
1 0
0 - 0.
0
-
1
0
0.
0
0.
0 %
-
0.
0 %
-
-
Average:
-
-
-
-
-
-
-
-
-
25.0%
-
-
-
-
-
-
-
-
-
17.8%
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
30.0%
5
0. 0
%
-
-
-
-
-
-
-
-
-
-
25.0%
0.
0 %
-
-
-
-
-
-
-
-
-
-
31.6%
0.
0 %
-
-
-
-
-
-
-
-
-
-
29.2%
Source/Calculation: W.4.7
Year: 2004
Final Report
607
704390
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Provider of Contract Telephone Services
Call Category and Provider
Q: Who provides your contract telephone services?
21st Century - Bill Matrix
21st-century Communications
Accenture Business Services for Utilities
AT&T ; Tw enty First Century Communications (TFCC)
Credit-GC Services, Outage-21st Century
Credit--NCO Financial Services, Outage--21st Century Communications
First Contact
First Contact
First contact- credit , 21st Century - Electric Outage
Move Order
NCO
NCO Financial Servides
NCO Financial Systems Inc
OSI - Credit Live Agent, 21st Century - Automated outage / dereg
Outage - Tw enty First Century Communications
Outage / Tw enty First Century Communications, Language / Lanaguage Line, Credit / NCO Financial System & OSI.
Outage -21st Century; Other - CRI
Outage/Tw enty First Century Communications, Language/Language Line
Outage--21st Century Communications/Choice-Conectiv Pow er Delivery
Outages - 21 Century;
Outages-21st Century, Credit- NCO,
Sprint Tw enfirst Century - Outage Reporting only, ,
Tw enty First Century Communications
Virtual Agent Services
Source/Calculation: W.5.1
Year: 2004
Final Report
608
6084
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Contracted Contact Center Location
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. In State:
Percent
29.2%
2. Out of State:
83.3%
3. Off Shore:
4.2%
Source/Calculation: W.6.1
Year: 2004
Final Report
609
100653
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Establish Performance Standards or Service Level Agreements
With Contract Provider
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Credit Calls:
Percent
68.2%
2. Outage Calls:
54.5%
99. Other:
22.7%
Source/Calculation: W.7.1
Year: 2004
Final Report
610
100654
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Performance Standards or Service Level Agreements (Cont.)
With the Contract Provider
Q: If you outsourced the following, for which did you establish performance standards or service level agreements with the contract provider? Identify the Call Types, as w
Billing, Moving, Sales, Emergency, Non-emergency service
Billings, Moves
overflow call volume that is routed to VRU application offering callback; performance standard for call handling capacity
Source/Calculation: W.7.99
Year: 2004
Final Report
610.1
100652
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Most Important Tangible Performance Standard Upon Which
Vendor's Performance Is Evaluated
Credit Calls
Q: What is the most important tangible performance standard upon which your vendor's performance is evaluated by your company? (e.g. it would typically be a basis for
A reduction in overall collection expense (defined to include our bad debt and collection operating expense) translates into a gain share payout for the outsourcer.
ASA
Calls Answ ered in 20 seconds
Calls Handled
Conversion Rate, Service Level, Return Rate
Quality and Service Level
Service Agreement kept
Service Level
Service level
Service Level
Service Level Agreements are met
service level, cust. sat, 3rd party service
Service Levels
Service Levels
SL
Source/Calculation: W.8.1
Year: 2004
Final Report
611
100655
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Most Important Tangible Performance Standard Upon Which
Vendor's Performance Is Evaluated
Outage Calls
Q: What is the most important tangible performance standard upon which your vendor's performance is evaluated by your company? (e.g. it would typically be a basis for
0 busy signals
Ability to handle all cals, match rate
ability to handle volume
Answ ering Speed
Being able to handle over flow call accuratly
call handling capacity & system functionality to hear outage status info
Capacity is available
N/A
N/A
na
na
na
reliability
Service Level Agreement
System reliability
That the customer receive no busy signal w hen reporting an outage
Source/Calculation: W.8.2
Year: 2004
Final Report
612
100913
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Most Important Tangible Performance Standard Upon Which
Vendor's Performance Is Evaluated
Others
Q: What is the most important tangible performance standard upon which your vendor's performance is evaluated by your company? (e.g. it would typically be a basis for
Achieving pre-determined monthly minimum and annual service levels. In 2005 and beyond a reduction in live agent calls compared to the previous year w ill mean
gainshare to the outsourcer.
Average Call Length
call handling capacity (for overflow VRU application that offers a callback)
High Bill - ASA
Identify call type and standard
Identify call type and standard
Move Order
na
na
Service Level Agreements are met
SL
Source/Calculation: W.8.3
Year: 2004
Final Report
613
100914
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Percent of Calls Initially Handled by the Vendor Are Transferred
Back
To The Regular (Utility) Contact Center
Question
1 2 3 4 5 6 7 8
1. Credit Calls:
2. Outage Calls:
8.
7 %
-
-
-
-
0. 0.
0 0 % %
-
-
-
-
-
-
-
1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1
1
7.
2.
0.
- - 2 0
7
%
%
%
3
0.
6.
- 0 - - - 6
%
%
2
1
0.
5.
0
0
%
%
-
-
-
-
-
-
-
-
-
-
-
-
1
9.
8.
5 0
%
%
-
1
0.
7.
0 0
%
%
0.
- 0 %
1
0.
0. 0.
0. 0.
6.
- 0 - 0 0 - 0 0
8
%
% %
% %
%
0.
3 %
99. Other:
-
1
4.
0
%
-
-
-
-
0.
0 %
2
5.
0.
- 0 0
%
%
1
1
9.
0.
- 0
0
%
%
-
-
-
-
-
Average
-
-
-
-
-
-
-
-
10.8%
-
-
-
-
-
-
-
-
6.4%
-
-
-
-
-
-
-
-
9.2%
Source/Calculation: W.9.1
Year: 2004
Final Report
614
60105
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Benefits or Savings Seen From Contracting
Q: Please share any benefits or savings you have seen from contracting.
Ability to handle extremely high call volume during such things as hurricanes w ithout returning busy signals to customers.
Ability to handle large call volumes
ability to handle volume
Allow s company to get a faster foot print of large storms.
Allow s OPPD to handle call volume spikes during business hours and large call volumes after normal business hours more efficiently.
Contracting has saved 2 FTE's
Contracting has saved 2FTE
Cost per call savings
Cost per call.
Cover peak w orkload
Credit-cost per call, quick implementation of special projects, field expertise/Outage-ability to handle spikes in volume
Having a smaller group help provide consisgtance of process.
In collections, w e are better able to forecast our collection activities and "buy" a set of collection actions to suit the collection risk. We are better able to manage ou
collection budget and also get the biggest retun for our collection spending.
increased call handling capacity; avoided cost of ow ning the additional VRU system ourselves; contribution to ASA & TSL; low er cost per call than a CSR
Low er Wage
manage service levels, increase customer satisfaction
More consistent treatment of credit customers; cost savings
Outage calls being handled by contracting IVR's has spent about the process of recognizing outage patterns and responding w ith restoration. Restoration times
have decreased, overtime in both the call center and operations has decreased
peak shaving w ith call volume
Reduced operating costs, levelized load, flexibility in normal call center staff,
Reduced unansw ered calls & manpow er costs
the only benefit Dominion has experience in outsourcing has been financial savings.
The only benefit Dominion has experienced in outsourcing has been financial savings.
Source/Calculation: W.10.1
Year: 2004
Final Report
615
100656
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Primary Drivers for Contracting Outage Calls
1 = Lowest, 3 = Highest
Question
1 2 3 4 5 6 7 8
1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Addressing the overall operating
cost (including labor or overtime cost):
-
-
-
-
-
3
-
3
-
-
-
-
-
2
-
-
-
1 3
-
-
3
-
-
-
-
-
-
-
-
-
-
-
-
-
19
2. Improving service levels (e.g.
increase responsiveness):
-
1
-
2
-
-
-
2
-
-
3
-
3 1
-
-
-
2 2 1 2
-
3
-
2 1 2 3
-
-
-
-
-
-
-
-
-
-
30
1
-
-
3
-
2
-
1
-
-
2
-
2 3
-
-
-
-
1 2
-
-
2
-
-
2
-
1
-
-
-
-
-
-
-
-
-
-
22
2
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3
-
2
-
-
-
1
-
-
-
-
1
-
1
-
-
-
-
3
-
3 3
-
2
-
-
-
3 2
-
-
-
-
-
-
-
-
-
-
21
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1
-
-
-
3
-
-
-
-
-
-
-
-
-
-
-
-
-
7
-
1
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1
-
-
-
-
-
-
-
-
-
-
-
-
-
4
3. Accommodate a call volume change
that impacts capacity (grow th or
reduction):
4. Professional expertise (e.g.
consistency, processes, practices of
the vendor are in-place):
5. Volume levelling (e.g. after hours,
peak periods):
6. Strategic capital investment alterative
(e.g. alternate uses for capital rather
3 than investing in contact center
structural needs):
7. Alternative to competency and
training investment needed (e.g. source
- externally rather than recruit, hire, train,
maintain competencies in-house):
99. Other:
- 3
-
3 1
Tot
Source/Calculation: W.11.1
Year: 2004
Final Report
616
100657
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Primary Drivers for Contracting Outage Calls (Cont.)
Q: What were the primary drivers for contracting outage calls?
Decrease potential for busy signals (increase call handling capacity)
Prevent busy signals
Source/Calculation: W.11.99
Year: 2004
Final Report
616.1
100658
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Primary Drivers for Contracting Credit Calls
1 = Lowest, 3 = Highest
Question
1 2 3 4 5 6 7 8
1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
Tot
1. Addressing the overall operating cost
(including labor or overtime cost):
3
-
-
-
-
-
-
3 1
-
1
-
3 2 2
-
-
-
-
3
-
-
-
3
-
-
2
1
-
3
-
-
-
-
-
2
-
-
-
47
2. Improving service levels (e.g.
increase responsiveness):
1
-
-
-
-
-
-
-
3
-
2
-
-
-
3
-
1
-
-
-
3
-
-
1
-
-
-
-
1
-
-
-
-
-
1
-
-
-
16
3. Accommodate a call volume change
that impacts capacity (grow th or
reduction):
-
-
-
-
-
-
-
2 2
-
-
-
2
-
-
-
2
-
-
-
1
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
9
4. Professional expertise (e.g.
consistency, processes, practices of
the vendor are in-place):
2
-
-
2
-
-
-
-
-
-
3
-
1 1
-
-
-
-
-
-
-
-
-
2
-
-
3
-
-
-
-
-
-
-
-
-
-
-
14
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1
-
3
-
-
-
2
-
-
-
-
-
-
-
2
-
-
-
-
-
3
-
-
-
11
6. Strategic capital investment alterative
(e.g. alternate uses for capital rather
than investing in contact center
structural needs):
-
-
1
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
5. Volume levelling (e.g. after hours,
peak periods):
7. Alternative to competency and
training investment needed (e.g. source
externally rather than recruit, hire, train,
maintain competencies in-house):
99. Other:
-
3
Source/Calculation: W.12.1
Year: 2004
Final Report
617
100660
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Primary Drivers for Contracting Credit Calls (Cont.)
Q: What were the primary drivers for contracting credit calls?
Regulatory Requirements
Source/Calculation: W.12.99
Year: 2004
Final Report
617.1
100667
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Primary Drivers for Contracting Other Calls
1 = Lowest, 3 = Highest
Question
1 2 3 4 5 6 7 8
1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
To
1. Addressing the overall operating cost
3
(including labor or overtime cost):
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1 1
-
-
2
-
-
1
-
2
-
-
-
-
-
-
-
-
2
-
-
-
1
2. Improving service levels (e.g.
increase responsiveness):
-
-
-
-
-
3
-
-
-
-
-
-
-
2
-
-
1
-
-
-
1 2
-
-
2
-
1
-
-
-
-
-
-
-
-
1
-
-
-
1
1
-
-
-
-
-
-
-
-
-
-
-
-
3
-
-
2
-
-
-
3 2
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1
-
-
-
-
-
2
-
-
-
-
-
-
-
-
-
-
-
-
2
-
-
1
-
-
3
-
-
-
-
-
-
-
-
-
-
-
-
-
-
8
2
-
-
-
-
1
-
-
-
-
-
-
-
1
-
-
3 3
-
-
2 2
-
-
-
-
-
-
-
-
-
-
-
-
-
3
-
-
-
1
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2
-
-
-
1
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3
-
-
1
-
-
-
-
3
-
-
-
-
-
-
-
-
-
-
-
-
7
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3. Accommodate a call volume change
that impacts capacity (grow th or
reduction):
4. Professional expertise (e.g.
consistency, processes, practices of
the vendor are in-place):
5. Volume levelling (e.g. after hours,
peak periods):
6. Strategic capital investment alterative
(e.g. alternate uses for capital rather
than investing in contact center
structural needs):
7. Alternative to competency and
training investment needed (e.g. source
externally rather than recruit, hire, train,
maintain competencies in-house):
99. Other:
Source/Calculation: W.13.1
Year: 2004
Final Report
618
100659
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Primary Drivers for Contracting Other Calls (Cont.)
Source/Calculation: W.13.99
Year: 2004
Final Report
618.1
100668
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Base Target Pricing Mechanisms Established
Outsource Outage Calls
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Cost per Call Handled:
Percent
33.3%
2. Cost per Seat-Hour:
0.0%
3. Cost per Minute:
27.8%
4. Call Volume Thresholds
(Tiered):
5. Monthly Rate/Fee plus One of
the Above Mechanisms:
99. Other:
0.0%
27.8%
11.1%
Source/Calculation: W.14.1
Year: 2004
Final Report
619
100661
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Base Target Pricing Mechanisms Established (Cont.)
For Outsource Outage Calls
Q: If you outsource outage calls, how were base target pricing mechanisms established?
Cost per Minute, Call volume thresholds (tiered), Monthly Rate/Fee plus one of the above mechanisms
monthly maintenance fee plus per call minute
Source/Calculation: W.14.99
Year: 2004
Final Report
619.1
100669
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Base Target Pricing Mechanisms Established
Outsource Credit Calls
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Cost per Call Handled:
Percent
87.5%
2. Cost per Seat-Hour:
6.3%
3. Cost per Minute:
0.0%
4. Call Volume Thresholds
(Tiered):
99. Other:
0.0%
6.3%
Source/Calculation: W.15.1
Year: 2004
Final Report
620
100662
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Base Target Pricing Mechanisms Established (Cont.)
Outsource Credit Calls
Q: If you outsource credit calls, how were base target pricing mechanisms established?
cost per minute
Source/Calculation: W.15.99
Year: 2004
Final Report
620.1
100670
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Service Level Measures Used As a Basis for Managing Your
Outsourcing Contract
With the Vendor Handling Calls
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Calls Handled:
Per
50
2. Average Speed To Answ er (ASA):
45
3. Talk Time (Talk or ACD Time):
9
4. After Call Wrap Time (ACW):
4
5. Total Call Length (ACD and ACW
Together) :
6. Call Blockage:
4
13
7. Agent Training Compliance:
27
8. Call Transfers:
27
9. System Availability:
18
10. Technical Features of the Service
to be Provided:
11. Service levels (X% answ ered in Y
seconds):
12. Customer satisfaction/quality:
18
45
18
99. Other:
36
Source/Calculation: W.16.1
Year: 2004
Final Report
621
100664
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Service Level Measures Used As a Basis for Managing
Outsourcing Contract (Cont.)
With the Vendor Handling Calls
Q: What service level measures are in place and used as a basis for managing your outsourcing contract with the vendor handling calls?
Abandon rate; % agreements kept
Conversion Rate, Abandon Rate
Quality Source per CSR
Response time to customer (record retrieval and input)
Satisfy the regulatory requirements for outbound attempts.
Service Agreements
We also measure the percentage of Transaction Errors
We have financial performance metrics.
Source/Calculation: W.16.99
Year: 2004
Final Report
621.1
100672
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Training Requirements For Vendor
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
Perc
1. New Agents:
82.
2. Recurrence Training (To Maintain
Proficiency):
52.
3. Overall Proficiency and Call Quality
(Based On Some Form of Monitoring or
Call Satisfaction):
76.
99. Other:
11.
Source/Calculation: W.17.1
Year: 2004
Final Report
622
100665
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Training Requirements For Vendor (Cont.)
Q: Do you have training requirements of your vendor for the following?
service/maintenance of technology (hardw are/softw are) & help desk support from vendor
We monitor & score their calls
Source/Calculation: W.17.99
Year: 2004
Final Report
622.1
100673
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Type of Quality Monitoring Used
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. View of Real-Time Performance
Reporting Through Integration With
Vendor Systems:
2. View of "After-the-Fact"
Performance Reporting/Reports:
Pe
25
55
3. Live/Remote Monitoring (Voice or
Text) of Vendors Agents:
45
4. "After-the-Fact" Monitoring of
Vendors Agents:
60
5. Use of Web-Based Reporting Tools:
10
99. Other:
10
Source/Calculation: W.18.1
Year: 2004
Final Report
623
100666
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Contracting
Type of Quality Monitoring Used (Cont.)
Q: What type of quality monitoring is in use?
none
Periodic on site inspection visits.
Source/Calculation: W.18.99
Year: 2004
Final Report
623.1
100674
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
2005 Customer Service Final Report - Contact Center
Contact Segmentation/Skill Based Routing
(###) Report Viewer Record Number
Pg. 624.
Pg. 624.1.
Pg. 625.
Pg. 626.
Pg. 626.1.
Pg. 627.
Pg. 628.
Pg. 629.
Pg. 630.
Section Contents
(319) Call Grouping Types Being Used as a Basis for the "First Tier" Menu Segmentation in IVR/VRU (320) Call Grouping Types Being Used as a Basis for the "First Tier" Menu Segmentation in IVR/VRU (Cont.) (321) Number of Times IVR/VRU Scripts and Menus Updated Last Year (322) Automated/Voice Options Provided to Self-Identify in VRU (323) Automated/Voice Options Provided to Self-Identify in VRU (324) Use of Self-Identify Information (325) Use of "Intelligent Routing" Based on ANI or DNIS (326) Number of Options Provided to the Caller at the First Tier/Level of VRU Choices (327) Options Provided to Caller at 2nd Tier/Level of VRU -
XVI
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Segmentation/Skill Based Routing
Call Grouping Types Being Used as a Basis for the "First Tier"
Menu Segmentation in IVR/VRU
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. None:
Percent
3.2%
2. Commercial And Industrial
Customer Calls:
3. Credit:
35.5%
48.4%
4. Billing Inquiry/Account
Balance:
5. New Service Connections:
71.0%
58.1%
6. Meter Reading:
16.1%
7. Electric Deregulation:
16.1%
8. Gas Deregulation:
9.7%
9. Gas service (including odor
calls, appliance adjustment):
10. Water service (including
leaks):
11. Marketing/ Special Services:
41.9%
3.2%
19.4%
12. Electric service (including
outages:
13. Business Call Center Calls :
67.7%
9.7%
99. Other:
29.0%
Source/Calculation: X.2.1
Year: 2004
Final Report
624
2088
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Segmentation/Skill Based Routing
Call Grouping Types Being Used as a Basis for the "First Tier"
Menu Segmentation in IVR/VRU (Cont.)
Q: What types of call groupings are you using as a basis for the " first tier" menu segmentation in your IVR/ VRU?
All Other
Chnage supplier, other
Construction
Electricial contractors, payment agencies, mailing address, w ebsite address
Make Electronic payments
Moving and Foreign Language
operator, other, rotary
Source/Calculation: X.2.99
Year: 2004
Final Report
624.1
3509020
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Segmentation/Skill Based Routing
Number of Times IVR/VRU Scripts and Menus Updated Last Year
Mean
3
Number
25
1
9
20
2
0
2
1
15
10
8
6
5
0
0
0
0
0
0
0
0
0
0
2
6
2
0
3
7
2
7
2
4
7
4
5
1
7
3
4
2
5
1
1
1
1
1
1
1
1
1
3
0
4
8
8
2
3
7
1
6
2
9
1
2
4
1
2
2
2
6
1
4
3
3
3
3
1
1
9
1
0
4
4
4
1
8
2
4
3
2
0
2
2
1
3
4
9
2
8
3
8
5
4
2
3
9
3
1
5
4
0
Source/Calculation: X.3.1
Year: 2004
Final Report
625
6078
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Segmentation/Skill Based Routing
Automated/Voice Options Provided to Self-Identify in VRU
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. None:
Percent
2.9%
2. Account Number:
85.3%
3. Social Security Number:
17.6%
4. Phone Number:
73.5%
5. Address:
14.7%
99. Other:
17.6%
Source/Calculation: X.4.1
Year: 2004
Final Report
626
1000366
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Segmentation/Skill Based Routing
Automated/Voice Options Provided to Self-Identify in VRU
Q: What automated/ voice options do you provide the customer to identify (" self identify") themselves once they are in the the VRU?
ANI
CLI (Caller Line Identity) for automated identification of customer (You call it ANI)
Customer Service - account number plus Social Security number or EIN number
Outage Reporting - phone number plus address segments if required
Outage reporting
PIN Number
TEXAS DRIVERS LICENSE NUMBER
Source/Calculation: X.4.99
Year: 2004
Final Report
626.1
1000662
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Segmentation/Skill Based Routing
Use of Self-Identify Information
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Use to Provide Customer Info
to Agent Via Screen Pops:
Percent
76.5%
2. Use to Route Call to
Appropriate Customer Segment
or Gated CSR:
3. Use to Provide Enhanced
Self-service Options To:
29.4%
79.4%
4. Do Not Provide for Automated
Self Identification:
0.0%
99. Other:
2.9%
Source/Calculation: X.5.1
Year: 2004
Final Report
627
1000367
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Segmentation/Skill Based Routing
Use of "Intelligent Routing" Based on ANI or DNIS
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. None:
Percent
58.8%
2. Yes for Routing to Specific
Residential Segment:
3. Yes for Routing to a Specific
Credit Segment:
4. Yes for Routing to a Specific
C/I Segment:
5. Yes for Routing to a Specific
3rd Party (Builder, Contractor,
Etc) Segment:
23.5%
11.8%
17.6%
5.9%
99. Other:
11.8%
Source/Calculation: X.6.1
Year: 2004
Final Report
628
1000368
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Segmentation/Skill Based Routing
Number of Options Provided to the Caller at the First Tier/Level
of VRU Choices
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
4.2
1.0 <= 3.0
3.0 <= 4.0
4.0 <= 5.0
5.0 <= 8.0
Options
8.0
7
.
0
8
.
0
7.0
6
.
0
6
.
0
6
.
0
6
.
0
6
.
0
2
2
3
1
3
8
3
0
2
5
6.0
5
.
0
5
.
0
5
.
0
5
.
0
5
.
0
5
.
0
1
7
8
2
9
3
2
1
3
1
0
5.0
4
.
0
4
.
0
4
.
0
4
.
0
4
.
0
4
.
0
4
.
0
4
.
0
4
.
0
4
.
0
4
.
0
2
4
2
3
4
8
7
4
9
4
5
2
0
1
4
7
1
6
3
4
4.0
3
.
0
3
.
0
3
.
0
3
.
0
3
7
4
1
2
7
2
6
3.0
2
.
0
2
.
0
2
.
0
2
.
0
2
.
0
4
6
2
3
9
2
8
2.0
1
.
0
1.0
0.0
1
2
1
9
1
8
5
4
2
3
1
5
4
0
Total:
Source/Calculation: X.7.1
Final Report
629
Year: 2004
1000633
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Segmentation/Skill Based Routing
Options Provided to Caller at 2nd Tier/Level of VRU
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
5
2 <= 3
3 <= 4
4 <= 5
5 <= 18
Options
18
1
8
16
14
12
10
8
8
7
6
6
6
6
6
4
5
3
8
1
2
3
9
2
2
6
5
4
4
4
4
4
4
4
4
4
4
4
4
6
3
0
8
2
3
4
2
0
1
6
2
9
1
0
4
1
7
1
4
3
3
3
3
3
3
3
3
3
3
3
1
1
7
2
6
4
8
2
8
4
7
2
4
1
3
1
8
2
7
2
2
0
2
3
7
3
2
4
9
1
9
5
4
2
3
4
3
1
5
4
0
2
5
Source/Calculation: X.8.1
Year: 2004
Final Report
630
1000474
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
2005 Customer Service Final Report - Contact Center
Contact Center Technology
(###) Report Viewer Record Number
Pg. 630.1.
Pg. 631.
Pg. 631.1.
Pg. 632.
Pg. 632.1.
Pg. 633.
Pg. 634.
Pg. 635.
Pg. 636.
Pg. 637.
Pg. 638.
Pg. 638.1.
Pg. 639.
Pg. 639.1.
Pg. 640.
Pg. 640.1.
Pg. 641.
Pg. 642.
Pg. 642.1.
Pg. 643.
Pg. 644.
Pg. 645.
Pg. 646.
Pg. 646.1.
Pg. 647.
Pg. 647.1.
Pg. 648.
Pg. 648.1.
Pg. 649.
Pg. 650.
Pg. 650.1.
Pg. 651.
Section Contents
(329) Contact Center Phone System Capabilities (Cont.) (330) Capabilities of IVR/VRU (331) Capabilities of IVR/VRU (Cont.) (332) Computer Telephony Integration Options in Contact Center (333) Computer Telephony Integration Options in Contact Center (Cont.) (334) Latest Date of Implementation or Redesign - Automated Call Distributor
(335) Latest Date of Implementation or Redesign - Voice Response Unit
(336) Latest Date of Implementation or Redesign - Computer-Telephony Interface
(337) Latest Date, Vendor and Version of Implementation - Call Management Software
(338) Latest Date, Vendor and Version of Implementation - Predictive Dialer
(339) Information Available to CSRs for On-Line Bill Analysis (340) Information Available to CSRs for On-Line Bill Analysis (Cont.) (341) Self-Completion/Services Offered in IVR/VRU (342) Voice Response Unit Services Offered (Cont.) (343) Matching Workforce to Call Volume Forecast (344) Matching Workforce to Call Volume Forecast (345) Predicting Hourly Call Volumes for a Given Day One Week Ahead - Percent of Calls
(346) Correspondence Forecasting (347) Correspondence Forecasting (Cont.) (348) Usage of Workforce Management Software (349) Work Management System Vendor - Vender, Version and Year of Installation
(350) Workforce Management Software Provides Real-Time Reporting of Information (351) Primary Use of Workforce Management Software in the Contact Center - 1 = Lowest, 3 = Highest
(352) Primary Use of Workforce Management Software in the Contact Center (Cont.) (353) Most Important Technical Requirements For the Future Contact Center - In The Next Two Years
(354) Most Important Technical Requirements For the Future Contact Center - In The Next Two Years
(355) Technology Investments Made In the Past Year - To Enable Internet/E-Mail Customer Service
(356) Technology Investments Made In the Past Year (Cont.) - To Enable Internet/E-Mail Customer Service
(357) Use of an ACD or Predictive Dialer To Call Out Staff In Outage Situations (358) Type of Non-Manual Interfaces Contact Center Has - With Field Services And/Or Distribution Systems
(359) Type of Non-Manual Interfaces Contact Center Has - With Field Services And/Or Distribution Systems
(360) Contact Center Phone System Capabilities -
XVII
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Contact Center Phone System Capabilities (Cont.)
Q: What capabilities does your call center Phone System have?
Call recording system
CRI (Screen Pops), Call Recording VoIP
CTI - attaching customer info from IVR - Virtual Hold Call backs
Interconnection w ith Dialler (at one site only)
Interfaces w ith message boards, quality monitoring system, and IVR (w ait time)
Source/Calculation: Y.2.99
Year: 2004
Final Report
630.1
6504
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Capabilities of IVR/VRU
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Foreign Language Lines:
Percent
56.3%
2. Telecommunications Devices
For The Deaf:
3. Speech Recognition/Voice
Processing (SR/VP):
4. Inbound and Outbound
IVR/VRU Service:
5. Auto-processing of customer
orders:
99. Other:
6.3%
37.5%
56.3%
68.8%
15.6%
Source/Calculation: Y.3.1
Year: 2004
Final Report
631
9028
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Capabilities of IVR/VRU (Cont.)
Q: What capabilities does your IVR/ VRU have?
Account Information
Account Information
beyond normal functionality like processing some customer requests (e.g auto payments), providing information, our IVR contributes to screen pops and informatio
provided for CSR in handling calls
Language and Service selection. Overflow to alternate site if local queue is long. Time in queue announcements. Voicemail option. Account balance enquiry. Outag
status messages
Source/Calculation: Y.3.99
Year: 2004
Final Report
631.1
902899
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Computer Telephony Integration Options in Contact Center
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Do Not Use:
Pe
8
2. Screen Pop Up Information (other
than ANI/DNIS), e.g. integrated scripting,
call aides etc.:
3. Call Tracking Softw are:
82
50
4. Partial Auto Billing Information:
29
5. Automatic Number
Identification/Dialed Number
Identification Service/Caller ID:
76
6. Skill-Based Routing Functionality:
70
7. Call Quality Tracking and Monitoring:
52
8. Data Mining:
14
9. On Line Help:
26
10. Transaction/Screen Transfer
Capability:
11. Interface w ith Trouble/Outage
Management Systems:
99. Other:
32
52
0
Source/Calculation: Y.4.1
Year: 2004
Final Report
632
9029
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Computer Telephony Integration Options in Contact Center
(Cont.)
Source/Calculation: Y.4.99
Year: 2004
Final Report
632.1
902999
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Latest Date of Implementation or Redesign
Automated Call Distributor
Q: What is the latest date (year), vendor and version of implementation or redesign of the following systems?
1992, Avaya, Version 10
2000 -- Aspect Call Center, Version 8.5
2000 Avaya - Definity G3 8.3; CentreVu Release 3 Version 8 w ith EAS
2001 Aspect
2002
2002
2002
2002 Avaya Ver 9.5
2003
2003 Nortel Symposium, RLS 25.40B
2004; Aspect; 8.4 SP2
2005 Aspect 8.4
2005 Aspect 8.4
2Q2005, Avaya's CM 2.0
8/2003 Rockw ell Spectrum 8.0
8/2003, ROCKWELL, SPECTRUM 8.0
Aspect 2003
ASPECT 8.4
Avaya Call Center version 9.1, 2003
Avaya G3 - Lucent; Aspect
Avaya PBX G3R V9.0
Avaya, 2004, Communication Manager 2.1
Avaya, v10 December 2003
December 2001-Avaya Definity, v 9.1
EAD (Intercom Sw itch) ACD ver. 12
Most current version.
NEC-ACD4 2003
Nortel DMS 100
Nortel Meridian RLS-25
Source/Calculation: Y.5.1
Year: 2004
Final Report
633
2950
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Latest Date of Implementation or Redesign
Voice Response Unit
Q: What is the latest date (year), vendor and version of implementation or redesign of the following systems?
1994, Perophonics, Version 2.3
2002
2002
2002 Avaya Ver 8
2002 Nortel 5.4.1
2002 Syntellect, Version 3.8
2003
2003 -- Syntellect, Version 2.3
2003 Syntellect - Vista 4.0
2004
2004; Syntellect; 4.2
2005 Nortel
5/2000 VIECORE/EDIFY NVANCE
5/2000, VIECORE, EDIFY/NVANCE
Avaya-Sun 280, v1.2.1 January 2004
Billing VRU-May 2003-Conversant Map 100, V7, Outage VRU-May 2001-Milsoft Porsche 2000 VRU
Bright Implemented 1996
Direct Talk - ver 3.1
EDIFY 9.0
EPOS 2001
In House 1994
Installed MPS500 (2003)
Intervoice
Most current version.
N/A
Nortel Open IVR
Nortel Periphonics, 2004, 5.4.1
Nortel VPS/IS
Nuance ASR 8 0 Nuance VOC 3 0 3 IBM WSVR 3 1 2004
Source/Calculation: Y.5.2
Year: 2004
Final Report
634
2951
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Latest Date of Implementation or Redesign
Computer-Telephony Interface
Q: What is the latest date (year), vendor and version of implementation or redesign of the following systems?
1999 - Genesis
1Q2005 IC 6.0.2
2001 ICM 4.6.2
2002
2002 Avaya Ver 9.5
2002 Syntellect, Version 1.7.1.0
2003 Aspect
2004, Internally Developed
2004: Aspect Contact Server (Internally Developed)
2004; Aspect; 5.2
5/2000 VIECORE
5/2000, VIECORE
Avaya V1.3.14
Cisco CTI, 2003, 4.6.2
Cisco ICM v4.6.2
Customer -Telephony Interface 2005 Avaya IC 5.5.1
Genesys Technology & Suite of products
Genisys - T-Server 7.0
January 2004-Conectiv navigator Interface
Most current version.
N/A
N/A
Nortel TAPI Server NSP 2.3.1.4
SimpliCTI August 2003
Upgrade/Patch Symposum Agent (2004)
Source/Calculation: Y.5.3
Year: 2004
Final Report
635
2953
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Latest Date, Vendor and Version of Implementation
Call Management Software
Q: What is the latest date (year), vendor and version of implementation or redesign of the following systems?
2000 , ASPECT SYSTEM MANAGEMENT SUITE, V 2.6.0
2000 Avaya - CentreVu Release 3 Version 8
2000, Avaya CMS, Version 9
2000: Aspect Datamart, Version 3.0
2002
2002 Avaya Ver 9.0
2003
2005 Avaya CMS
4Q2003 Avaya's version 11
8/2003 ROCKWELL ENTERPRISE
8/2003, ROCKWELL, ENTERPRISE
Avaya Center Vu 9.0
Avaya, 2004, r12.0.gf.04
Avaya, v9 August 2001
CCMIS - 2003 - Nortel 5.2 Version
December 2001-Avaya CentreVue CMS 9.0
Enterprise Administrator
Genesys Workforce Mgt version 6.5
Lotus Notes
Meridian Max / Enterprise Administrator
Most current version.
N/A
NEC-Navigator , March 2005
Nortel Symposium 3,0
TCS 2000
Source/Calculation: Y.5.4
Year: 2004
Final Report
636
6505
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Latest Date, Vendor and Version of Implementation
Predictive Dialer
Q: What is the latest date (year), vendor and version of implementation or redesign of the following systems?
1Q2004 Avaya's ver 12
2000, Mosaix, Version 12
2001, Noble Communications, Version (unknow n)
2002 IBM Direct Talk
2003
2004 Davox Ver 4.1.1
2004, Mosaix OBD Dialer, Version 9
2004; Concerto; 7.0
Most current version.
N/A
N/A
N/A
N/A
NA
Outage VRU-May 2001-Milsoft Porsche 2000 VRU
Unison 2.1, 1997
Source/Calculation: Y.5.5
Year: 2004
Final Report
637
6506
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Information Available to CSRs for On-Line Bill Analysis
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Do Not Have:
Percent
14.7%
2. Square Footage:
17.6%
3. Type Of Appliances:
23.5%
4. Type Of Heating:
50.0%
5. Type Of Cooling:
35.3%
6. Type Of Cooking:
26.5%
7. Number Of Appliances:
17.6%
8. Billing History:
82.4%
9. Usage History:
85.3%
99. Other:
17.6%
Source/Calculation: Y.6.1
Year: 2004
Final Report
638
37
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Information Available to CSRs for On-Line Bill Analysis (Cont.)
Q: What information is available to CSRs for on-line bill analysis?
On Demand
send electronically or mal customer usage analysis
Temperature data
Temperatures
TRANSACTION HISTORY
view of customer bill
Source/Calculation: Y.6.99
Year: 2004
Final Report
638.1
8063
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Self-Completion/Services Offered in IVR/VRU
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. No IVR/VRU:
2. Trouble/Outage/Odor Reporting:
Percent
0.0%
76.5%
3. Billing Inquiry:
4. Turn-on/Turn-off Request:
67.6%
17.6%
5. Account Balance/Payment
Information:
97.1%
6. Payment Reporting and
Arrangements:
70.6%
7. Request Marketing/DSM Information:
35.3%
8. Office Location/Hours:
64.7%
47.1%
9. Customer Phone In Meter Reads:
10. Leave Message And Ask For
Callback:
35.3%
11. Meter Reading:
26.5%
12. Deregulation Brochure Requests:
11.8%
13. Billing History Requests:
38.2%
14. General Information Requests:
15. Automated reconnect for service
cuts:
32.4%
16. Bill payment processing:
35.3%
99. Other:
32.4%
11.8%
Source/Calculation: Y.7.1
Year: 2004
InProgress
639
229
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Voice Response Unit Services Offered (Cont.)
Q: What options can the customer select for self-completion/ service in the IVR/ VRU?
Auto Complete Final and Strat Reads
budget amount
DUPLICATE BILL / LETTER OF REFERENCE
Energy Choice (opt in/out)
Energy Choice Opt in/out, Energy Choice price to compare and phone # changes
gas appliance service appointment scheduling; duplicate bill
Information on areas affected by outages
Level Payment Plan enrollment and removal, EFT enrollment, Letter of Credit, Credit Card Payments
Obtain outage information
Phone number update
Set up Payment plan, agency location, mailing address
Source/Calculation: Y.7.99
Year: 2004
Final Report
639.1
8093
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Matching Workforce to Call Volume Forecast
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Overtime:
Percent
85.7%
2. Part Time Staff:
80.0%
3. Staggered Breaks & Lunches:
97.1%
4. Flexible Start and End Times:
40.0%
5. Schedules based on achieving
service level every day not
every hour:
48.6%
6. Weekly Schedule Changes:
22.9%
7. Monthly Schedule Changes:
17.1%
8. Tw ice Yearly Schedule
Changes:
9. Annual Schedule Changes:
20.0%
28.6%
10. Staggered Shifts:
85.7%
99. Other:
22.9%
Source/Calculation: Y.8.1
Year: 2004
Final Report
640
1000056
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Matching Workforce to Call Volume Forecast
Q: How do you match workforce to call volume forecast?
New hire schedules
Optimize schedules as required
Part Time Schedules Change Every 2 Months
Quarterly Schedule Changes
Quarterly schedule changes
quarterly shift changes
Schedules based on achieving service level every 30 minutes
static shifts
Source/Calculation: Y.8.99
Year: 2004
Final Report
640.1
7021
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Predicting Hourly Call Volumes for a Given Day One Week Ahead
Percent of Calls
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Usually Within 5%:
Percent
40.0%
2. Usually Within 10%:
46.7%
3. Usually Within 20%:
10.0%
4. Usually Within 30% or more:
3.3%
Source/Calculation: Y.9.1
Year: 2004
Final Report
641
7020
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Correspondence Forecasting
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Letters:
Percent
37.5%
2. Faxes:
37.5%
3. E-mail:
50.0%
4. Internet Site Inquiries:
25.0%
99. Other:
37.5%
Source/Calculation: Y.10.1
Year: 2004
Final Report
642
100675
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Correspondence Forecasting (Cont.)
Q: For which do you perform forecasting of correspondence?
forthcoming in late 2005
Handled in off peak times
WFM Forecast
Source/Calculation: Y.10.99
Year: 2004
Final Report
642.1
100676
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Usage of Workforce Management Software
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
Percent
1. Yes, Associated w ith ACD
Sw itch:
70.6%
2. Yes, Separate from ACD and
Not Integrated:
17.6%
3. No, Rely on ACD Reporting
Only:
8.8%
4. No, Do Not Use Any form of
Automated Workforce
Management Tools:
2.9%
Source/Calculation: Y.11.1
Year: 2004
Final Report
643
2855
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Work Management System Vendor
Vender, Version and Year of Installation
Q: Who is your Work Management System vendor? note: Please provide version and year of installation.
2004; Aspect; 6.2.3.1
Aspect & eResouce Planner
Aspect 4X / 5X 1999
Aspect 6.2 (upgraded from 6.0.0.1 in 2003)
Aspect 6.2 installed 1997 - upgraded 07/04
Aspect E-Workforce Management 2003
Aspect e-w orkforce management version 6.2, 2003
ASPECT E-WORKFORCE MGMT 2000 version S.1.1.0 - install 04-2000,
Aspect Ew orkforce, Version 6.1, 2004
Aspect Ew orkforce, Version 6.1, 2004
Aspect TCS V6.1
Aspect TCS Version 8.0
Aspect Version 6.3
Aspect Version 6.3, originally installed several years ago and upgraded to Version 6.3 in 2005.
ASPECT WORKFORCE MANAGEMENT V 6.2.1.0
2003,
Aspect, TCS Version 8.0
Blue Pumpkin Director Enterprise version 3.2.1.1, installed in 2002.
Blue Pumpkin, 2004 - 3.3 version
Blue Pumplin 3.1.0.51--2001
Change Management
eResource Planner; Aspect/TCS
e-w orkforce management
Genesys Workforce Mgt version 6.5.001.5 installed 2002,
Home Grow n - Using ACD info and Staffing info
IEX 2004 3.5.2.4
IEX Totalview v3.5.2.4 (updated in 2004)
IEX Totalview v3.5.24, 1999
IEX TotalView Ver3.5 2004
NEC-ACD4 2003
Source/Calculation: Y.12.1
Year: 2004
Final Report
644
9926
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Workforce Management Software Provides Real-Time Reporting
of Information
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. No Workforce Management
Softw are:
2. Yes, Reading Data From the
ACD:
3. No, ACD Information is Lagging
(e.g. End of Day):
4. No, Not Integrated With the
ACD:
Percent
6.1%
66.7%
18.2%
9.1%
Source/Calculation: Y.13.1
Year: 2004
Final Report
645
2856
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Primary Use of Workforce Management Software in the Contact
Center
1 = Lowest, 3 = Highest
Question
1. No Workforce Management
Softw are:
1 2 3 4 5 6 7 8
1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
-
1
-
-
-
-
-
-
-
-
-
-
3
-
-
-
-
-
-
-
-
-
-
4
3
-
-
2
-
2 2 1 1 2
-
-
2 2 2
-
4 2 2 2 3 3 2
-
2 3 2 1 1 3 3 2
-
3
-
3 2 3 3
68
2
-
-
3
-
3 3 3 3 3 3
-
3 3 3
-
5 3 3 3 2 3 3
-
3 1 3 3 2 2 2 3 3 2
-
2 1 3 2
86
1
-
-
-
-
-
1 2
-
1 1
-
-
-
-
1 1
-
-
-
-
2 1 1
-
-
-
-
1 1
21
-
-
-
1
-
1
-
-
2
-
2
-
1 1 1
-
2
-
1 1
-
3 1
-
1
-
-
2 3
-
-
-
2 1
-
1
-
3
-
30
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Total
2. Forecasting Call Loads:
3. Scheduling Agents:
4. Alerting Call Center
Management to Exceeded
Thresholds:
5. Analysis of Performance
Levels for a Defined Period of
Time:
-
-
1 2
-
1 1 1 1
99. Other:
-
-
-
-
-
Source/Calculation: Y.14.1
Year: 2004
Final Report
646
2857
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Primary Use of Workforce Management Software in the Contact
Center (Cont.)
Q: What is the primary use of Workforce Management Software in your call center?
Schedule Adherence
Source/Calculation: Y.14.99
Year: 2004
Final Report
646.1
3509017
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Most Important Technical Requirements For the Future Contact
Center
In The Next Two Years
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Data Integration Including CTI:
Percent
65.7%
2. Multichannel Reporting:
74.3%
3. Training Support
(CSRTraining):
4. High Availability:
48.6%
37.1%
5. Migration To Voice Over IP:
34.3%
6. Interoperability Of System and
Applications:
7. Unified Desktop:
45.7%
31.4%
8. Speech Recognition:
45.7%
9. Text to Speech:
14.3%
10. Data Warehouse:
34.3%
99. Other:
2.9%
Source/Calculation: Y.15.1
Year: 2004
Final Report
647
6054
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Most Important Technical Requirements For the Future Contact
Center
In The Next Two Years
Q: In next 2 years, what will be the most important technical requirements for the future call center?
Automated Queue Callback System
Source/Calculation: Y.15.99
Year: 2004
Final Report
647.1
1000304
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Technology Investments Made In the Past Year
To Enable Internet/E-Mail Customer Service
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. None:
Percent
36.4%
2. Web-site Transaction
Enhancements:
3. Self-service Options Available
on Web-site:
4. Online Billing & Payment
Added:
5. Integration of Website to our
CIS System:
99. Other:
54.5%
51.5%
24.2%
18.2%
6.1%
Source/Calculation: Y.16.1
Year: 2004
Final Report
648
1000057
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Technology Investments Made In the Past Year (Cont.)
To Enable Internet/E-Mail Customer Service
Q: What technology investments have you made in the past year to enable internet/ e-mail customer service?
storm center developed--enable system w ide outage status reporting and individual customer outage status lookup
w eb self serve
Source/Calculation: Y.16.99
Year: 2004
Final Report
648.1
6083
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Use of an ACD or Predictive Dialer To Call Out Staff In Outage
Situations
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Yes:
Percent
9.1%
2. No:
90.9%
Source/Calculation: Y.17.1
Year: 2004
Final Report
649
60106
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Type of Non-Manual Interfaces Contact Center Has
With Field Services And/Or Distribution Systems
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
P
1. None:
2. Scheduling non-appointment service
orders in Mobile Data:
3. Scheduling service order appointments
in Mobile Data:
4. Transmission of customer-reported
outage condition information to outage
management systems (either via live
customer call, via IVR/VRU, or via
contract vendor):
5. Automated outage update information
provided to customers speaking w ith a
CSR:
6. Automated outage update information
provided to the customers via the
IVR/VRU:
7. Automated outage updates (on
breakers) from SCADA provided to CSRs
show ing if a particular customer's service
is out:
99. Other:
Source/Calculation: Y.18.1
Year: 2004
Final Report
650
60107
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Type of Non-Manual Interfaces Contact Center Has
With Field Services And/Or Distribution Systems
Q: What type of non-manual interfaces does your Call Center have with Field Services and/ or Distribution systems?
Outage info updated on w eb every 15 min
Source/Calculation: Y.18.99
Year: 2004
Final Report
650.1
60352
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Contact Center Technology
Contact Center Phone System Capabilities
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Automatic Call Distribution
(ACD):
2. Interconnected Phone
Facilities:
3. Dedicated Lines or Positions
For Large Customers:
4. Interfaces With Work Force
Management Softw are:
5. Outbound Calling:
Percent
100.0%
77.1%
51.4%
80.0%
62.9%
6. In-Home Telephone Answ ering
Systems/At Home CSRs:
7. Call Reporting Softw are:
31.4%
94.3%
8. Interface w ith Email
Management Softw are:
9. Automated interface w ith
outage management:
99. Other:
14.3%
42.9%
14.3%
Source/Calculation: Y.2.1
Year: 2004
Final Report
651
2854
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
2005 Customer Service Final Report - Contact Center
Outbound Calling
(###) Report Viewer Record Number
Pg. 652.
Pg. 653.
Pg. 654.
Pg. 654.1.
Pg. 655.
Pg. 655.1.
Pg. 656.
Pg. 656.1.
Section Contents
(362) Outbound Calls Made - Percent of Total Outbound Calls
(363) Outbound Calls as Call-Backs for Initial Inquiries (364) Outbound Calls for Product/Service Sales (365) Outbound Calls for Product/Service Sales (366) Outbound Calls for Call-Backs to Customer Inquiries (367) Outbound Calls for Call-Backs to Customer Inquiries (368) Outbound Calls for Credit Calls (369) Outbound Calls for Credit Calls (Cont.) -
XVIII
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: REGULAR
Outbound Calling
Outbound Calls Made
Percent of Total Outbound Calls
Mean
87%
Percent of Total Outbound Calls
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
4
7
7
1
4
9
3
8
2
2
1
7
3
7
1
6
2
9
Calls for Sales of Services
2
4
2
5
8
4
2
3
1
8
3
0
6
2
7
4
0
1
9
1
5
Call-backs from Initial Inquiries
3
3
1
4
8
2
8
3
2
2
6
3
4
3
9
4
5
4
2
1
2
4
1
5
1
0
2
0
2
Collections-related Calls to Pursue Payments
Source/Calculation: Z.2.1/SUM{Q.19}
Year: 2004
Final Report
652
Calculation shown is for the first piece of the stacked bar only.
1000501
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Outbound Calling
Outbound Calls as Call-Backs for Initial Inquiries
Percent
100%
80%
60%
40%
20%
0%
1
6
1
3
6
1
7
2
4
3
0
2
2
4
9
3
8
4
0
2
9
3
5
8
4
1
1
5
3
9
1
4
8
4
5
1
9
1
2
4
2
2
4
7
2
7
3
1
2
3
2
8
7
3
4
1
8
2
6
2
0
3
7
4
Outage or Emergency-Related Calls
Billing Inquiries
New Service Connection/Relocation/Upgrade
Assistances w ith Sales of Product or Service
Credit Inquiries
Other
2
5
1
0
3
2
Source/Calculation: Z.3.4/SUM{Z.3}
Year: 2004
Final Report
653
Calculation shown is for the first piece of the stacked bar only.
1000502
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Outbound Calling
Outbound Calls for Product/Service Sales
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. By the same agents w ho take
inbound calls:
2. By dedicated agents for sales
calls:
99. Other:
Percent
14.3%
42.9%
42.9%
Source/Calculation: Z.4.1
Year: 2004
Final Report
654
1000503
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Outbound Calling
Outbound Calls for Product/Service Sales
Q: For your outbound calling for product/ service sales, who performs the outbound calls?
Auto dial message delivered to inbound agents if interested.
IVR
No outbound calls for product and services
Source/Calculation: Z.4.99
Year: 2004
Final Report
654.1
1000659
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Outbound Calling
Outbound Calls for Call-Backs to Customer Inquiries
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. By the same agents w ho take
inbound calls:
2. By dedicated agents for
outbound calls:
99. Other:
Percent
43.8%
31.3%
43.8%
Source/Calculation: Z.5.1
Year: 2004
Final Report
655
1000504
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Outbound Calling
Outbound Calls for Call-Backs to Customer Inquiries
Q: For your outbound calling for call-backs to customer inquiries, who performs the outbound calls?
inhouse automated system
IVR
no call-back
Our IVR callout applications w ith prompt to CSR feature
outsourcer's automated system
Passed to the appropriate department or group for handling
VRU
Source/Calculation: Z.5.99
Year: 2004
Final Report
655.1
1000660
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Outbound Calling
Outbound Calls for Credit Calls
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. By the same agents w ho take
inbound calls:
2. By dedicated agents for credit
calls:
99. Other:
Percent
25.0%
60.0%
40.0%
Source/Calculation: Z.6.1
Year: 2004
Final Report
656
1000505
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Outbound Calling
Outbound Calls for Credit Calls (Cont.)
Q: For your outbound calling for credit calls, who performs the outbound calls?
IVR callout applications; vendor used for VRU callouts on selected outbound campaigns
Contractor
Dedicated contract w orkforce (NCO).
IVR
NCO reps
Predictive Dialer
Unattended Dialer
VRU - Recorded Message
Source/Calculation: Z.6.99
Year: 2004
Final Report
656.1
1000661
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
2005 Customer Service Final Report - Contact Center
Focus Area: 1st Contact Resolution
(###) Report Viewer Record Number
Pg. 657.
Pg. 658.
Pg. 659.
Pg. 660.
Pg. 660.1.
Pg. 661.
Pg. 661.1.
Pg. 662.
Pg. 663.
Pg. 664.
Pg. 665.
Pg. 666.
Pg. 667.
Pg. 668.
Pg. 669.
Pg. 670.
Pg. 671.
Pg. 672.
Pg. 673.
Pg. 674.
Pg. 675.
Pg. 675.1.
Pg. 676.
Pg. 677.
Pg. 678.
Pg. 679.
Pg. 680.
Pg. 681.
Pg. 681.1.
Section Contents
(371) Program/Project/Initiative In Place to Track or Address "First Call Resolution" (372) Definition of "First Contact Resolution" (373) Program/Project/Initiative In Place Aimed At Addressing "First Call Resolution" Issues (374) Tracking Calls Resolved On First Contact (375) Tracking Calls Resolved On First Contact (cont.) (376) Method Used to Track Repeat Calls (377) Method Used to Track Repeat Calls (Cont.) (378) Percent of Calls Completely Resolved On First Contact - Including Normal Operations and Major Events
(379) Percent of Calls that are Repeat Calls - Including Normal Operations and Major Events
(380) Calls Completely Resolved on First Contact - Excluding Major Events
(381) Repeat Calls - Excluding Major Events
(382) Administration of Customer Satisfaction Survey - To Determine Calls Resolved On First Contact
(383) Administration of Customer Satisfaction Survey To Determine Calls Resolved On First Contact - Frequency/Timing
(384) Administration of Customer Satisfaction Survey To Determine Calls Resolved On First Contact - Total Customer Population Surveyed Last Year
(385) Administration of Customer Satisfaction Survey To Determine Calls Resolved On First Contact - Means of Conducting the Survey (Phone, Email etc)
(386) Administration of Customer Satisfaction Survey To Determine Calls Resolved On First Contact - Who/What Function Administered the Survey
(387) Administration of Customer Satisfaction Survey To Determine Calls Resolved On First Contact - Key Elements of the Survey
(388) Administration of Customer Satisfaction Survey To Determine Calls Resolved On First Contact - Scoring Approach
(389) Evaluation of Overall Ability to Track "First Call Resolution" (390) New or Future Approaches Used to Address First Call Resolution (391) Distinguishing Between First-Call Resolution and First-Contact Resolution (392) Distinguishing Between First-Call Resolution and First-Contact Resolution (Cont.) (393) Measurement of First Contact Resolution (394) Formal Failure Analysis Included in First Contact Resolution Process (395) Measuring First Contact Resolution by Communications Channel (396) First Call Resolution Process - Functions Formally Involved (Participate in , Receive and Share Feedback, Tied-in Performance Measures)
(397) Call Type Transactions Producing Repeat Calls (398) Root Cause after 1st Call Resolution Tracking (399) First Contact Resolution Used as a Performance Indicator in Corporate Scorecard -
XIX
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Program/Project/Initiative In Place to Track or Address "First Call
Resolution"
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Yes:
Percent
58.8%
2. No:
41.2%
Source/Calculation: AA.2.1
Year: 2004
Final Report
657
100680
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Definition of "First Contact Resolution"
Q: What is your company's definition of 1st Contact Resolution?
1 contact w ith 1 company representative results in a resolved concern
Based on tw o survey questions: Answ er must be "once" to "Number of times you contacted us regarding this issue" and "yes" to "Did w e resolve the reason for
your call? The tw o questions are cross tabulated to get FCR.
Calls that can be handled w ith 1st representative contact
Complete the customer request on the first call
Complete the customer request on the first call.
customer calls one time w ithin a calendar month for a particular call type
Customer calls only once to resolve an issue
Customer w ho says its problem w as resolved on first call
Customer's needs w ere met on the first call.
Customers w ho have issue resolved after initiating only one contact
Handling customer concern in one contact
If first CSR customer spoke w ith w as able to resolve problem/issue
Issue resolved w ith first contact....no follow up calls from customer on the same issue.
Measured 2 w ays: 1.by random customer perception survey of recently completed call; "w as your call resolved on the 1st contact?" and 2. transaction tracking o
all incoming calls - no repeat calls w ithin 5 days.
No call back forma the customer from the original call
Percent of customer request satisfied on the initial call.
PROBLEM RESOLVED ON INITIAL CUSTOMER CALL
Quality customer interaction meet or exceed expectation
Resolve the problem on the first call.
resolving an issue as a result of initial contact.
Resolving customer contact on the first call everytime.
Resolving the customers' issue or need to their satisfaction in the first call to the company.
The customer's issue is resolved on the first contact, by the person receiving the contact. It is not routed to antybody else for resolution.
Utility w ants to handle the customers inquiry on the first call
We don't have one
When customer's issue is resolved after 1st contact so they do not need to contact the Company again for the same issue.
Source/Calculation: AA.3.1
Year: 2004
Final Report
658
100686
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Program/Project/Initiative In Place Aimed At Addressing "First
Call Resolution" Issues
Q: If you have a program/ project/ initiative in place aimed at specifically addressing "first call resolution" issues, please describe.
All Call Center employee initiative. Formal program in process.
Analysis team to identify opportunities, project teams to pursue improvement efforts
Currently investigating options, nothing in place as of YE 2004
Each CSR is measured monthly for FCR based on all incoming calls - this cascades up to a FCR Call Center target and a Customer Operations target that also
includes FCR for face to face contacts and is part of our management performance incentive program.
Each manager decides w hat actions should be undertaken
Focus on CSR behaviors and improving w ork processes
In a monthly survey questionaire
Initiative focuses on CSA behavior and Call Center w ork processes
Initiative to focus on quality training and procedures.
MEASURE IS TRACKED AND MONITORED ON A STATISTICAL BASIS BY CONSULTING AGENCY FIELD SURVEY
ongoing effort to streamline policies/procedures so customer issues can be resolved the first time
project to resolve callers issues w ith first contact w ith the utility. If the employee received the call w e w ant the employee to be trained to handle the call and satis
the customers issue.
results are review ed monthly - action plans are implemented if traget goal not met
Third party survey, problem resolution and look at calls per customer on an annual basis.
this is an improvement objective in the annual business plan; w e trend and leverage results from our monthly customer satisfaction survey; w e identify processes
that drive transfers, handoffs and recalls and attempt to reduce/improve
We have a program to promote self-service technology, payment options & payment plans, and agents make minor bill adjustments.
We have defined "First Contact Resolution" as w ell as "One Contact Resolution" and used these definitions to define and design our w ork flow s. We have started
measure and track both. It is still early days and w e are on a learning curve.
We look at monthly data for cust service purposes
We perform failure analysis research. For example a team is w orking on improving high bill & outage status callback single contact resolution. It is difficult to
acheive high resolution scores on this type of call.
We quantify the repeat calls into tw o categories (preventable and non-preventable) and set procedures in place to eliminate as many of the preventable calls as
possible. A monthly report is created that extract repeat call information from CTI database.
Source/Calculation: AA.4.1
Year: 2004
Final Report
659
100687
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Tracking Calls Resolved On First Contact
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
Percent
1. Do Not Track:
42.4%
2. Calls Transferred Count:
3.0%
3. Customer Satisfaction Survey
(via callback to customer):
48.5%
4. Customer Satisfaction Survey
(via letter or email to customer):
9.1%
5. CSRs document resolution
status on Customer System via
logging/logging softw are (e.g.
status at end of call):
6. Sample via call monitoring:
3.0%
21.2%
7. Call Tracking (Track Phone
Number Dialed or Use System
Reports):
3.0%
99. Other:
6.1%
Source/Calculation: AA.5.1
Year: 2004
Final Report
660
7049
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Tracking Calls Resolved On First Contact (cont.)
Q: How do you track calls resolved on first contact?
Call Tracking in the Customer System
Customer Contact Classification Coding of all calls by CSRs and all calls taped for review .
Source/Calculation: AA.5.99
Year: 2004
Final Report
660.1
1000305
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Method Used to Track Repeat Calls
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
Percent
1. Do Not Track:
42.4%
2. Customer Satisfaction Survey
(Via Callback To Customer):
24.2%
3. Customer Satisfaction Survey
(Via Letter or Email To
Customer):
4. CSRs Document On Customer
System Via Logging/Logging
Softw are (e.g. Status At End of
5. Review Phone Reporting
(Dialled Number, Time or Call,
Etc):
6. Sample Via Call Monitoring:
6.1%
3.0%
0.0%
9.1%
7. Call Tracking (Track Phone
Number Dialed or Use System
Reports):
99. Other:
9.1%
6.1%
Source/Calculation: AA.6.1
Year: 2004
Final Report
661
100681
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Method Used to Track Repeat Calls (Cont.)
Q: How do you track repeat calls? (Choose your primary approach only.)
All calls tracked by transactions ; Any call back w ithin 5 days based on the original call is considered not resolved on 1st contact..
beginning to explore repeat customer calls for similar reasons using our CIS contacts
Source/Calculation: AA.6.99
Year: 2004
Final Report
661.1
100689
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Percent of Calls Completely Resolved On First Contact
Including Normal Operations and Major Events
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
76%
88% => 83%
83% => 79%
79% => 73%
73% => 43%
Percent
90%
8
8
%
8
7
%
8
4
%
8
4
%
8
4
%
8
2
%
8
2
%
8
1
%
80%
8
0
%
7
9
%
7
8
%
7
8
%
7
6
%
7
4
%
7
3
%
7
0
%
70%
6
0
%
60%
5
6
%
50%
4
3
%
40%
30%
20%
10%
0%
3
1
5
1
3
2
7
2
6
2
2
4
6
1
7
4
7
1
2
2
3
8
3
0
1
0
2
0
3
7
1
6
4
9
1
8
2
5
4
0
1
9
2
4
8
1
7
3
1
2
4
2
8
3
2
3
4
2
9
3
9
4
5
4
2
4
1
5
3
8
Source/Calculation: AA.7.1
Year: 2004
Final Report
662
Only Participants with All the Data are Shown
7428
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Percent of Calls that are Repeat Calls
Including Normal Operations and Major Events
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
26.2%
16.0% <= 20.0%
20.0% <= 22.0%
22.0% <= 32.0%
32.0% <= 44.0%
Percent of Calls
45.0%
40.0%
3
0
.
0
%
35.0%
4
0
.
0
%
4
0
.
0
%
4
4
.
0
%
1
6
2
3
3
7
3
2
.
0
%
30.0%
25.0%
20.0%
1
6
.
0
%
1
6
.
0
%
1
3
2
6
1
7
.
0
%
2
0
.
0
%
2
0
.
0
%
2
0
8
2
1
.
2
%
2
2
.
0
%
2
2
.
5
%
15.0%
10.0%
5.0%
0.0%
3
0
7
4
7
1
2
1
0
2
2
3
8
4
1
8
2
5
6
2
7
4
0
1
9
1
5
3
2
3
1
1
7
2
8
2
4
4
9
3
2
3
4
2
9
3
9
4
5
4
2
1
4
1
5
4
8
Source/Calculation: AA.7.2
Year: 2004
Final Report
663
9902
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Calls Completely Resolved on First Contact
Excluding Major Events
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
77.2%
98.5% => 81.5%
81.5% => 80.0%
80.0% => 76.8%
76.8% => 43.0%
Percent of Calls
100.0%
90.0%
9
8
.
5
%
8
2
.
0
%
8
2
.
0
%
8
1
.
0
%
8
0
.
0
%
8
0
.
0
%
80.0%
7
8
.
8
%
7
7
.
5
%
7
6
.
0
%
7
0
.
0
%
70.0%
60.0%
4
3
.
0
%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
2
2
2
4
6
2
6
2
3
7
1
2
3
0
1
0
1
6
3
8
2
8
3
1
1
8
1
3
2
5
2
7
4
0
1
9
1
5
3
4
8
2
0
1
7
3
7
2
4
4
9
3
2
3
4
2
9
3
9
4
5
4
2
4
7
1
4
1
5
8
Source/Calculation: AA.8.1
Year: 2004
Final Report
664
9908
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Repeat Calls
Excluding Major Events
Mean
Quartile 1
Quartile 2
Quartile 3
Quartile 4
25.8%
15.0% <= 20.6%
20.6% <= 22.5%
22.5% <= 31.0%
31.0% <= 40.0%
Percent of Calls
40.0%
35.0%
3
0
.
0
%
3
2
.
0
%
4
0
.
0
%
30.0%
25.0%
20.0%
2
0
.
0
%
2
1
.
2
%
2
2
.
5
%
1
5
.
0
%
15.0%
10.0%
5.0%
0.0%
3
0
2
6
7
1
2
1
0
2
2
1
6
2
7
3
1
4
8
2
3
1
5
1
7
4
0
3
8
6
2
5
1
3
1
8
2
3
4
1
9
4
5
2
0
3
7
5
4
1
1
8
4
2
2
8
3
9
2
9
3
4
3
2
4
9
2
4
4
7
Source/Calculation: AA.8.2
Year: 2004
Final Report
665
Only Participants with All the Data are Shown
9909
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Administration of Customer Satisfaction Survey
To Determine Calls Resolved On First Contact
Q: If you use a Customer Satisfaction Survey to determine calls resolved on first contact, please comment on how the survey was administered.
3rd party trans. survey that tracks cust. sat. on a 10 point scale. Measures level of sat. w ith contact resolution. FE scored 81% in the 9 and 10 range in their over
sat. rating. In addition., FE received a low number of calls on a per cust. basis
4page 46-question cust sat survey mailed w eekly to random residential and commercial customers w ho have had recent service contact in one of 6 service types
some questions cover 'first contact'
Based upon results of one question w here Interview er asks "How many different times did you speak w ith a (COMPANY) representative in order to complete you
business?" Customers w ho answ er 1 are considered successful 1st call resolution contacts,
Callback survey, sample from contacts to call center
Calls made to customer w ho recently contacted IPL.
Don’t truly measure this aspect. During interview s measuring service delivery via Contact Centre (CustomerCare survey), ask customers w hether their call w as
resolved immediately, but it is not necessarily the 1st time they called.
During random perception surveys, customers that indicate they had a recent call w ith the Company are asked " Was your need fulfilled or your problem resolved
w ithin 1 phone call?"
Phone Survey 4 - 14 days after transaction is complete
Random survey of customers w ho transacted w ith the company by phone
Random survey of customers w ho transacted w ith the company by phone.
randon sampling of customers w ho call into call center for all types of calls
STATISTICAL
Survey customers that have previously contacted the company.
survey customers w ho called w ithin tw o w eeks of call
Survey Recent Transactions
Telephone Interview of random sample about one w eek after customer calls FPL
The customer survey is transaction based.
Use outside survey group
Source/Calculation: AA.9.1
Year: 2004
Final Report
666
60073
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Administration of Customer Satisfaction Survey To Determine
Calls Resolved On First Contact
Frequency/Timing
Q: If you use a Customer Satisfaction Survey to determine calls resolved on first contact, please comment on how the survey was administered.
All year round
Continuall in field, monthly and quarterly reporting
Continuos
Continuous sample, reported tw ice annually.
continuous tracking reported quarterly.
Money
Monthly
MONTHLY
quarterly
Quarterly
Quarterly
Surveys completed w eekly, 4 - 12 days after the transaction is complete
surveys mailed w eekly and monthly reports provided
The above question is asked of every customer w ho is surveyed - based on random sampling of customer w ho have contacted the company
Weekly
Within w eek of call.
Source/Calculation: AA.9.2
Year: 2004
Final Report
667
60325
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Administration of Customer Satisfaction Survey To Determine
Calls Resolved On First Contact
Total Customer Population Surveyed Last Year
Q: If you use a Customer Satisfaction Survey to determine calls resolved on first contact, please comment on how the survey was administered.
1,110.
100% random sample
10000
1200
1200
15 300
2400
5830
6,000
6000
6000
78,153 in 2004
Source/Calculation: AA.9.3
Year: 2004
Final Report
668
60326
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Administration of Customer Satisfaction Survey To Determine
Calls Resolved On First Contact
Means of Conducting the Survey (Phone, Email etc)
Q: If you use a Customer Satisfaction Survey to determine calls resolved on first contact, please comment on how the survey was administered.
mail
Mail
mail
Phone
Phone
Phone
Phone
phone
phone
PHONE
Phone
Phone
Phone
phone
Telephone
Telephone
Source/Calculation: AA.9.4
Year: 2004
Final Report
669
60327
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Administration of Customer Satisfaction Survey To Determine
Calls Resolved On First Contact
Who/What Function Administered the Survey
Q: If you use a Customer Satisfaction Survey to determine calls resolved on first contact, please comment on how the survey was administered.
3rd party
3rd Party Vendor
3rd party vendor
Change Management
Completed by Contractor
Customer Assessment group
Customer Research and Information in Strategy Organization
customer research dept and contracted vendor
Customer service via outside vendor.
Eskom Service Measurement Department manages survey & reports results. Interview s conducted by independent research house.,
Market Research
Market Research
OUTSIDE CONSULTING AGENCY
Outside source
outside vendor
Source/Calculation: AA.9.5
Year: 2004
Final Report
670
60328
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Administration of Customer Satisfaction Survey To Determine
Calls Resolved On First Contact
Key Elements of the Survey
Q: If you use a Customer Satisfaction Survey to determine calls resolved on first contact, please comment on how the survey was administered.
assess overall satisfaction and key drivers
CUSTOMER HAD RECENT CONTACT WITH COMPANY
Customer rating of contact and resoultion.
Customers rate specific aspects of 3 service dimensions, namely Contact Centre Service Delivery, Follow -up Service Delivery, Overall Service Delivery
First Call resolution, Satifaction w ithe VRU and CSR and specific attributes of each.
First Call Resolution, Satisfaction w ith the VRU and the CSR and specific atributes of each
Key measures (satisfaction w ith the Call, VRU, CSR), Key Driver Analysis, Resolution analysis.,
Overall Satisfaction w ith experience;
Reasons for call, quality of call
Satisfaction
soft skill and 1st call resolution
specific questions cover full spectrum of service experience ; verbatim comments sections are provided
Types of calls and number of contacts.
Was the rep courteous?, did they listen?, w ere thet know ledgeable?, did w e resolve the problem?, did w e answ er your questions?, did w e ask appropriate
questions to clarify your needs?, w as your need fulfilled or your problem resolved w ithin one phone call
Source/Calculation: AA.9.6
Year: 2004
Final Report
671
60329
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Administration of Customer Satisfaction Survey To Determine
Calls Resolved On First Contact
Scoring Approach
Q: If you use a Customer Satisfaction Survey to determine calls resolved on first contact, please comment on how the survey was administered.
0-10 scale
1 - 10 w ith 10 as the highest degree of satisfaction.
1 to 10 satisfaction scale
1-100 scale
5 point scale: Excellent, Very Good, Good, Fair Poor
Customers rate each service aspect on 10-point rating scale, w here 1=Very Poor and 10=Excellent. The question w hether their query w as resolved immediately
not, is a "Yes/ No" answ er.,
Excellent, Good, Fair, Poor, Not Sure,
Percent of customers w ho say called once on issue
PERCENTAGE
-- EXCELLENT, VERY GOOD, GOOD, FAIR, POOR
Top-2 box, 7 point scale.
Was Issue resolved?
Zero to ten scale
Source/Calculation: AA.9.7
Year: 2004
Final Report
672
60330
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Evaluation of Overall Ability to Track "First Call Resolution"
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
Percent
1. Do not measure at all:
29.0%
2. Measure it, but is not currently
valid as an indicator:
3.2%
3. Able to track and use as an
indicator only partially w ith low
degree of certainty:
25.8%
4. Able to track and use as an
indicator w ith a reasonable
degree of certainty:
38.7%
5. Able to track and measure as
an indicator w ith high degree of
certainty:
3.2%
Source/Calculation: AA.10.1
Year: 2004
Final Report
673
100685
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
New or Future Approaches Used to Address First Call Resolution
Q: Identify and describe any new or future approaches you will be using to address first call resolution.
Build a tracking method to capture complaints and resolutions via our online billing system based on call type and w hat w as done to handle the call. Follow ed by
random survey calls to see if the customers w as satisfied.
Currently investigating several options including technology and surveys.
Evaluating repeat calls off CTI.
IMPLEMENTATION OF CCS SAP MODULEIN 2005 WILL ENABLE US TO CPTURE MORE ACCOUNT DETAIL.
Implementation of several new technologies that w ill enable us to match the voice of the customer to specific transactions.
In the future, there may be an opportunity to use the results of our new monthly transactional customer satisfaction survey or pilot a 360 customer sat survey afte
each customer contact.
investigating use of phone survey to determine first call resolution
Looking at benchmark studies (best practices) to implement.
Looking at benchmark studies (best practices) to implement.
No change to current script.
No new approach in sight
Number times customers actually called in set w indow of time per technoloby records
Recognizing the importance of first call resolution, w e may institute a review of our post call messages to look for patterns of repeat calls
Relating 1 call resolution w ith repeat calls identified by category using CIS customer contacts
survey, statistical method
Under development
Use CTI to take repeat calls.
use of IVR autmated callout survey, including speech rec option; offer automated survey to be completed at end of initial call
VRU verbage enhancements, Process changes for multiple request
We are doing root cause analysis of repeat calls for those that are w ithin our control that w e should have prevented, and for those that w e gladly expect such as
rescheduled appointment that avoids an unnecessary field visit.
We are in the preliminary stages of defining first call resolution
We are in the preliminary stages of defining first call resolution.
Source/Calculation: AA.11.1
Year: 2004
Final Report
674
100688
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Distinguishing Between First-Call Resolution and First-Contact
Resolution
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. No:
Percent
77.8%
99. Yes, Describe:
22.2%
Source/Calculation: AA.12.1
Year: 2004
Final Report
675
100820
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Distinguishing Between First-Call Resolution and First-Contact
Resolution (Cont.)
Q: Do you distinguish between first-call resolution and first-contact resolution?
Currently survey transactions completed by phone
Do not surveycustomer w ho has contacted via w eb or email.
First call for the telephone call center, first contact for face to face at service Centers, and field service visits.
First-Call = call to call center; First Contact = contacts through all channels
Survey call traffic only
'Was first svc rep you spoke w ith able to resolve your problem' and 'How many times did you have toicontact PG&E before your request or problem w as complete
resolved'
Source/Calculation: AA.12.99
Year: 2004
Final Report
675.1
100824
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Measurement of First Contact Resolution
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
Percent
1. None:
32.1%
2. Satisfactory Handling of the
Customer Request (E.G. Call
Center):
3. Satisfactory Completion of the
Work or Order:
60.7%
57.1%
4. Satisfactory Time Frame for
Completion of the Work or Order:
39.3%
5. Overall Resolution of the
Customers Issue:
60.7%
99. Other:
0.0%
Source/Calculation: AA.13.1
Year: 2004
Final Report
676
1000369
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Formal Failure Analysis Included in First Contact Resolution
Process
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. No Process:
Percent
40.0%
2. No:
24.0%
3. Yes, by Customer Service
Function:
4. Yes, by Customer Service
Order/w ork Type:
5. Yes, by Customer Class or
Segment:
99. Other:
28.0%
28.0%
12.0%
12.0%
Source/Calculation: AA.14.1
Year: 2004
Final Report
677
1000370
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Measuring First Contact Resolution by Communications Channel
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. No:
Percent
44.4%
2. Yes, for the Call Center/CSR:
55.6%
3. Yes, for the VRU:
33.3%
4. Yes, for Email and Internet:
7.4%
99. Other:
7.4%
Source/Calculation: AA.15.1
Year: 2004
Final Report
678
1000371
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
First Call Resolution Process
Functions Formally Involved (Participate in , Receive and Share Feedback, Tied-in Performance Measures)
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Call Center:
Percent
100.0%
2. Field Service:
52.4%
3. Credit:
38.1%
4. Meter Reading:
28.6%
5. Billing:
52.4%
6. Payment (Include Local
Offices):
7. Support Functions (Include IT):
14.3%
0.0%
8. Consumer Affairs:
4.8%
9. Training:
14.3%
10. Process Management:
19.0%
Source/Calculation: AA.16.1
Year: 2004
Final Report
679
1000372
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Call Type Transactions Producing Repeat Calls
Q: What are the call type transactions which greatly produce repeat calls?
Accounts not quailified for pay agreements
BILLING / METER READING CONCERNS
Billing, Credit & Metering
Billing, Payment , Credit
Connections, Account Queries, Quality of Supply, Refunds,
Credit
Credit - generally payment plan and payments made oriented calls , Secondary - Order Inquiries
Credit and Collection Calls, Outage status, Account establishment
credit and outage
credit calls, payment extension calls, and service scheduling timeliness to customers needs
Customers calling in an attempt to obtain a "better" credit arrangement or an earlier scheduled date for a service order.
Fieldw ork + malfunction
High Bill, Service Orders, Budget
High bills, collections
High Bills, Credit Arrangements, Field Appointments, Frequent Pow er Interrruptions
High bills, meter orders, outages, service request, collections.
High bills, meter reading
Highest repeat percentage is appliance service repair calls, follow ed by account activation, and then billing calls.
outage, high bills
Outages
Payment arrangements, collector, Energy Assistance payments
Payment extension calls to modify original agreements and rescheduling service orders for customers w ho missed an appointment.
Source/Calculation: AA.17.1
Year: 2004
Final Report
680
1000493
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
Root Cause after 1st Call Resolution Tracking
Q: After tracking 1st call resolution, what did you find to be the root cause?
CSR's w ithout the know ledge or ability to fully set customer expectations and respond to all of the customer's needs.
customer recall behavior; other causes are escalation by customer, recall to 'shop' for CSR (e.g. get better pay plan terms), PG&E process that includes a hand-of
or transfer; use of IVR 'fronting' and customer preference for CSRs
Customer request not clearly defined during initial call.
Customers expectations sent by the CSR
Failure to obtain monthly meter readings, bill accuracy, incorrect start/stop service effective dates.
Follow -up on customer request
Outage failures usually result from a repeat call w anting more information about restoration time (acquire/expired ETR). High bill failures usually result from custom
not believing ourexplainantion of w hy the bill w ent up.,
Policies, Inconsistent performance, w eak processes
pow er reliability
procedure inefficiency
Staff quality and management quality
Training, field orders not being processed in a timely manner, estimated restoration time not available during outages.
Source/Calculation: AA.18.1
Year: 2004
Final Report
681
1000494
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved
ID Number Used: Regular
Focus Area: 1st Contact Resolution
First Contact Resolution Used as a Performance Indicator in
Corporate Scorecard
Question
1 2 3 4 5 6 7 8 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4
0 2 3 5 6 7 8 9 0 2 3 4 5 6 7 8 9 0 1 2 4 7 8 9 0 1 2 5 7 8 9
1. Yes:
Percent
35%
2. No:
65%
Source/Calculation: AA.19.1
Year: 2004
Final Report
681.1
1000696
®US, Dollars
©2005 PA Consulting Group, All Rights Reserved