| Quote from: Mark |
We have detailed performance measures and these prove that we are improving week on week in OCR (one contact resolution, RFT (Right first time) and repeat faults / general contacts
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(my emphasis)
| Quote from: Mark |
Only by using robust quality and performance measures do we ensure that continued training and improvement is delivered.
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| Quote from: Mark |
Each team leader is required to measure the quality of their teams responses to tickets and calll quality. This is closely measured and where failings exist these are actioned promptly and effectively and training needs or other appropriate action delivered.
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Your measurements
prove nothing, except that by the standards you set
yourselves, you are performing well. I apply the same testing regime every time I cook. KPIs stats, metrics whatever you want to call them will only ever deliver to the assessment you set, and of course as a business you have an entirely different set of priorities to your customers, although there is of course overlap. If we wrote the parameters - even being kind - you wouldn't fare half as well.
The obsession with statistics is, for me, probably the biggest driver of the decline in CS in any number of industries, but especially telecoms. However well intentioned originally, someone
always views squeezing the numbers as a shortcut to lower costs by delivering more for less. This approach might improve the amount of labour actually done, but doesn't necessarily increase the number of problems solved - it can actually decrease fixes as staff are forced to spend less time on each task and move on. It can be hell for the staff of pushed too far, raising churn and reducing the number of experienced staff to those with a strong stomach. For the customer, it translates into "ticket tennis", a game any PN user with a vaguely serious fault will be familiar with.
Many aspects of customer service are subjective and cannot simply be reduced to convenient sheets of numbers; a narrow reliance on figures risks missing the bigger picture, delivering little but a one size fits all "conveyor belt" experience.
| Quote from: Mark |
The kpi's are in a much better place and the business as a whole is operating in a much better way than we were previously.
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The relentless push for hitting arbitrary targets might account for one of your staff declaring my fault fixed when looking at the detail made it obvious it wasn't, and another lying to me on the current ticket about having phoned me when he evidently hadn't.
The ultimate measure of your service is the perception of your customers, and as with your stats, if you ask the right questions you will get the answers that suit your targets. A year or so ago you came top in a poll of customer service perception of ISPs for some industry site or other. The percentage of users who said you had excellent CS was something like 57 or 58 percent. Naturally PN shouted from the rooftops about coming top, but honestly, can you really crow about a figure like that?? Personally, I'd be embarrassed if my business had scored that as a return. If that's as good as this industry can manage, you - and us users - really do have problems.
| Quote from: Mark |
Way too general Steve. Problems and issues get fixed every single day. Fact!
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And some drag on for
nine months . Also fact!
You have your satisfaction surveys, but the "bloke in the pub" test tells me that for every disgruntled customer on a forum, there are half a dozen others who just give up and leave when CS doesn't deliver.
