SESSION 702

Friday, May 12, 9:00am - 10:00am Track: Putting Metrics To Work

The Power of KPIs: Transforming Your Service Performance from Green to Gold

Eric Goupil Senior Director, Business Development, Stefanini eric.goupil@stefanini.com

Session Description Today’s service desk faces a growing challenge of trying to understand and meet the varying service expectations of its customers. As both internal and external customers demand more, service leaders are inundated with a never-ending number of SLAs and KPIs. In this session, you’ll learn how to use your data to provide a proactive and valuable service to your customers. Join us and find out how to maneuver through Big Data, go beyond service levels as the main indicator of customer satisfaction, use KPIs that drive action and results in new ways, and much more.

Speaker Background As the senior director of Continuous Service Improvement (CSI) for Stefanini, Eric Goupil is responsible for the creation, development, and implementation of the CSI program across a global customer base. Eric has developed leading-edge methodologies to align key customer values with CSI opportunities via targeted data analytics, Six Sigma processes, and customized business intelligence that deliver high-value improvements and improved customer satisfaction.

Session 702: The Power of KPIs: Transforming Your Service

Performance from Green to Gold

Eric Goupil

Global Director CSI

Stefanini

Outcomes

• What is a KPI and what are the KPI’s typically used within IT support services?

• How to identify the right KPI’s to use

• How properly use KPI’s to drive high value results – With Examples!

KPI Overview

• KPI’s give the insight and direction on how a service is functioning

• Some KPI’s are setup to establish basic performance requirements

• There are also other operational KPI’s that can provide deep insight into the health of a service

Common Service KPI’s

Revenue

Attendance/Absenteeism

Average Speed to Answer

Average Ticket Time Open

Mean Time to Resolve

Headcount

Turnover

Shared Agents

Ticket to Call Ratio

EBIT

Inbound Volume

Incidents Per Head

Ticket Transfers

Longest Call Waiting

Longest Time to Abandon

Backlog Size

Adherence

Web Speed to Answer

Chat Speed to Answer

Abandon Rate

Average Wrap Time

Average Hold Time

First Call Closure

First Tier Closure

Time to Respond

Time to Escalate

Time to Resolve

Customer Satisfaction

Email Speed to Answer

KPI's

Average Talk Time

% of calls answered within specified time, after call is in queuePhone Speed to Answer

% of emails acknowledged by an agent within specified time

% of incidents resolved by the initial agent without transfer or escalation

% of calls presented to the queue that are disconnected by the customer prior to reaching an agent

% of chats acknowledged by an agent within specified time

% of websubmits acknowledged by an agent within specified time

Average Handle Time

% of tickets resolved within a specified time (typically based on a ticket priority)

Rating of Service Desk performance based on one question or a series of questions presented to customers upon ticket closure

Average time spent actively handling an inbound support contact, including talk, hold, wrap

Count of times a ticket is transferred to another agent or queue during the ticket lifecycle

Average time from ticket creation to ticket closure

Average elapsed time tickets since ticket creation of tickets that are currently open

Count of ticket within a queue

Elapsed queue time of the abandoned call that waited the longest over a given period

Ratio of the number of tickets entered vs the number or calls answered

Ratio of the number of incidents worked/closed vs the number of FTE's assigned to work those incidents

Average time spent in hold status handling an inbound phone call

Elapsed queue time of the call that waited in queue the longest over a given period

Count of agents who have assigned duties to multiple projects

% rate of employees who leave the workforce

Count of staff assigned to a given project

Count of received volume

% of time an agent works scheduled hours

Average elapsed time from calls presented to the queue to the time answered

% of time an agent has spent in the expected state as required by their schedule

Ticket Update/Stale Tickets % of tickets not updated within a specified timeframe

RONA Count of calls where the agent phone rings but the call is not answered (Roll Over No Answer)

Definition

Forecast Accuracy % of how close the forecasted call/ticket volume was to the actual call/ticket volume

Quality Concerns % of ticket handled with identified Quality concerns / Notifications

Average time spent in wrap status handling an inbound phone call

Average time spent in talk status handling an inbound phone call

% of tickets escalated within a specified time (typically based on a ticket priority)

% of tickets responded to (or work begins) within a specified time (typically based on a ticket priority)

% of incidents resolved by service desk without escalation or transfer to non service desk groups

Profitability measure of revenue and expenses

Billed/Received money for work performed

6

Low Value Service Model

1. Assume SLAs are in sync with all customer expectations

2. Legacy knowledge/relationships overcome deficiencies in service

3. Customer Satisfaction measured without proven correlations

4. Improvement plans based on efficiencies or KPI’s without much

qualification

5. Viewed as a line item cost to the CFO or other important people -

Commodity

7

High Value Service Model1. Customer expectations understood and factored into all decisions

2. History and Relationships foundations for value added expertise

3. Contractual or performance SLAs are a guiderail and required and are

not the sole focus

4. Rigorously using value data in every day activity

5. Customer Satisfaction directly correlated to processes and outcomes

6. Service Desk is viewed strategic consultant to the Business

KPI Traps

• Presumed Value

• Legacy Correlations

Proper KPI Identification

• To be viewed a trusted advisor, you need to understand each available KPI, what it represents, AND what proven relationship does it have to your objective

• A doctor has many variables to consider when diagnosing a patient, but depending on the symptoms, the doctor will choose the right KPI’s (or tests) to determine what is wrong and what is right

• You need to have that same approach with KPI’s

KPI Value

• To ensure KPI’s are aligned with the objectives of your business, you need to understand what the stakeholders – internal or external –perceive to be valuable

• Not everyone has the same view of value

KPI Value Quiz

Value PerceptionCritical to understand and know your customers…

Owner of the Alarm• There are millions of reported burglaries in the US per year and the

alarm provides a service of a theft deterrent• High Perceived Value – Family Safety

Police Department • It costs billions of dollars in time and money responding to false alarms• Low Perceived Value - Misused officers • Medium Perceived Value – Justification of number of officers

Alarm Company• Do they really have an incentive to lower false alarms?• High Perceived Value – Business need to continue rate of false

positives• Low Perceived Value – Revealing of the amount of false positives

Correlations – KPI’s to Results

• Don’t rely on hunches, legacy experience or just the numbers alone

• Business context is needed to properly evaluate the correlation strength

• Every solution, whether customer facing or internal facing, has the potential for different KPI’s to solve an issue or reach a goal

Correlations

• Treating the Symptom – not Solving the Root Cause

• First Tier Closure / First Call Closure

• Laying Your Credibility on the Line

15

Spurious Correlations tylervigen.com

• Directional correlation Exists

• Legacy Cause and Effect = Legacy Action16

# of Groups December January February March April Combined

1 91% 91% 90% 91% 90% 91%

2 89% 89% 89% 88% 89% 89%

3 86% 87% 87% 88% 89% 87%

4 83% 85% 84% 84% 85% 84%

5 77% 81% 79% 83% 85% 81%

6 85% 80% 80% 86% 76% 81%

7 84% 73% 70% 78% 67% 74%

8 100% 47% 67% 68% 63% 69%

9 60% 63% 63%

10 47% 47%

12 20% 20%

15 67% 67%

CSAT Performance by Number of Touched Groups

KPI Case Example #1

17

KPI Case Example #1

18

• Customer Satisfaction historically ‘GREEN’

• Low Value approach would say – not a problem

• Deep Dive into Negative Survey

• ~9% of this customers incidents were check status or reopened incidents

•50% of the check status or reopened incidents were PASSWORD problem types

•98% of the PASSWORD reopened incidents were PASSWORD LOCKED OUT problem types

•Determined that mobile device usage was a primary cause of PASSWORD LOCK OUT issues after initial successful password reset.

Co

un

t

Cla

rity

Follo

w-u

p

Frie

nd

line

ss

Kn

ow

led

geo

f P

rob

lem

Lan

guag

e

Tim

e t

o

Re

solv

e

Ove

rall

Grand Total 544 2.51 1.75 3.05 2.55 2.95 1.93 2.35

KPI Case Study #2

Watermelon Perspective

Take Aways• Change from being an operational leader to a strategic consultant.

• Resist the ‘Customer Service’ urge to immediately take notes and go do various actions from those who want you to analyze ‘one-off’ events.

• Dig deeper into the situation at hand before rushing to an answer.

• Keep in contact with the stakeholders of your service. Strategies may change at anytime.

Take Aways

• Become a story teller about the analysis.

• Test and adapt your messaging to your audience. There’s no magic formula here – but be prepared!

• Build a case library for future communication.

Thank you for attending this session.

Please complete the short evaluation for this session on your mobile device. It is available in

your email or through the conference app.