20 Minutes on Desktop Analytics: Employee Performance & Operational Efficiency

Desktop Analytics

Employee Performance & Operational Efficiency

Copyright © 2014 Cicero Inc. Cicero Discovery - Desktop Activity Intelligence™

Traditional QA can cost you the business

Joe thinks Jane isn’t processing orders efficiently

Subjective

Joe and Mary calibrate on what ‘efficient’ looks like

Compliance v Quality

They watch screen recordings & hope to find how Jane works differently v the group

Expensive route to ROOT


Leads to unwanted outcomes

Small sample size information

Coaching is applied with best guess recipe for process time redux

It works or doesn’t

Jane questions value of coaching

Wonders why they are worried about her v all the system and procedural BS

Cycle repeats x 5, 50 or 5000 employees daily (or at the end of every month)


What if you could Know v Assume

Always on insight

System, application and work process feedback

Empirical data to augment opinion and ‘gut’

Isolation of bottlenecks for game tape FF & Rewind

Critical step completion or miss

Interaction reason and disposition based on desktop activity


Performance & Efficiency = “How might we...?”

• Application• Network• Skill• Knowledge

Obstacles

• Policy /Procedural• Application and Data • Procedure

Opportunities

• Who is ‘winning’ & HOW?• Faster (more interactions or work items per day, etc…)• Better (fewer mistakes or fallout)• Cheaper (fewer x-fers and call backs)

Innovation

• One and done > three and costly

How can I do more with less effort?


Where all Interactions and Transactions Take Place

CRM

Procedures

Processes

Tasks

Knowledge Management

Softphone

Internet

Intranet

Salesforce

ClicksTabbingData

Entry

Disposition

Wrap-up

Customer Look-up

Chat

Email

Websites

Product Details

Tickets

Cases

Customer History

Service Details

Surveys

Siebel

!


Gathering Business Intelligence

Desktop Analytics – capture everything that employees do, measure processes, gather IT

info

Web Analytics – capture everything a visitor does on a

website

Speech Analytics – capture customer -employee conversations

Surveys, Voice of the Customer – capture direct feedback from

customers


How Companies are using Desktop Analytics

ProcessesPeople Technology• Inconsistent workflow • Repetitive and manual

tasks• Fraud and compliance

issues• Identify the step(s) in

any or all processes an object (an account, claim, product, etc.) has been through

• Copying and pasting• Navigating multiple

screens

• Application usage• Memory and network

issues• Application response

times• Desktop and laptop

issues• Unauthorized

applications• Manage maintenance

and sun setting of applications

• Identify 3rd party application issues (e.g., hosted)

• Identify general training issues

• Isolate training and coaching needs for individuals on specific apps and workflow

• Idle time • Personal and break

time• Productivity


How Cicero Discovery Works

Store/PublishCapture Analyze

Data• Collected in a

Database• Shared Network Drive• Publish/Subscribe

Reporting & Analytics• Real time, Historical• BPMS, BAM, BI• WFM, Analytics

Desktop Activities• User Activities• Process Events• Application Data• Network Data

Desktops Laptops Database Web Service 3rd Party Reporting and Applications

Reporting


Example 1: Areas for Improvement

Start Submit Claim

Review Small Claim

Check Fraud HistoryReview Credit

Claim > $500

Claim < = $500

Review Large Claim

Pay Claim Sub Process

Send Thank You Letter

Wait for Report & Estimate

APPROVE

End

REJECT

Send Rejection Letter

Simple Claims Process Bottleneck: 48% of the Claims are in this step at >21 days. Drill down with Business Process and Data Monitors to find out Why?

Application Response: Employees wait for screens to refresh while navigating application.

Training: Employees are not following steps using best practices.


Example 2: Operational Insight

Create Case Assign Case Customer Lookup

Active Contract

Expired Contract

Website

Phone

Troubleshoot Problem

New Contract Sub Process

YES End

NO

Contract Status?

Purchase Contract?

Dispatch Sub Process

UNRESOLVED

RESOLVED

RESOLVED

Simple Customer Service Inquiry

PCI Compliance: Credit card information is not masked for all users.

Manual Process: Employee searches 2 different customer databases for status and contract details.

Missing Process: CRM not updated consistently after technician completes work.


Example 1: Data Collected

Current Step Number of ClaimsApproved 4Rejected 1Submit 5Review Credit 5Check Fraud 6Review 2


User Activity

Lee Sue Rick Peggy Charles Helen Sharon Steve Richard0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

User Activity for 9/16/2013

Business Use Unapproved Business Use Personal Use Unapproved Personal Use

Unclassified Idle Time Group Average Business Use

Use

r A

ctiv

ity a

s %

of

Shif

t


Cut/CopyGroup Total

Word

Excel

Outlook

Salesforce.com

Neil

Jim

JohnTony

Mike

0

50

100

Cut/Copy by User and Application

WordExcelOutlookSalesforce.com


Application Usage

Word

Excel

Outlook

Salesforce.com

Knowledge Base

Inventory Mgmt

Service Scheduling

Siebel CRM

Facebook.com

Amazon.com

Youtube.com

LinkedIn.com

0

20

40

Comparative Usage

Group Average Neil


Applications UsedUsage Activity by Application class

Approved Business Use

Unapproved Business Use

Approved Personal Use

Unapproved Personal Use

Unknown Application

Unapproved for Personal Use

Youtube.com

eBay.com

Solitaire


System Restarts

16-Sep

17-Sep

18-Sep

19-Sep

20-Sep

0 50 100 150 200 250

Total Minutes lost to Reboot by Shift

Total Minutes Lost for Reboot

Word

Excel

Outlook

Salesforce.com

Siebel CRM

Facebook.com

Amazon.com

Youtube.com

eBay.com

Solitaire

LinkedIn.com

Flickr.com

0 5 10 15 20 25 30 35 40 45 50

Last App Used before Reboot

Total Reboots for Period


Time Lost for System Restarts

Neil

Tom

Mike

Keith

Jim

Tony

Hal

Jon

John

0 20 40 60 80 100 120 140 160

Time Lost for Reboot

16-Sep 17-Sep 18-Sep 19-Sep 20-Sep

Minutes Lost for Reboot


Website Response Time

8:00-9:59am

10:00-11:59am

12:00-1:59pm

2:00-3:39pm

4:00-5:59pm

0 5 10 15 20 25

Average Web-Site Response Times- 9/16/13

WebPortal.com MSNBC.com Bloomberg.com IntranetSite.com CNN.com LinkedIn.com Salesforce.com

Seconds to Load


Workstation Detail Report

Workstation Details: a profile report including CPU, memory installed, memory used, operating system installed, screen resolution, computer name, 32 vs. 34 bit


User Detail Report Example


Easy To Log In & Stay Signed In


Easy to Verify or Recommend


Easy to Find Relevant Information

Real Time & RelevantUnnecessary Effort


When Back becomes (like the) Front…

Processes get examined for utility & cost

And get defined SLAs and centralized reporting

Resource planning models are flexed across departments (including front and back office) to maximize efficiency (speed) and effectiveness (quality)Front end orders and requests get followed up for maximum order to cash and minimum missed commits


Customer & Employee Effort Recedes

Number of end-to-

end customer requests complete

d in X days

Average end-to-

end processin

g time reduced by X%

Customer Satisfaction score improved

by X%

Increase in Team Manager Time to focus on

team by X%

Reduction in repeat calls of X

%

Total number of calls reduced by X%

Record SLA

performance X Client

Outstanding work volume

(backlog) down by

X%


Efficiency Measures

Agent occupancyActual time busy on customer contacts compared to available or idle time, calculated by dividing workload hours by staff hours

Staff shrinkageThe % of time that employees are not available to handle calls

Schedule efficiencyVariation by ½ hour is the key (don’t get fooled by using daily or monthly figures)

Schedule adherenceThe forecast and staffing plan don’t mean much if the staff isn’t ‘available’ according to the plan – front (random) or back (sequential) work notwithstanding

AHT/ACWIt’s critical not to focus coaching efforts too directly on the AHT number itself. It’s best to identify the specific steps, words, and behaviors needed on a call and coach to those, not to an AHT number

System availability and accessibility‘Slow’ or ‘cumbersome’ adds seconds or minutes to the handle time of a transaction


Profitability Measures

Conversion rateThe percentage of transactions in which a sales opportunity is translated into an actual sale

Cost per callLabor only or ‘fully loaded’ – pick one and stick to it.


Service Measures

BlockageAll customer interaction channels need to be ‘open’ and ‘able’ or you skew the SVL

Abandon rateAffected by the average wait time in queue (which can be controlled by the call center), and individual caller tolerance, time of day, availability of service alternatives, etc…

Self-service availabilityOverall part of the staffing and productivity mix

Service level/ASAService level, the percentage of calls that are answered in a defined wait threshold, is the most common speed of answer measure in the call center. Can and probably should include entire start to resolution time and process (even across departments)

Summary of service measuresIf the goal is 80% in 30 seconds, then look at the # of ½ hour periods of the day that were between 75% and 85%. Shows consistency of service being delivered, which in turn affects customer perceptions, employee workload, and bottom-line efficiency and cost


Quality Measures

First call resolution rateIt gauges the ability of the center, as well as of an individual, to accomplish an interaction in a single step without the need for a transfer or a call back

Transfer rateCostly. Follow the trail and look for bottlenecks

Communications skillsThis is why we have audio recording (and screen/text reviews for chat and email)

Adherence to proceduresAdherence to procedures such as workflow processes or call scripts is another essential element of quality.

Customer satisfaction surveysHmmm….maybe we should ask the customer how we’re doing? Penny recommends Fred Van Bennekom’s book, Customer Surveying.


Employee Measures

Staff turnover/retentionReview by team, by work or call type and by performance.

Employee satisfaction scores (I would suggest Engagement)Get, Give, Belong and Grow Big time correlation with Customer Engagement and overall loyalty

I got this list of 20 key metrics from Penny Reynolds.

She is the founding partner of The Call Center School, and pretty much a rock star.


Thanks & A Programming Note

Next 3 Thursdays @ 11:30am Eastern Customer Effort & Engagement Contact Center Use Cases Back Office Use Cases

Questions or Live Demo Requests www.ciceroinc.com

http://www.ciceroinc.com/

20 Minutes on Desktop Analytics: Employee Performance & Operational Efficiency

Technology

Transcript of 20 Minutes on Desktop Analytics: Employee Performance & Operational Efficiency