Configure enterprise key performance indicators (KPIs)

An enterprise KPI is more than just a single metric or measure, such as Average Handle Time, Adherence, or Calls Taken. To be a KPI, those numbers must be given further definition in order to tell their story and make an impact on enterprise performance management. KPIs require the following to be meaningful:

  • goal, so that you understand what the organization is trying to achieve.
  • A score, so that you understand whether the goal was attained. Very often, those scores are derived by using a simple ratio of metric divided by goal, but in other cases a more complex formula is required to assess achievement.

    EXAMPLE   Sometimes a curved rather than linear scale aligns better with the reality of performance and what is considered a “good” or “bad” score.

  • A prior period, against which to evaluate performance over time. Are we doing better or worse than we did last month?
  • A dimensional context in which to be evaluated. Is this for a group? A team? A service queue?

Each of these things, when properly configured, can quickly answer questions like, “Does the Eastern Team meet the company’s adherence goals for last month? Have they improved from the previous month?” or “Last month was tough on quality for the Database service queue due to storms in the Northeast. Now that the weather has settled down, how have they improved?”

KPI properties

There are nine properties configured that contribute to an enterprise KPI.

Property Description

KPI Actual

The actual measure value. This is the same value that is returned if the measure is used without the KPI visualizations.

KPI Goal

The goal for the KPI, as defined on the KPI Configuration page (see Configure KPIs).

KPI Score

The score for the KPI, based on the actual and goal values. The specific formula that governs this is built directly into the data model and cannot be changed.

KPI Actual Delta %

The percentage of change between the actual value of the measure specified in the report and the actual value of the measure from the prior period.

KPI Actual Delta

The difference in value between the actual value of the measure specified in the report and the actual value of the measure from the prior period.

KPI Prior Actual

The prior value of the measure or metric at the time specified by the KPI Time Period Display property.

KPI Prior Score

The score attained by the prior actual value in comparison to the goal.

KPI Score Delta

The actual variance between the prior score and the current score.

KPI Time Period Display

The time period configured on the KPI Configuration page (see Configure KPIs).

Configure the settings

KPIs are configured at the company level on the KPI Configuration page by an administrator (see Configure KPIs). This is done so that all KPIs can be compared on an even scale—the ones defined by the company for goals, dimensions, and time. That way, all results can be compared to one another with some certainty.

The KPI Configuration page is connected to the Data Explorer data library, from which it gets its list of available KPIs, their default values, and the groups, teams, and service queues associated with them. Once configured, those settings are read by any Data Explorer report that uses KPIs. If the KPI settings are changed, all KPI reports and dashboards are automatically updated to reflect those changes.

A KPI is hierarchical in nature. That is, when you set a goal and do not specify a group, team, or service queue, the goal applies to all groups, teams, and service queues in your entire contact center. If you specify a group, the goal applies only to that group and the teams that belong to it. If you specify a group, team, and service queue, the goal applies to the team belonging to the group and to the service queue, as they do not have a direct relationship. A more specific goal overrides a less specific goal.

NOTE   Not all KPIs can be configured for all three available dimensions.

KPIs all come with default goals and time periods so that they will work without error. We recommend those goals be changed to suit your business’ unique requirements and business goals.

Implement the reports

Any report can be a KPI report, as long as it uses one or more measures that have been configured to be KPIs. When configuring the report, you can choose to group by KPI Values (available in the Subject view) to show all of the configured properties for each KPI. The properties can be filtered so only selected properties are shown in the report.

KPI reports can be filtered like any other report and can be grouped by any of the dimensions that were configured on the KPI Configuration page.

Available KPI measures

The following KPI measures are available to be used in Data Explorer reports. You can filter the list of measures by the KPI tag to locate them easily when adding a new report in Data Explorer.

KPI Description

# Contacts Taken

A count of the number of contacts that were answered.

Adherence %—Daily

Percentage of time agents are in adherence to their planned work schedules.

Average Contact Time

The sum of contact seconds divided by the number of contacts.

Average Handle Time—Agent by Interval and Service Queue

Average handle (contact, hold, and work) time for contacts handled this interval for the agent/queue.

Average Speed of Answer—Service Queue by Interval

Average speed of calls answered in seconds by service queue by interval.

Conformance %—Daily

The conformance percentage that indicates how closely the agent conforms to the scheduled amount of time for the day.

Contacts—Negative Sentiment %

Percentage of contact IDs with a negative sentiment score among those contacts with a sentiment score.

Contacts—Positive Sentiment %

Percentage of contact IDs with a positive sentiment score among those contacts with a sentiment score.

Contacts Abandoned—Service Queue by Interval

The total number of contacts abandoned for the service queue.

Evaluation Score—Average

The average of the score per evaluation as a key performance indicator.

NPS

The computed net promoter score, where results can range from –100 to 100. The score comes from the NPS question, “On a scale of 1 to 10, how likely is it that you would recommend our organization to a friend or colleague?”

0–6 range = detractors
7–8 range = passives
9–10 range = promoters

NPS = (number of promoters – number of detractors) ÷ (number of respondents) × 100

Utilization %—Daily

The average percentage of processing time per day for the agent.