Service Level Strategy: Call Center Performance Analysis Report

This report, authored by a student, focuses on developing and maintaining a service level strategy within a call center environment. It begins by identifying challenges such as IT issues and the need for new technology, emphasizing the importance of service level as a key performance indicator (KPI) impacting service quality and revenue. The report then outlines strategies for optimizing workforce management, including estimated call volumes, agent scheduling, and schedule adherence to improve service levels and occupancy rates. It details both global and team monitoring methods using real-time dashboards to identify and address performance issues, specifically addressing the impact of customer hold times. The report further discusses the process of setting and measuring service level goals, as well as the importance of benchmarking against competitors to assess performance across metrics such as abandonment rate and agent attrition. The analysis draws on multiple references to support its claims.

Running head: DEVELOP AND MAINTAIN A SERVICE LEVEL STRATEGY
DEVELOP AND MAINTAIN A SERVICE LEVEL STRATEGY
Name of the Student:
Name of the University:
Author Note:

1DEVELOP AND MAINTAIN A SERVICE LEVEL STRATEGY
Task-1
Presently call center is aware with software, CRM database, ranging from the vendor, and
workforce management tool concerning the applications of credit card security, deals order
processing stages and the systems of automated voice response. Basis of historical data, as a
manager I analysis that IT issues and need new technology issues have occurred in my team. My
team members faced difficulties and analyzing which channels they should concentrate and
which technology is appropriate to resolve it. When the new software is installed in the system,
sometimes it is not connected with the other systems.
Service level is a significant KPI which evaluate the accessibility degree of a call center
to their consumer and affected on service quality and also revenue.
1. Optimize workforce management: Workforce Management includes estimated call
volumes, planning with the agents at any time of the working hour, creates a chart for
every agent and adjusts workforce if needed.
2. Increase schedule adherence: It is essential that managers continuously monitoring the
schedule adherence and also make adjustment of the staffs. These changes affect
positively in service level and occupancy rates (Grasso et al., 2015).
3. Optimize occupancy rates: Occupancy rate is the percentage rate of time while
employees are performing their duties vs. the overall time that they are logging in the
system.
There are two different stages in monitoring and maintain service levels as a manager,
that is, global monitoring and team monitoring.

2DEVELOP AND MAINTAIN A SERVICE LEVEL STRATEGY
Global Monitoring: With the help of Fresh caller’s real-time dashboard, I can manage my
client’s experience from all over the world. Supervise my potential teams and constantly monitor
my service level throughout the worldwide.
Team Monitoring: Team monitoring help me to identify which teams are not maintaining the
target service levels properly. It helps me to identify the problem areas in this call center and
offers sufficient data to make potential calls (Pande & Kopparapu, 2014).
For example, most of the customers’ hang up their calls minimum one minute 55 seconds
on hold. 34% callers would not call back later. Finding different process to reduce client’s hold
times and efficiently answer calls and resolve the problems will improve the customer service
progress.
For example, in a call center, 80% service level means 8 out of each 10 calls have been
replied by the customer care executives before the agreed time limit expires that is 20 seconds.
Task-2
Managers fixed a service level goal, which is the (percentage of calls answered)/(target
time threshold. After setting a service level goal, manager measure team’s performance in
achieving that aim in increments (Margulies et al., 2013).
Task-3
Call center service level measure the availability of the organization to their client and
the company’s capacity to plan for volume fluctuations of phone calls and execute employment
policy.
Task-4

3DEVELOP AND MAINTAIN A SERVICE LEVEL STRATEGY
Benchmarking gives a good overview of the organization that they are directly competing
in the market. This is used in performance measurement of an organization and compare with
other competitors all the time. Such as service level, Abandonment rate, average speed to
answer, accuracy of call forecasting, occupancy rate, and agent attrition (Etison et al.,2015).

4DEVELOP AND MAINTAIN A SERVICE LEVEL STRATEGY
References:
Grasso, M. A., Castellani, S., Martin, D. S., Colombino, T., Willamowski, J. K., & Gerard, G.
(2015). U.S. Patent No. 9,208,465. Washington, DC: U.S. Patent and Trademark Office.
Pande, A., & Kopparapu, S. K. (2014). U.S. Patent No. 8,761,376. Washington, DC: U.S. Patent
and Trademark Office.
Margulies, E. K., Borodow, E. B., Ezerzer, R., Aljane, A., Seebauer, W. S., & Yahmadi, I.
(2013). U.S. Patent No. 8,583,466. Washington, DC: U.S. Patent and Trademark Office.
Etison, Y., Catran, M., Mandler, R., Nosko, M., & Liron, R. (2015). U.S. Patent Application No.
14/086,008.

5DEVELOP AND MAINTAIN A SERVICE LEVEL STRATEGY