This is a very important topic we see too many call centers that are inundated with very impressive statistical reports, and still have difficulties managing the call center effectively.
The topic is too complex to answer in a single Web post, but the essence is that you have to decide on a minimal set of metrics that allow you to manage the call center on a routine basis. These are key performance indicators that truly reflect the quality and efficiency (in this order) of your operation. Think about the metrics from the perspective of the service recipient first, and internal perspective second. You should end up with a very small set (much smaller than 16!) of performance indicators that satisfy the needs of senior management and useful for general operation. The rest 160 reports you have should be used to determine causes for problems indicated by the key performance metrics. Additionally, they are needed to identify long-tem trends, which the KPIs do not reveal, and monitor impact of improvement programs you may introduce, but not as a routine management tool.
The question remains how to choose your KPIs. While there are commonly used metrics, I suggest using a Balances Scorecard approach to determine the ones that truly apply to your operation and customers, and, more importantly, their relative weight. For example, some call centers care much about average hold time, while others, for a variety of (good) reasons choose to emphasize another metric. Also, one has to weigh customer satisfaction and service quality against operational efficiencies and internal costs, which the BSC approach provides for.
Please let me know if you need more information how to go about identifying your KPIs.
Joe
jbarkai@DiagnosticStrategies.com