Average Handle Time

[JFricke00]

I am a manager in an incoming call center with 450 associates. We are constantly struggling with AHT. I'm looking for CREATIVE ways to increase efficiency in the calls. Any "tips & tricks" you have would be appreciated.
-- Joe

[wrundquist]

Hi,

When you say you're having difficulty with average hold time (AHT), several questions come to mind. AHT, particularly in a large center can be impacted or caused by a number of issues, some not related to employee performance.

The first thing you want to define is how your system calculates average hold time, you may find that your perception is not the reality of your system. In other words your focusing on the wrong problem. As an example, does average hold time include time in IVR or other systems controlled by the customer? All too often it does and further study will reveal the problem is being driven by customer interaction with the system, not employees.

The second thing I'd want to see, average hold times for each individual in the reporting group. Focus on the 20% having the longest hold times, and be sure to base your judgements on more than one sample over time. Those who consistently have the longest hold times, are your first focal point. Monitoring, will give you a better understanding whether the problem is related to training, or individual lack of ability, or motivation.

Something that I have found very successful is to meet with the target 20%, as a special committee, not telling them that the are the problem. Tell them that AHT seems to be a problem and you and the company value their input. Let them offer all the suggestion they want, note them all, with out judgement. You can provide them with targets for AHT for the center or larger group, not them individually. I'd plot this information against your target and share the graph. If you can relegate AHT to abandon rates and lost revenue or expense, then I'd share that as well. The whole intent here is (1) to see if the people closest to the problem have any valid reason for the problem. I have been surprised to learn that the cause of this type of situation is sometime caused by the system and things we as managers may be doing. (2) To communicate and shine a light on the fact that a problem exists and you and management are concerned and looking and paying attention to it.

Now that you have input, review it for causation and validity. Is there anything that you can change or improve, if so do it. Some action on items from your meeting will communicate that you are serious about the problem and take the committee's input seriously. IT will also communicate to your entire operation that you value your people, improve moral etc.

Continue to monitor individual performance for the 20%. Frequently you will find some improve.

You will eventually discover that the greatest impact on AHT is caused by 20% of the staff. If you cannot improve, by training, coaching and as a last step performance reviews, then the tough decision is whether to reposition them or separate them. Over time, if you keep focus on the lowest performing 20% and keep cycling to improve individual performance in this group the centers performance as a whole will improve.

Good luck, and be patient. Change and improvement take time.

Walt

[JFricke00]

Walt -- Thanks for your ideas. The way we caculate AHT is simply talk time and wrap-up time (on the Aspect system). Hold time comes into play infrequently. I agree with you on focusing on the reps with the highest AHT. I plan on using the meeting you suggested.

Thanks,
Joe

[gkern]

I can hook you up with a call to some of our operations people if you wish. We have had pretty good success in managing AHT and at the same time balancing performance in other key areas such as First Call Resolution, Quality, and Service Level. We have 4 call centers, each about the size of yours.

Greg Kern
CallTech
512-261-0409

[Marianne]

Have you checked the breakdown of the AHT into Talk_time, Hold_time, and wrapup_time? Are your agents actually spending a long time with the customer, or are they putting the customer on hold, or are they spending a long time either actually wrapping up a call, or just staring at the 'WRAP UP' prompt (not hitting Ready).

Are you using data scripts and should your agents be doing call wrap up? If not, make sure that you have your agent's class of service setup so that they automatically go back to available after each call.

Other than that, have a supervisor sit on the phones for a whole day, and compare their AHT with your agents. You may find that the systems you are using get very slow at some point during the day and cause the AHTs to go up. Or your agents may need new FAQs to help the customer faster.

Another good idea, is to ask the agents-- 'What part of handling a call takes the longest?' Then focus on the efficiency of that particular process.

Good Luck!
Marianne

[LJCPyxis]

When thinking of AHT, Talk Time, Wrap up time there are many many reasons why they are at the amount of time that they are.

Could be a need for additional training, the calculation in your system may be calculating more then the actual AHT. Have you thought of sending some of the calls to an IVR? You might find a way to decrease your call volume by having an IVR either answer the calls or properly sort the calls and deliver it to the right individual.

What I've done in the past is ask the agent to help in the investigation of the calling patterns. See where we could improve the service to the customers.

Your agents are your best asset, use them not only for answer the calls but as a way to the answers you are looking for.

[JoeB]

It is difficult to answer the question without knowing the nature of the “struggle with AHT”. I assume that either the perception is that it is too long and/or that the individual performance is unacceptable, each may have a different course of action. First, it is important to recognize that measuring average may OK for management reporting, but insufficient for analysis of the type you want to perform and effect an improvement program. You need to measure the variance in performance.

In addition to WaltÂ’s suggestion to identify the top 20% having the longest handling time, you need to determine the handling time by type of problem/system and see how consistent it is. Once you determine if the problem is consistent across the board (i.e. independent of staff, problem and system) or specific to individuals or problem type you can identify the root cause (e.g. training, information, diagnostic tools) and determine the corrective action.

YouÂ’d want to continue this measurement during and after the corrective action to ensure it is working.

Good luck

Joe