Why FCR is not a contact center metric anymore

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Why FCR is not a contact center metric anymore

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“Do other parts of your business take responsibility for FCR performance?” is a question that was included in the 29 Quality Assurance Mistakes to Avoid ebook and self-assessment. The ebook and self-assessment includes a series of diagnostic questions to uncover long-term problems of Quality Assurance in contact centers. It’s likely that you have seen benchmarking information on FCR, but beware – it’s easy to focus on common practices that position FCR as just a contact center metric. With FCR, it’s difficult to benchmark considering that this contact center metric is not calculated in a comparative format. Benchmarking activities has resulted in a narrow Quality Assurance definition that, for most, has not developed past the middle/average service experience. This ebook was developed to help you be much more than average and position FCR as more than a contact center metric.

Why FCR being a contact center metric only is a problem?

It’s Spring Break! Not the best news for parents of college freshmen who are off to some beach for a week of fun in the sun. It’s bad news because we were once those freshmen and hate to think about our child having that kind of fun. You won’t be there, but are still largely responsible for their behavior. The Spring Breaker seems to be the one responsible for his or her individual behavior and to make the experience of celebrating Spring Break a great one. Parents, you are expected to have raised a socially responsible young adult and, financially, you are responsible for their behavior. Bottom line parents, you have direct influence on the outcome of this week and are ultimately responsible.

Your contact center is very much like that college freshman. The service experience for the caller is a result of direct contact with your agent. The Quality Assurance program is a multi-dimensional quantification of the center as a service (or support) solution. Attention is given to the many aspects of the experience that are within the direct control of the center. These aspects are measured by four main components: Internal Quality Monitoring, External Quality Monitoring, Operational Metrics, and Emotional Intelligence Metrics.

FCR is beyond a contact center metricA critical measurement on your dashboard is First Call Resolution, First Call Problem Resolution, Call Resolution, and Problem Resolution. Areas within the four main components make it possible for you and your management team to drive FCR as a contact center metric. But is the contact center entirely responsible for the Resolution metrics? Absolutely not, at least not entirely. Think about the other areas of your organization that influence the Resolution metrics in your contact center. It may be the Marketing Department, Product R&D, Manufacturing, or the Finance Department. Any, or all of these, have the “Spring Breaker’s parental influence” on the customer experience delivered via the contact center.

The Solution

It’s simple, do not accept 100% of the responsibility for the Resolution metrics of your contact center. Embrace those who have an impact and present the analytics from your QA program to demonstrate how they can contribute to positively influencing the Resolution performance found in this contact center metric. Quantitative proof really is the key to bridging that gap for the external influencers. Does this sound like a pipe dream that you cannot achieve because your company is too large, too small, too compartmentalized?


Tell that to Dan Hesse, the CEO of Sprint, because he not only says that there’s an influence on FCR from other departments, he holds them responsible for the contact center metric. He made his organizational heads responsible for FCR in the contact centers and he contributes this to being a major turning point for them in rising from the bottom ranking of the industry in satisfaction scores and customer churn. The Sprint story, spanning more than five years, was a tough journey. All members of that organization viewed the contact centers as a critical component of its ability to succeed. The contact centers did not improve its key metrics alone. It’s risky to assume that you can transform the customer experience by yourself either.

About Vicki Nihart

Six Sigma certified and more than 15 years experience in contact center operations. Vicki leverages contact center operations subject matter expertise and deep analytic capabilities to support clients and build relationships. Analyzing and interpreting data is a passion she converts into purpose.

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By | 2016-12-05T15:14:42+00:00 February 20th, 2014|FCR, Quality Assurance|0 Comments