Call Centers and the idea of an abandoned call
Abandoned calls are thought to be caused by extraordinary long wait times while in queue. In fact, there is an ongoing issue about the desire of a customer to know the estimated wait time while in a queue. One theory is that once an estimate is offered, the customer has an expectation that the time estimate is accurate. The problem with this idea is that the estimated time is just that. . . an estimate. Things change all the time in a call center. Consider the wait time variables like other customers hanging up, faster or slower response time from the agents, additional agents come online to take calls etc. All these factors are part of that estimate
Many people prefer to know an estimate and understand that it IS just an estimate. This gives the customer control over the decision to remain on the line and hold or hang up and try again at a more opportune time. This has the benefit of empowering the customer and limiting the problem of an angry customer due to long wait times for the agent. If the customer has made the decision to wait, they are less likely to complain and take up valuable talk time on the length of hold time required to reach the agent. This allows for better efficiency and limits the stress on the agent and customer.
An essential aspect of building a staff roster is to conform to labour and enterprise agreements, most of which specify a minimum shift length of 4 hours. Peak traffic rarely extends over a 4 hour period, so we shall inevitably have more resources than necessary out of peak hours, if we are staffing to meet service level targets in the peak periods; and
Callers get impatient in queues and hang up. Such abandoned calls have been planned as part of the completed work load which needs to be resourced. Abandoned calls therefore ‘free’ up more resources.
Don̢۪t consider abandoned calls as completed work in a Call Center!
Another way that management uses the assumption to the detriment of the employee and the business is the handling and accounting of the “abandoned call.” An abandoned call is caused when a customer, for whatever reason, waits in a queue for a time then hangs up, ending the possibility of connecting to an agent.
Abandoned calls are thought to be caused by extraordinary long wait times while in queue. In fact, there is an ongoing issue about the desire of a customer to know the estimated wait time while in a queue.
Management can manipulate production based on how these abandoned calls are handled. Many call centers consider abandoned calls as work complete! Their rationale is that as those calls had to be considered in the staffing calculations, they were resourced and should be considered completed as they did enter the call center. As this rationale goes, abandoned calls have been planned as part of the completed work load which needs to be resourced and therefore should be completed. Abandoned calls ‘free’ up more resources.
Don̢۪t round DOWN in an ERLANG model for Call Center staffing
Many in call center management build staffing models in an attempt to accurately determine the number of people needed to handle call volumes at a given time. By necessity, these models are based on a series of assumptions that are made to lower the number of variables that will impact the model. The tool of choice for most cell center managers is the average. On average, a call takes x number of minutes etc.
Remember these truisms however:
Averages are used by average people working at average companies.
If you take one hand and place it on a hot stove burner and one in a freezer, you can say that on average, you should be ok.
Averages are just indicators that unfortunately have gained a wide following due to their ease of use. Not accuracy or being indicative of a given reality but just ease of use.
Although many attempt to do the right thing, using math seldom results in whole numbers. So what happens when using an ERLANG calculation a manager ends up with needing 22.45 people on staff? If they̢۪re honest and understand the model, they would round UP to the next whole person but many, in the interest of saving money will round DOWN, thereby increasing the stress on the staff taking the calls. They will also be the ones who want to know why the service level was not hit or why wait times in the queues unacceptably increased. The problem will not doubt be placed at the feet of the call center agent. This increases stress and adds to the perception that call center work is just a small measure above a sweatshop environment. And finally, management will then ask why their attrition rate is so high! Pity.