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Topics: Customer Care

You might think you’re delivering good customer service. But have you looked at the right numbers?

Download our whitepaper to learn which call center metrics to prioritize

While you’re aware you need customer service metrics to provide insight into your service operations, you’re less sure of which measures you should be paying attention to. If you prioritize these five metrics, however, you’ll have some solid numbers to measure your performance by.

1. Customer Satisfaction

Customer satisfaction is a decent stepping stone for any company trying to dig a little deeper into customer service delivery.

A firm measuring customer satisfaction asks customers about how happy they are with the service they’ve received. This can be done through a pop-up survey on your website or a phone call. You may not ask customers, “How satisfied are you with the service?” but you might ask them to rate how your team performed.

Some people argue customer satisfaction isn’t the best metric because “satisfactory” service isn’t great service. While that’s true, customer satisfaction isn’t the worst metric you can employ—and you should be measuring other aspects of your service as well.

2. Net Promoter Scores

Net promoter scores (NPS) get mixed reviews from critics; like customer satisfaction, they’re simply not the be-all, end-all of customer service metrics. In general, however, a company with a good net promoter score is delivering better customer service than one with a poor rating.

NPS asks customers how likely they are to recommend your company to friends and family; essentially, you’re asking if they’ll be brand ambassadors for you. Customers who are happy with the service they receive will likely be eager to promote your business.

If you’re delivering subpar service, on the other hand, they’ll be less enthused and less likely to recommend you.

3. Number of Interactions

Average handle time is one of the worst customer service metrics, simply because the length of a call doesn’t actually impact the quality of service. Great service can be delivered in a short time, while poor service can be delivered over a long time—and vice versa.

What you actually want to measure is the number of interactions per customer. How many messages does your rep send to the customer? How many different people does the customer need to interact with in order to resolve an issue?

Of course, this metric is one you must be careful with: A high number of interactions doesn’t necessarily mean poor service is being delivered, although it’s usually a good indicator reps aren’t asking the right questions to resolve issues in a timely manner.

4. Resolution Rate

Speaking of resolving problems, resolution rate is another customer service metrics you want to keep an eye on. It can tell you a lot about how your reps are doing, especially when it’s coupled with other metrics.

Resolution rate measures the number of requests or issues your team resolves. Keep this in mind: Not every case will be resolved on the first try, and some problems may not ever be “resolved.” However, if your team is resolving a large number of the requests per week or month, they’re likely delivering great customer service!

5. First Response Time

Another measure to keep an eye on is first response time. How long does it take your team to respond to customers’ requests? If their initial response time is lagging or the customer needs to wait a long time, your customer service ratings will likely dip.

Speed is of the essence when it comes to delivering great customer service. While a problem might take some time to resolve, customers will generally appreciate a team that connects with them quickly and gets started on the solution sooner.

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Mike Nolet

Mike Nolet

Mike is the senior vice president of Bill Gosling Outsourcing’s North American operations. He has been leading the operations teams since 2011, bringing over 20 years of previous experience to the team. Mike is a core contributor towards the company’s corporate strategic planning. Since joining Bill Gosling Outsourcing, he has been a driving force behind growth, process improvement, and implementing positive change within the organization. Mike is also a wine aficionado.

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