KPIs come in all shapes and sizes: some are measured daily, some weekly, others over a longer period of time. Some need to be measured against other KPIs and some are stand-alone indicators of performance.
It can be easy to get overwhelmed with the sheer amount of KPIs to measure, making it important for call center managers to focus on what’s most relevant for their business and what will help them achieve their goals.
Benefits Of Tracking Outbound Call Center KPIs
Outbound call centers can have a massive impact on company success and customer satisfaction. They’re instrumental in expanding the customer base, reaching new clients, increasing brand awareness and driving sales.
But no outbound call center can track progress toward their goals without solid indicators of how well they’re performing.
KPIs provide full visibility over agent performance, ensure operational efficiency and help maintain high levels of customer satisfaction. They drive growth, profitability and business impact. And they’re fundamental for data-driven decision making.
Each outbound call center is different, which means that each one uses different metrics to measure success. Let’s take a look at the key metrics for measuring outbound call center performance.
Essential KPIs For Measuring Outbound Call Center Performance
Call Volume Metrics
Total Calls Made
The most straightforward call volume metric there is: it represents the total number of outbound calls made by agents during a given time period. Simple, right?
Total calls made is a good indication of the call center’s level of activity. But be careful not to overemphasize it – high call volumes might be good on paper, but if agents aren’t making sales, the quality of the calls may need to be addressed.
Using a CRM or call center software is a good way of measuring total calls made across multiple agents.
Calls Per Hour or Day
Tracking the number of calls each agent handles, whether by hour or day, can give insights into their productivity. Automated systems like real-time dashboards can help measure them properly, providing visibility over the quality of the call center.
There are various tools to use when measuring both calls per hour and calls per day:
- Automatic Call Distributor (ACD) systems record all outbound calls, generating reports with hourly and daily calling metrics.
- Call center software and CRM integrations are capable of logging each call’s timestamp and attributing it to the correct agent.
- Real-time Dashboards continuously monitor call rates, providing immediate insights into performance.
To measure calls per hour, simply divide the total number of calls by the total number of agents in a specified hour. Calls per day, meanwhile, is the total number of calls that all agents handle throughout the day, including all shifts. Here’s how to measure it:
Total calls ÷ (agents × hours worked).
For example, if a call center makes 180 calls in a day, and there are 15 agents working 5 hours, the average calls per hour per agent would be:
180 ÷ (15 x 5) = 2.4 outbound calls per hour per agent.
Calls per Agent
Calls per agent measures the number of calls made by an agent, whether hourly, daily, weekly, monthly or in any given period. It’s used by managers mainly for performance tracking, but is also handy for scheduling and staffing as it indicates how many agents are needed to handle call volumes.
It doesn’t take into account the quality of the interactions, though. For this reason, it needs to be used in tandem with other metrics, such as average handle time. Automating workflows can help measure it effectively, such as monitoring tools and real-time analytics.
Total number of calls made ÷ total number of agents.
For example, if 20 agents make 500 calls in a day, the calls per agent would be:
500 ÷ 20 = 25 outbound calls per agent.
Answer rate
Measuring call volumes is important. But if those calls aren’t being answered, then your call rates are irrelevant. Answer rate is the percentage of calls that are actually picked up by prospects or customers versus the total number of calls made.
Answer rates indicate how efficient an outbound calling campaign is by measuring how many leads, prospects or customers are actually being reached. If your answer rates are low, it could mean that either your contact lists are poor or your call strategies need to be updated.
(Number of answered outbound calls ÷ total number of calls dialed) x 100%.
For example, if 180 calls out of 600 outbound calls are answered, the answer rate would be:
(180 ÷ 600) x 100% = 30% of outbound calls successfully answered.
Productivity Metrics
Average Handling Time (AHT)
The average time it takes for agents to handle a call, from customer pickup to post-call tasks, is an indicator of how successfully they’re making sales over the phone. Average handle time includes hold time and after-call related activities, as well as total talk time.
A higher AHT means more calls are being handled, while a lower one points towards agents spending too much time either during or post-call. A low AHT may also mean that agents are good in certain calls, such as appointment setting, but weaker in sales calls; whereas a high AHT could mean they’re struggling to find information, create value for the prospect or solve their problem.
Measuring AHT is a little more complex than other formulas:
(Total talk time + total hold time + total after-call work time) ÷ total number of calls handled.
For example, if a call center has:
Total talk time: 1,200 minutes
Total hold time: 300 minutes
Total after-call work time: 500 minutesTotal number of calls handled: 200
Then the AHT would be:
(1,200 + 300 + 500) ÷ 200 = 10 minutes of average call handling time.
Occupancy Rate
Occupancy rate isn’t as straightforward as other metrics. It refers to agent productivity specifically for live and post-call related work. Managers use it to gauge agent productivity versus idle time, making it a useful indicator of whether agents are spending too much time on non-work-related tasks.
A high occupancy rate is the gold standard: it means agents are using their time effectively, creating more opportunities to generate sales. Although the metric can be challenging to track for remote workers, it’s worth investing in, as an agent who isn’t occupied could become unmotivated or bored. Conversely, an overly-occupied agent could be at risk of burnout.
Here’s how it’s measured:
(Total handling time ÷ total available time) x 100.
For example, if an agent has 300 minutes of total handling time and 480 minutes of total available time, then their occupancy rate would be:
(300 ÷ 480) x 100 = 62.5% occupancy rate.
Utilization Rate
An agent’s utilization rate is how much time they spend on productive tasks, including call handling and any call-related work. A good utilization rate reduces operational costs by minimizing time spent on non-productive tasks. It contributes to better customer satisfaction and aids in setting realistic goals for agents.
An optimal utilization rate falls between 60-70%, but can vary from one call center to another. A higher rate is preferred, but keep in mind that as it climbs, so too does risk of burnout. Finding the right balance is essential for every call center and agent.
(Total worked hours ÷ total available hours) x 100.
Suppose a call center has the following data:
Total worked hours: 320 (total hours agents were engaged in calls).
Total available hours: 400 (total hours agents were scheduled to work).
The utilization rate would be:
(320 ÷ 400) x 100 = 0.8 x 100 = 80% utilization rate (which means agents were productive for 80% of their scheduled time).
Quality Metrics
First Call Resolution (FCR) and First Call Close (FCC)
FCR and FCC can sometimes be used interchangeably. Both refer to the customer’s first call, but FCR is related to the customer’s query being resolved while FCC points to a sale being closed. The former measures how well the customer’s queries are being successfully resolved, whereas the latter tracks sales metrics.
With higher FCR and FCC, agents make less callbacks and transfers, and customers spend less time on hold. A low FCR or FCC could potentially mean your agents aren’t adequately trained, or your calling lists aren’t as relevant as they could be.
Here’s how to measure it:
(Total number of first call successes ÷ total numbers of calls handled) x 100.
For example, if a call center resolves 150 issues on the first call out of 200 total issues handled, the FCR would be:
(150 ÷ 200) x 100 = 0.75 x 100 = 75% of successful first calls.
Call Quality Score
Call quality isn’t quantifiable like average handle time or answer rate as it’s subjectively measured from one call center to the next. It incorporates agent behavior, engagement, overall customer satisfaction and call outcome. Tools like AI speech analytics and real-time call monitoring can greatly improve the scoring process.
Call quality score includes agent factors such as politeness, script adherence, etiquette and knowledge, and customer factors like sentiment, tone of voice, language and overall disposition.
But remember: high call quality scores can sometimes be situational. Agents with high scores may reach high numbers of prospects and speak well with their script, but their etiquette and tone of voice may not be up to par. Because of this, call quality scores should always be considered in tandem with other metrics to gain a holistic understanding of your call center’s performance.
Customer Satisfaction (CSAT)
Customer satisfaction, like call quality, can generate valuable insights into your call center’s efficiency. CSAT doesn’t follow a set formula like other metrics though, making it slightly more challenging to measure. It’s usually collected from after-call surveys or follow-ups and depends heavily upon the customer’s willingness to provide feedback.
The survey is usually pretty simple: the customer is asked to rate their experience on a scale, for example 1-10, 10 being the best. It’s up to the call center to determine which point of the scale constitutes a satisfied customer.
(Number of satisfied customers ÷ total number of survey responses) × 100.
For example, if a call center receives 250 survey responses, of which 200 customers indicated satisfaction, the CSAT would be:
(200 ÷ 250) x 100 = 80% of customers satisfied with the service received.
Conversion and Sales Metrics
Conversion Rate
Conversion rate is a major call center metric that measures the percentage of outbound calls resulting in a successful outcome, whether that be meetings booked, sales closed or prospect’s information gathered for lead generation.
Conversion represents how efficient agents are at turning leads into customers. The lower the conversion rate, the higher the cost per lead.
(Number of successful outcomes ÷ number of outbound calls) x 100%.
For example, if 100 out of 500 calls are successful, the conversion rate would be:
(100 ÷ 500) x 100% = 20% conversion rate.
Lead Conversion Ratio
Lead conversion ratio refers to the amount of calls needed to make a sale or successful call. Similar to conversion rate, the lower the ratio, the higher the cost per lead, which negatively impacts the company’s revenue. Implementing real-time reporting tools to track certain campaigns or calling lists can enable quick, strategic decision making at any point of the day.
(Number of successful sales ÷ number of leads contacted) x 100.
For example, if 30 out of 150 contacted leads convert successfully, the lead conversion ratio would be:
(30 ÷ 150) x 100 = 20% = 1:5 lead conversion ratio.
Revenue per Call
Generating value is the main goal of call centers. But good revenue per call isn’t enough if talk times are too long and fewer calls are being made as a result. For this reason, tracking how much revenue comes from each call, whether hourly, daily or weekly, can be a good indication of exactly how much value the call center is generating.
It can help you plan future campaigns but needs to be used in conjunction with other metrics, such as AHT. It’s also helpful for comparing different campaigns: it highlights which are generating more leads, resulting in more meetings booked, or closing more sales by placing a numerical value on each campaign. That way, companies can invest resources in projects that are more likely to pay off.
Total revenue generated ÷ total number of calls made.
For example, if the call center generated $20,000 in revenue over 1000 calls, the RPC would be:
20,000 ÷ 1000 = $20 per call.
Operational Efficiency Metrics
Call Abandonment Rate
Call abandonment rate is a fundamental measure of outbound campaign effectiveness, staffing levels, call volumes, IVR menu efficiency and dialer settings. Very simply, it’s the percentage of calls that are disconnected or dropped before being connected to an agent. High abandonment rates mean leads aren’t being reached, which ultimately results in wasted resources.
Oftentimes, auto dialers are the culprit: they make too many calls for the amount of available agents, so there’s no one there to answer the phone once the customer picks up. Implementing tools like AI-predictive dialers solves this problem: they make multiple calls simultaneously while analyzing agent availability to ensure all answered calls are connected quickly and efficiently. They’re powerful tools that boost both call and answer rates, providing more opportunities for agents to close deals.
The longer a person spends on hold, the more likely they are to disconnect. This leads to negative customer experiences and lost opportunities.
(Number of abandoned calls ÷ total number of incoming calls) x 100.
For example, if 50 of 500 total calls were dropped before connection, the abandonment rate would be:
(50 ÷ 500) x 100 = 10% of calls abandoned.
Dialing Efficiency
This metric reflects agent productivity in outbound calling and how effectively they’re using the dialing system. A low dial efficiency might mean agents aren’t well-trained, but could also point to an inadequate dialing system.
Measuring dialing efficiency helps improve productivity by allowing call centers to optimize their connection and sales rates.
(Total connected calls ÷ total dialed calls) x 100.
For example, if 150 of 300 dialed calls are answered, the dialing efficiency would be:
(150 ÷ 300) x 100 = 50% dialing efficiency.
Campaign-Specific Metrics
Lead Response Time
Lead response time refers to how long it takes to contact a lead, from the moment they enter the pipeline. It’s generally measured in seconds as conversion rates decline rapidly within the first few minutes.
It’s a crucial metric for uncovering how quickly the sales team responds to potential leads. Quick response times significantly increase the chance of conversion. It also helps identify areas for improvement in the sales process, allowing managers to benchmark against industry standards.
Dialer software can improve lead response times as it prioritizes warmer leads by moving them to the front of the queue. CRMs can also track and set response time goals, which enable easy strategy adaptation.
Time of response – time of lead generation.
For example, if a lead was generated at 1.00pm and contacted at 1.03pm, the lead response time would be:
1.03pm – 1.00pm = 3 minutes lead response time.
Pipeline Contribution
Pipeline contribution is the total value generated by leads from a campaign. It allows call centers to assess their outbound efforts and determine whether they’re generating any revenue towards the sales pipeline. This ultimately means call centers can allocate resources more efficiently.
Some campaigns may be stronger than others—with pipeline contribution, companies can see which ones are worth investing in. It guides the marketing and sales strategies by pointing to which channels produce higher quality leads, providing insights that can be useful for future revenue forecasting.
(Total value of deals added to pipeline ÷ total revenue target or goal) x 100.
For example, if a campaign generates $50,000 for the sales pipeline of a total target of $200,000, the pipeline contribution would be:
(50,000 ÷ 200,000) x 100 = 25% pipeline contribution target attainment.
Compliance and Customer Interaction Metrics
Compliance Rate
Regulations, rules, guidelines and company policies are essential for agents to follow. The rate of compliance is vital to measure, especially for industries like finance and healthcare, where non-compliance results in legal trouble.
Measuring compliance rate is a form of risk management: high compliance = low risk. It protects the organization from fines and penalties, and improves customer trust. Plus, it highlights any areas where agents may need extra training or support.
(Total number of compliant calls ÷ total number of calls monitored) x 100.
For example, if 180 calls out of a total 200 monitored calls were compliant, the compliance rate would be:
(180 ÷ 200) x 100 = 90% compliance rate.
Script Adherence
Call center scripts are essential for ensuring uniformity and consistency across the board. Measuring adherence shows how well agents are sticking to a predetermined script. It usually involves a list of specific phrases or keywords that agents must mention in every interaction.
Using AI speech recognition and analytics tools to automatically scan call transcripts for non-compliance makes the process easy. A high script adherence rate means agents are sticking to their guidelines, making it a useful tool for measuring consistent messaging.
(Number of calls following the script ÷ total number of calls monitored) x 100.
For example, if 150 out of 200 calls were script adherent, the rate would be:
(150 ÷ 200) x 100 = 75% script adherence rate.
Top 5 challenges challenges of implementing and utilizing call center metrics effectively
#1 Data overload
Having too many metrics can confuse agents, leading to uncertainty over which ones are more important. It can also cause managers to miss out on the more important KPIs like customer satisfaction and efficiency.
#2 Integration with technology
Call centers integrate with many different software systems like CRMs and analytics platforms. Many are older, outdated systems that may not be properly equipped to record data accurately. Poor systems can lead to data silos and low visibility over performance analytics, hindering insights into overall operational efficiency.
#3 Metric alignment with business goals
Tracking KPIs is irrelevant if the metrics being tracked don’t contribute to the company’s objectives. For example, a call center focused on lead generation might prioritize total call volume over conversion rate. While high call volume may seem important for productivity, it doesn’t result in qualified leads or sales like conversion rate. KPIs must align with the business goals in order to contribute to the company’s objectives.
#4 Balancing quality and efficiency
Improving one metric can have negative impacts on others. For example, encouraging agents to reduce AHT can inadvertently compromise CSAT. Balancing metrics that measure efficiency with those that measure quality can be a challenge, as agents can end up rushing through calls to improve efficiency at the cost of customer satisfaction.
#5 Overemphasis on quantitative metrics
Too much quantitative data can lead call centers to over-emphasize on numbers over quality of service, such as calls per hour over customer satisfaction. It can cause managers to prioritize ‘good numbers’ over actually meaningful interactions with customers.
Best practices for monitoring and measuring call center metrics
- Choose KPIs aligned with business goals: Select a combo of quantitative (AHT, calls per hour) and qualitative (CSAT, FCR) metrics to get a comprehensive overview of KPIs.
- Set realistic targets and benchmarks: Set SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound) for each metric. Compare yours to the industry average to see how you’re performing against competitors.
- Use real-time monitoring and reporting: Track KPIs in real time with dashboards that can visualize data clearly for agents and managers, promoting transparency.
- Leverage technology and automation: Speech analytics and AI can track customer sentiment and script adherence, which gives deeper insights into call and agent quality.
- Review and feedback regularly: Conduct performance reviews on a regular basis to identify trends and understand whether metrics are meeting the desired outcome. Provide timely, constructive feedback to agents based on call recordings.
- Avoid over-emphasis on speed-only metrics: Don’t focus solely on AHT or calls per hour. Make sure agents understand the value of good quality interactions over just being fast.
- Implement continuous training and development: Engage agents in regular training sessions and workshops to keep them up to date with the business goals and changing market. Provide ongoing training based on insights from metrics and focus on technical and soft skills like empathy and active listening.
- Use trend analysis: Focus on trends over time rather than just individual data points. A temporary dip in customer satisfaction or increase in wait time can be normal, but consistent issues are worth exploring. Track and visualize metric trends to better understand seasonal variations and long term performance.
A Final Word
Effectively measuring and analyzing outbound call center metrics is not only important, but essential for enhancing customer satisfaction and achieving business goals. Focusing on the right KPIs, tailored to your call center’s objectives, can create valuable insights into agent performance and overall customer experience.
The abundance of metrics can be overwhelming; start by prioritizing those that align best with your business objectives. Employ best practices like real-time monitoring and leverage technology to automate the data collection. That way, the hard part is already done.
And don’t forget to balance quantitative and qualitative metrics – speedy service means nothing without good customer satisfaction.
Navigating the challenges facing call centers can be tricky, but fostering an environment of continuous improvement allows businesses to meet the demands of their customers in an increasingly competitive industry. In essence, a strategic approach to managing KPIs can be transformative. Metrics can turn from mere numbers into powerful tools that drive growth and guide the business in the right direction.
