20 Minutes on Desktop Analytics: Employee Performance & Operational Efficiency

Desktop Analytics
Employee Performance & Operational Efficiency

Traditional QA can cost you the business

Subjective
Compliance v
Quality

Joe thinks Jane isn’t processing orders
efficiently
Joe and Mary calibrate on what ‘efficient’
looks like

Expensive
They watch screen recordings & hope to find
route to ROOT how Jane works differently v the group
Copyright © 2014 Cicero Inc.

Cicero Discovery - Desktop Activity Intelligence™

Leads to unwanted outcomes
Small sample size information
Coaching is applied with best guess recipe for process time redux

It works or doesn’t
Jane questions value of coaching
Wonders why they are worried about her v all the system and procedural BS

Cycle repeats x 5, 50 or 5000 employees daily (or at the end of every month)



What if you could Know v Assume
Always on insight
System, application and work process feedback
Empirical data to augment opinion and ‘gut’
Isolation of bottlenecks for game tape FF & Rewind
Critical step completion or miss
Interaction reason and disposition based on desktop activity



Performance & Efficiency = “How might we...?”
Obstacles

•
•
•
•

Application
Network
Skill
Knowledge

Opportunities

• Policy /Procedural
• Application and Data
• Procedure
Innovation
• Who is ‘winning’ & HOW?
• Faster (more interactions or work items per day, etc…)
• Better (fewer mistakes or fallout)
• Cheaper (fewer x-fers and call backs)
How can I do more with less effort?
• One and done > three and costly



Where all Interactions and Transactions Take Place
Knowledge
Management

Service
Details

Customer
History

Tasks

Softphone
Wrap-up

CRM

Websites
Disposition

Processes
Procedures

Surveys
Cases

Internet

Product
Details

Customer
Look-up

Intranet
Salesforce
Data Entry

Email

Tabbing
Siebel


Clicks
Chat


Tickets

Gathering Business Intelligence
Web Analytics – capture everything a
visitor does on a website
Surveys, Voice of the Customer – capture
direct feedback from customers

Speech Analytics – capture customer employee conversations

Desktop Analytics – capture
everything that employees
do, measure processes, gather IT info



How Companies are using Desktop Analytics
People
•
•

Processes

Technology

Identify general training
issues

•

Inconsistent workflow

•

Application usage

•

Repetitive and manual tasks

•

Memory and network issues

Isolate training and coaching
needs for individuals on
specific apps and workflow

•

Fraud and compliance issues

•

Application response times

•

Identify the step(s) in any or
all processes an object (an
account, claim, product,
etc.) has been through

•

Desktop and laptop issues

•

Unauthorized applications

•

Manage maintenance and
sun setting of applications

•

Identify 3rd party application
issues (e.g., hosted)

•

Idle time

•

Personal and break time

•

Productivity

•
•


Copying and pasting
Navigating multiple screens


How Cicero Discovery Works
Capture

Desktops

Laptops

Desktop Activities
• User Activities
• Process Events
• Application Data
• Network Data


Store/Publish

Database

Web Service

Data
• Collected in a Database
• Shared Network Drive
• Publish/Subscribe


Analyze

Reporting

3rd Party Reporting
and Applications

Reporting & Analytics
• Real time, Historical
• BPMS, BAM, BI
• WFM, Analytics

Example 1: Areas for Improvement
Bottleneck: 48% of the Claims are
in this step at >21 days. Drill down
with Business Process and Data
Monitors to find out Why?

Simple Claims Process
Review Credit

Check Fraud History

Claim > $500
APPROVE
Pay Claim Sub
Process

Review Large
Claim

Start

Submit Claim

End

Wait for Report &
Estimate

REJECT
Claim < = $500

Application Response:
Employees wait for screens to
refresh while navigating
application.

Send Thank
You Letter

Send Rejection
Letter
Review Small
Claim

Training: Employees are not
following steps using best
practices.


Example 2: Operational Insight
Simple Customer Service Inquiry

Missing Process: CRM not
updated consistently after
technician completes work.
UNRESOLVED

Dispatch Sub
Process

RESOLVED

RESOLVED

Active Contract

Troubleshoot
Problem

Contract
Status?

Phone
Create Case

Assign Case

YES

Customer Lookup

End
New Contract
Sub Process

Website
Expired Contract

Purchase
Contract?
NO

Manual Process: Employee
searches 2 different
customer databases for
status and contract details.

PCI Compliance: Credit card
information is not masked for all
users.


Example 1: Data Collected

Current Step
Approved
Rejected
Submit
Review Credit
Check Fraud
Review


Number of Claims
4
1
5
5
6
2


User Activity
User Activity for 9/16/2013
100%
90%
80%

User Activity as % of Shift

70%
60%
50%
40%
30%
20%
10%
0%

Lee
Business Use


Sue

Rick

Unapproved Business Use

Peggy
Personal Use

Charles
Unapproved Personal Use

Helen
Unclassified


Sharon
Idle Time

Steve
Group Average Business Use

Richard

Cut/Copy
Group Total

Cut/Copy by User and Application
Neil
80
70
60
50
40
30
20
10
0

Mike

Word
Excel

Jim

Outlook
Salesforce.com
Tony

John
Word
Excel
Outlook
Salesforce.com



Application Usage
Comparative Usage
Group Average

Neil

Word

30
LinkedIn.com

25

Excel

20
Youtube.com

Outlook

15
10
5

Amazon.com

Salesforce.com

0

Facebook.com

Knowledge Base

Siebel CRM

Inventory Mgmt

Service Scheduling


Applications Used
Usage Activity by Application class

Unapproved for Personal Use

Approved Business Use
Unapproved Business Use

Youtube.com

Approved Personal Use

eBay.com

Unapproved Personal Use

Solitaire

Unknown Application


System Restarts
Total Minutes lost to Reboot by Shift

Last App Used before Reboot

20-Sep

Flickr.com
LinkedIn.com
Solitaire

19-Sep

eBay.com
Youtube.com
18-Sep

Amazon.com
Facebook.com

Siebel CRM

17-Sep

Salesforce.com
Outlook

16-Sep

Excel
Word
0

50

100

150

200

250

0

TOTAL MINUTES LOST FOR REBOOT



10

20

30

TOTAL REBOOTS FOR PERIOD

40

50

Time Lost for System Restarts
Time Lost for Reboot

John
Jon
Hal
Tony
Jim
Keith
Mike
Tom
Neil
0

20

40

60

80

100

120

MINUTES LOST FOR REBOOT

16-Sep

17-Sep

18-Sep

19-Sep


20-Sep

140

160

Website Response Time
Average Web-Site Response Times- 9/16/13
SECONDS TO LOAD
0

5

10

15

20

8:00-9:59am

10:00-11:59am

12:00-1:59pm

2:00-3:39pm

4:00-5:59pm

Salesforce.com

LinkedIn.com

CNN.com

IntranetSite.com

Bloomberg.com


MSNBC.com

WebPortal.com

25

Workstation Detail Report

Workstation Details: a profile report including CPU, memory installed, memory
used, operating system installed, screen resolution, computer name, 32 vs. 34 bit



User Detail Report Example



Easy To Log In & Stay Signed In



Easy to Verify or Recommend



Easy to Find Relevant Information

Unnecessary Effort


Real Time & Relevant


When Back becomes (like the) Front…

Processes get examined for utility & cost
And get defined SLAs and centralized reporting
Resource planning models are flexed across departments (including front
and back office) to maximize efficiency (speed) and effectiveness (quality)
Front end orders and requests get followed up for maximum order to cash
and minimum missed commits


Customer & Employee Effort Recedes

Number of
end-to-end
customer
requests
completed in
X days


Average endto-end
processing
time reduced
by X%

Customer
Satisfaction
score
improved by
X%

Increase in
Team
Manager
Time to
focus on
team by X%

Reduction in
repeat calls
of X%

Total number
of calls
reduced by
X%


Record SLA
performance
X Client

Outstanding
work volume
(backlog)
down by X%

Efficiency Measures


Agent occupancy
Actual time busy on customer contacts compared to available or idle time, calculated by dividing
workload hours by staff hours



Staff shrinkage
The % of time that employees are not available to handle calls



Schedule efficiency
Variation by ½ hour is the key (don’t get fooled by using daily or monthly figures)



Schedule adherence
The forecast and staffing plan don’t mean much if the staff isn’t ‘available’ according to the plan –
front (random) or back (sequential) work notwithstanding



AHT/ACW
It’s critical not to focus coaching efforts too directly on the AHT number itself. It’s best to identify
the specific steps, words, and behaviors needed on a call and coach to those, not to an AHT
number



System availability and accessibility
‘Slow’ or ‘cumbersome’ adds seconds or minutes to the handle time of a transaction



Profitability Measures



Conversion rate
The percentage of transactions in which a sales opportunity is translated into an actual sale



Cost per call
Labor only or ‘fully loaded’ – pick one and stick to it.



Service Measures


Blockage
All customer interaction channels need to be ‘open’ and ‘able’ or you skew the SVL



Abandon rate
Affected by the average wait time in queue (which can be controlled by the call center), and
individual caller tolerance, time of day, availability of service alternatives, etc…



Self-service availability
Overall part of the staffing and productivity mix



Service level/ASA
Service level, the percentage of calls that are answered in a defined wait threshold, is the
most common speed of answer measure in the call center. Can and probably should include
entire start to resolution time and process (even across departments)



Summary of service measures
If the goal is 80% in 30 seconds, then look at the # of ½ hour periods of the day that were
between 75% and 85%. Shows consistency of service being delivered, which in turn affects
customer perceptions, employee workload, and bottom-line efficiency and cost



Quality Measures


First call resolution rate
It gauges the ability of the center, as well as of an individual, to accomplish an interaction in a single step
without the need for a transfer or a call back



Transfer rate
Costly. Follow the trail and look for bottlenecks



Communications skills
This is why we have audio recording (and screen/text reviews for chat and email)



Adherence to procedures
Adherence to procedures such as workflow processes or call scripts is another essential element of quality.



Customer satisfaction surveys
Hmmm….maybe we should ask the customer how we’re doing? Penny recommends Fred Van Bennekom’s
book, Customer Surveying.



Employee Measures



Staff turnover/retention
Review by team, by work or call type and by performance.



Employee satisfaction scores (I would suggest Engagement)
Get, Give, Belong and Grow


Big time correlation with Customer Engagement and overall loyalty

I got this list of 20 key metrics from Penny Reynolds.
She is the founding partner of The Call Center School, and pretty much a rock star.



Thanks & A Programming Note
 Next 3 Thursdays @ 11:30am Eastern
 Customer Effort & Engagement
 Contact Center Use Cases
 Back Office Use Cases

 Questions or Live Demo Requests
 www.ciceroinc.com



20 Minutes on Desktop Analytics: Employee Performance & Operational Efficiency

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