Attrition is a component of contact center shrinkage. It is the rate at which the agent workforce is reduced through voluntary resignation, transfer, promotion, job loss, etc. There is a clear difference between the two. Shrinkage destroys the percentage of time agents spend productively handling customer interactions, but it is a variable that can be managed, to some extent, by making real-time adjustments to the schedule and issuing reminders so that the agent Become more aware of your need to change activities.
Attrition, instead, lessens the definite number of agents available to be scheduled. Given the considerable amount of time required to recruit, hire, train and on-board agents, the contact center could have a more significant and costly impact. With several other contact centre metrics, the formularies for computing shrinkage and attrition differ.
To come up with a formula, you need to start by determining what is included or excluded from the calculation. Keep employees engaged. Reward productive agents. What Is An Attrition Rate? Commonly referred to as a 'churn rate,' a company's attrition rate is the rate at which people leave. If you break it down, it is the number of people who have left the company, divided by the average number of employees over a period of time.
A percentage in short fall of a planned output amount. To calculate average handle time, add total talk time with total hold time, then add ACW. Lastly, divide that by the total number of calls to get the AHT. Calculating AHT. Inventory Shrinkage Rate is a measure of inventory control.
It measures the percentage of inventory that is lost between the initial production and the point it is sold. Reasons for shrinkage can include breakages, spillages, misplacements, perished goods, as well as internal and external theft. The paper explains the basic types of shrinkage: carbonation shrinkage, plastic shrinkage, temperature shrinkage, chemical shrinkage, autogenous shrinkage, and drying shrinkage.
Shrinkage is a workforce management metric that refers to time in which agents are being paid but are not available to handle interactions. There is planned shrinkage, like agents being scheduled for staff meetings and trainings, and there is unplanned shrinkage, like an agent calling out sick or on vacation.
To measure employee attrition, you divide the average number of departures in a given period over the average number of employees in that period and then multiply by to get the percentage. What this shows you is the number of employees left after departures. In other words, how much manpower you're losing. To calculate shrinkage, cut your fabric into a square, record the measurements before washing in the field marked before wash. There are two main types of employee attrition: Voluntary attrition: When an employee chooses to leave the company, that is voluntary attrition.
This can include any reason an employee leaves on their own accord, whether it's truly voluntary or not. In statistics, shrinkage is the reduction in the effects of sampling variation. In regression analysis, a fitted relationship appears to perform less well on a new data set than on the data set used for fitting.
In particular the value of the coefficient of determination 'shrinks'. There are high costs in recruiting and training new staff; these are the direct costs of attrition.
But that is not all. Dougie tells us that he did work in a contact centre dealing with customer subscriptions, and he found the consequential costs of attrition to be about ten times greater than their direct costs. For example, we looked at metrics like sales conversion, and compared the performance of a new employee and an experienced employee and worked out the differential until they reached similar levels of competence — which was, on average, eight weeks.
It escalates the opportunity cost of losing people from a tens-of-thousands-of-pounds decision to a multi-million-pound decision. What is the right percentage? What happens if we improve it? This helps when putting forward a business case for support in building a better contact centre culture, which, according to Dougie, is one of the keys to reducing attrition. The others, he believes, are workable shift patterns and flexibility in working hours.
However, the first six weeks is the period of time within which advisors are most likely to leave the contact centre. So, you want to find out what is causing advisors to leave in that first six weeks.
This will help you to identify where you need to improve the induction process. What is the data pointing towards for further investigation?
Is classroom training uninspiring? Are the trainers good enough? Are advisors being left unsupervised too quickly? In addition, it can be good to measure advisor satisfaction when onboarding new staff.
This can highlight what you are doing well, so you can then look to replicate this during other parts of the induction process. When advisors leave of their own accord, this is known as voluntary attrition. Alternatively, involuntary attrition — which is also known as intentional attrition or planned attrition — is where somebody is asked to leave the company. This is typically for performance-related e.
Involuntary attrition is normally excluded from attrition calculations and is calculated using the attrition formula below:. However, excluding involuntary attrition from the overall attrition figure is a practice that Dougie Cameron disagrees with. Failures that could lead to involuntary attrition are: recruitment failures, lack of adequate coaching and poor planning.
Taking all of this into account, here are three mistakes that you should avoid when calculating attrition. Being able to look for spikes on a week-by-week basis will.
There are many things that contact centres can do to help reduce attrition. These include offering a clear pathway for progression, improving the work environment and, of course, increasing salaries.
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