4 Ways to Optimize First Contact Resolution
What is First Contact Resolution?
The First Contact Resolution (FCR), or Resolution on First Contact, is an indicator that aims to measure the proportion of customers who, in the first contact with the company's support team, managed to have their problems resolved.
Thus, a company with a high FCR reflects a service team with a reasonable response rate, autonomy, and efficiency in solving problems. Otherwise, a low rate of FCR indicates operational inefficiency, that is, a team that is poorly prepared to deal with customer requests or the existence of very bureaucratic processes that hinder the work of the attendants.
Of all the measurement metrics in call centers, First Contact Resolution, or FCR, remains a priority with regard to customer satisfaction. In the world of multiple contact channels or omnichannel, the principle of solving the customer's problem quickly defines the experience and perception of the brand essentially. However, another essential KPI, the TMA (average service time), can compromise the quality of the service and prevent the focus from being on the FCR. We have gathered here four ways to optimize First Contact Resolution and deliver a high level of service in all customer contact opportunities.
1) Process mapping
Assigning specialized agents and making customer information available to agents at various stages of the process are critical to reducing the number of transfers and increase FCR. Continually improving processes will increase everyone's efficiency, enable agents to shine in their specific roles, and ultimately please customers.
2) Swap channels when needed
Omnichannel is not about serving on a single track but having the vision that changing channels can be better for FCR. If customer interaction is taking too long on a particular track, staying on it can prevent First Contact Resolution. For example, if many e-mails are being exchanged on a complex problem, the agent must switch to another channel, such as voice, to speed up the resolution of the issue.
3) Identify and address the concerns of frequent customers
Contact center managers must always identify the most frequent reasons for customers to contact, as well as the results of customer feedback; then, they must be shared across departments so that employees learn their own weaknesses and improve individual performance. Such a strategy saves employees and customers time, builds agent confidence, and improves FCR through the best customer experience. Agents and managers will be better prepared to solve problems quickly through training and script reviews.
4) Balancing FCR with TMA
These two KPIs can often be at odds with each other, but you don't have to choose just one of them. Quality in the customer's experience should always be an objective, so the average treatment time should not always be a priority. An agent may need to spend more time with a customer on a complex issue and increase TMA at times, but remember that, in the long run, a long customer service interaction that reaches FCR equals less average time to handle multiple contacts of a frustrated customer.
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