Do you know how many calls agent number 29 can handle in a given hour? Is this the only metric you need to measure? In the era of the call center on demand, what metrics are you using to determine success? If it’s simply based on the number of calls, you may be headed for disaster.

A recent Metrics piece highlighted the challenge of looking at success with just the number of calls mentality. The example given had much to do with “I Love Lucy” and a certain candy factory assembly line episode. Whether you’re old enough to remember the episode or not (I am only old enough to remember the “Nick at Night” version, thank you very much) the point is simple – they received too little training to maintain the expected level of activity.  

The first few minutes on the chocolate line went fine, but as soon as the assembly line needed to increase in speed, there was no way our beloved characters could keep up. Is this really the approach agents should take in the call center on demand? If the goal is simply to complete a set number of calls within a set amount of time, will you truly achieve goals that mean anything?

For instance, I can train my 16-year old daughter to make a lasagna for supper. I give her plenty of time to brown the meat, boil the noodles, mix the cheese and apply the layers. We then put the finished product into the oven to bake and less than an hour later we have a delicious meal. If I asked her to make two lasagnas in the same timeframe, she might be able to do it. If I asked for four or six or more, shortcuts start to get taken, layers get applied sloppily and the baked product is likely to fall short of the first one.

In the lasagna example, I’ve trained my daughter to do one lasagna well and then expected her to apply it across too many in less time. I didn’t show her how to develop an assembly line to putting the lasagnas together or give her adequate time so that quality was maintained. The timing pressure also is sure to lead to a bigger mess in the kitchen and a stressed out teenager.

The call center on demand requires a different approach as well. While you do want to have guidelines for the number of calls you would like agents to complete, isn’t the outcome of the call more important? If they reach 20 prospects in a given hour and none of them turn into sales, were these 20 quality interactions? If the same agent could instead reach five prospects in the hour and turn three of them into sales and two of them into potential leads to contact later, the outcome is so much better.

This is why it’s important to get away from the calls per hour mentality. While the “quality over quantity” mantra may seem tired, it’s still a valuable rule in the call center on demand. Go for the metrics that drive the outcomes you need and not just activity or there soon won’t be any activity to drive.