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“occupancy rate in a contact centre”. This is basically a measure of how “busy” call center agents are when they are at work. It is sometimes referred to as “utilization”. You might think a simpler measurement like “call per hour” would answer this same question. But as is often the case with call centers, things get complicated quickly.
In this post we will look into how occupancy rate is calculated, what value it adds to the vast mix of call center metrics and the problems that can arise if it is used improperly.
Calculating Occupancy Rate
Consider an agent who is engaged in call-related work for 45 minutes during a 60 minute period. He has an occupancy rate (or just “occupancy”) of 75%. That’s pretty straightforward, right?
However, we need to look deeper into the phrase “call-related” which is the numerator of the fraction. We have to include more than just “talk time”, because sometimes agents are on hold during the conversation, waiting on another process. We also need to include work that happens after the call to “wrap-up” the transaction. This is sometimes called “After Call Work” (ACW). Defining the boundaries between ACW and other non-call work can be tricky. It’s important to limit this to work that is directly related to that particular call, and exclude general non-call work. This is the same thinking that goes into calculating “Handle Time”.
In fact, a common way to calculate occupancy rate is to add up all the handle time during the defined time period
Now what about the denominator? We want to count how much time the agent was theoretically able to work. Many contact center systems will report “Available Time” for an agent, which counts the time an agent was logged-in but not on a call. (Sometimes called “Idle Time”.) Armed with this number, we have our first way to calculate occupancy rate:
One danger here is to make sure that “Available Time” does not overlap with ACW time or on hold time.
Other call centers are set up to report “logged in” time for an agent. We can use this instead of handle time if we can subtract away all non-call related activities. This time is often labeled “Aux”, “Misc” or “non-call”. That leads to an alternate formula:
The danger with this approach is to make sure agents are diligent in setting their status codes properly so that “Aux” covers all the appropriate time.
What Occupancy Tells You?
So, occupancy combined with service level, can tell you if your staffing level is set properly for a given stretch of time. But what about occupancy on its own? It is best used as a predictor of “agent burn-out”. There is a general consensus that occupancy above 85% is not sustainable other than for short bursts of time. (85% occupancy means there is only an aggregate of 9 minutes between calls in any given hour.)
Agents need time to take a breath and collect their thoughts between calls. Otherwise, performance suffers, followed by higher absenteeism and, eventually, agent attrition.
Dangers of Misuse
One danger was already covered: looking at occupancy as a guideline for staffing without also considering service level.
Another danger is confusing occupancy with “Schedule Adherence”. They are similar metrics, but not interchangeable. This can lead to serious mistakes in forecasting and staffing.
Finally, there is a danger in confusing occupancy with productivity. One agent may be able to write-up a summary or send an email faster than another. In this case, the “after call work” would be less and yield lower occupancy for the more efficient agent.
How are you using occupancy in your call center? We’d would love to hear from you in the comments. What other metrics would you like us to tackle in this group?
In this post we will look into how occupancy rate is calculated, what value it adds to the vast mix of call center metrics and the problems that can arise if it is used improperly.
Calculating Occupancy Rate
Consider an agent who is engaged in call-related work for 45 minutes during a 60 minute period. He has an occupancy rate (or just “occupancy”) of 75%. That’s pretty straightforward, right?
However, we need to look deeper into the phrase “call-related” which is the numerator of the fraction. We have to include more than just “talk time”, because sometimes agents are on hold during the conversation, waiting on another process. We also need to include work that happens after the call to “wrap-up” the transaction. This is sometimes called “After Call Work” (ACW). Defining the boundaries between ACW and other non-call work can be tricky. It’s important to limit this to work that is directly related to that particular call, and exclude general non-call work. This is the same thinking that goes into calculating “Handle Time”.
In fact, a common way to calculate occupancy rate is to add up all the handle time during the defined time period
Now what about the denominator? We want to count how much time the agent was theoretically able to work. Many contact center systems will report “Available Time” for an agent, which counts the time an agent was logged-in but not on a call. (Sometimes called “Idle Time”.) Armed with this number, we have our first way to calculate occupancy rate:
One danger here is to make sure that “Available Time” does not overlap with ACW time or on hold time.
Other call centers are set up to report “logged in” time for an agent. We can use this instead of handle time if we can subtract away all non-call related activities. This time is often labeled “Aux”, “Misc” or “non-call”. That leads to an alternate formula:
The danger with this approach is to make sure agents are diligent in setting their status codes properly so that “Aux” covers all the appropriate time.
What Occupancy Tells You?
So, occupancy combined with service level, can tell you if your staffing level is set properly for a given stretch of time. But what about occupancy on its own? It is best used as a predictor of “agent burn-out”. There is a general consensus that occupancy above 85% is not sustainable other than for short bursts of time. (85% occupancy means there is only an aggregate of 9 minutes between calls in any given hour.)
Agents need time to take a breath and collect their thoughts between calls. Otherwise, performance suffers, followed by higher absenteeism and, eventually, agent attrition.
Dangers of Misuse
One danger was already covered: looking at occupancy as a guideline for staffing without also considering service level.
Another danger is confusing occupancy with “Schedule Adherence”. They are similar metrics, but not interchangeable. This can lead to serious mistakes in forecasting and staffing.
Finally, there is a danger in confusing occupancy with productivity. One agent may be able to write-up a summary or send an email faster than another. In this case, the “after call work” would be less and yield lower occupancy for the more efficient agent.
How are you using occupancy in your call center? We’d would love to hear from you in the comments. What other metrics would you like us to tackle in this group?
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Many new call center managers are unaware of occupancy as a metric let alone how to calculate it.
Simply put, call center occupancy is the percentage of time your agents are busy working with a customer or documenting an interaction. It is the percentage of time they are not available to take the next call.
Sounds like a simple metric and one that is good to know but why do you really care about your centers occupancy?
Hell you may even think that if anything you want your agents to be occupied 100% of the time. Isn’t that what you are paying them for?
You should worry about and measure your centers occupancy because it directly impacts your ASA and your Service Level results. You must manage your occupancy so that you can achieve your ASA and Service Level goals.
So here is the formula we occupancy in your center; suggest you use to calculate
talk time + hold time + wrap time/talk time+ hold time + wrap time + avail time
Let’s do a quick example, Tom has worked an hour without any breaks or idle time, he is a dedicated guy. He has taken 4 calls during that time and that stats for those calls layout this way;
talk time (2880) + hold time (60) + wrap time (60)/talk time (2880) + hold time (60) + wrap time (60) + avail time (600)
Calculated out this is an 83% occupancy. 83% of the time, Tom was occupied with a customer or documenting his interaction with the customer. The other 17% of the time he was available for the next call.
How To improve agent Occupancy % level:
Call centers handle a variety of functions, including customer service, technical support, telesales and customer contact. To provide the right level of service to customers, call center managers plan staffing levels to ensure that they have sufficient agents on duty to deal with varying call volumes at different times of the day. Managers monitor the efficiency of their scheduling using a measure called agent occupancy. Occupancy measures the actual time agents are busy with customer contact compared to the time they are available in the call center. Managers measure occupancy by dividing the time spent on workload by the time staff are on duty in the call center.
Step 1
Monitor calls volumes at different times of the day and on different days to identify busy periods and quiet periods. Schedule staff levels to minimize the time customers have to wait in a queue during busy periods. Measure occupancy levels during different periods to establish a benchmark. According to CC Manager, call center managers aim for an occupancy level of 85 to 90 percent. However, trying to achieve occupancy levels beyond 90 percent can put extreme pressure on call center staff, according to the International Customer Management Institute.
Step 2
Increase productivity and occupancy levels by asking agents to take on different tasks during quiet periods. In call centers that normally handle only incoming calls, such as service requests, inquiries or telephone orders, ask agents to make outbound calls during quiet periods. Contact customers to ask if they were satisfied with the service they received. Call customers who have recently purchased a product to offer them information on other products of interest. Provide training in outbound telephone techniques, if necessary.
Step 3
Outsource part of your call center operations to provide additional resources for peak periods. If call volumes vary, it is easier to switch resources between the main call center and the outsourced center than to bring in or lay off permanent staff. Use the outsourced resources to maintain call center occupancy levels.
Step 4
Set up self-service facilities for routine customer service functions, such as ordering, tracking deliveries, requesting service calls or obtaining product information. Offer customer self-service facilities via website, e-mail or voice mail. Self-service facilities help to reduce call volumes and staffing levels.
Occupancy level % is very important in a call center. more occupancy % help you to ensure agent utilization.
Simply put, call center occupancy is the percentage of time your agents are busy working with a customer or documenting an interaction. It is the percentage of time they are not available to take the next call.
Sounds like a simple metric and one that is good to know but why do you really care about your centers occupancy?
Hell you may even think that if anything you want your agents to be occupied 100% of the time. Isn’t that what you are paying them for?
You should worry about and measure your centers occupancy because it directly impacts your ASA and your Service Level results. You must manage your occupancy so that you can achieve your ASA and Service Level goals.
So here is the formula we occupancy in your center; suggest you use to calculate
talk time + hold time + wrap time/talk time+ hold time + wrap time + avail time
Let’s do a quick example, Tom has worked an hour without any breaks or idle time, he is a dedicated guy. He has taken 4 calls during that time and that stats for those calls layout this way;
talk time (2880) + hold time (60) + wrap time (60)/talk time (2880) + hold time (60) + wrap time (60) + avail time (600)
Calculated out this is an 83% occupancy. 83% of the time, Tom was occupied with a customer or documenting his interaction with the customer. The other 17% of the time he was available for the next call.
How To improve agent Occupancy % level:
Call centers handle a variety of functions, including customer service, technical support, telesales and customer contact. To provide the right level of service to customers, call center managers plan staffing levels to ensure that they have sufficient agents on duty to deal with varying call volumes at different times of the day. Managers monitor the efficiency of their scheduling using a measure called agent occupancy. Occupancy measures the actual time agents are busy with customer contact compared to the time they are available in the call center. Managers measure occupancy by dividing the time spent on workload by the time staff are on duty in the call center.
Step 1
Monitor calls volumes at different times of the day and on different days to identify busy periods and quiet periods. Schedule staff levels to minimize the time customers have to wait in a queue during busy periods. Measure occupancy levels during different periods to establish a benchmark. According to CC Manager, call center managers aim for an occupancy level of 85 to 90 percent. However, trying to achieve occupancy levels beyond 90 percent can put extreme pressure on call center staff, according to the International Customer Management Institute.
Step 2
Increase productivity and occupancy levels by asking agents to take on different tasks during quiet periods. In call centers that normally handle only incoming calls, such as service requests, inquiries or telephone orders, ask agents to make outbound calls during quiet periods. Contact customers to ask if they were satisfied with the service they received. Call customers who have recently purchased a product to offer them information on other products of interest. Provide training in outbound telephone techniques, if necessary.
Step 3
Outsource part of your call center operations to provide additional resources for peak periods. If call volumes vary, it is easier to switch resources between the main call center and the outsourced center than to bring in or lay off permanent staff. Use the outsourced resources to maintain call center occupancy levels.
Step 4
Set up self-service facilities for routine customer service functions, such as ordering, tracking deliveries, requesting service calls or obtaining product information. Offer customer self-service facilities via website, e-mail or voice mail. Self-service facilities help to reduce call volumes and staffing levels.
Occupancy level % is very important in a call center. more occupancy % help you to ensure agent utilization.
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