Impact of Attrition Benchmark Study Results from August 2007 Survey
Impact of Attrition Survey Request sent to Knowlagent internal database via email Title Title Breakdow n 251 responses Other 19%
Unknown 3%
Manager 38% Number of Agents
VP 18%
17.2% More than 1000 33.3% Less t han 100 11.7% 501-1000
10.6% 301-500
27.2% 101-300
Director 22%
Organizational Goals Please select the category that most closely matches that of the most important goals in your call center. Revenue/Sales Revenue/Sales related 15.6% Customer satisfaction related 40.2% Customer loyalty related 4.5% Quality related 8.6%
68% of goals are customer satisfaction, loyalty or experiencerelated.
Cost related 3.3% Customer experience related 22.1% Net promoter related 0.8% Other (please specify) 4.9%
Organization's Success T owards owards Most Important Important Goal
39% of respondents were partially or completely unsuccessful against their highest stated goal.
Did not meet goal 4% Exceeded the goal 25%
Partially met the goal 35%
Met the goal 36%
Ranking Challenges to Goal Achievement
What are the key obstacles to achieving the goal? (all that apply) Other 14.3% Agents not the right perso nality fit fit 29.5% Agents without right skills and knowledge 41.0%
Organizational alignment 21.7%
Agent attrition 52.5%
Other Other goal(s ) in conflict 23.8% Not enough res ources 37.7% Not enough budget 19.3%
Attrition ranks the highest. Other issues addressable via hiring processes processes also stand stand out – personality personality and and skill mismatches. mismatches.
Impact of Attrition Impact of Attrition on Achieving Goals Doesn’t affect success at all 2% Has little litt le effect effect on success 13%
Major reason for lack of success 15%
Gets in the way of success 70%
Attrition significantly impacts success at 85% of companies.
Attrition Across the Agent Lifecycle
17
15
4
6
9
13
17 8 12
14 19
13 22
29 16
5 8 12
20
3 5 3
Do not track 17
31-50%
19
20
20 27
18
0-10% 41
29
24
21-30% 11-20%
19
36
>50%
21
26 13
New hire training
Less than 90 days on the floor
90 days to 1 year
1-3 y ears
More than 3 years
Overall attrition
When reporting on attrition at different stages, respondents typically reported lower numbers than what would be expected when reviewing the overall attrition percentages.
Why does attrition occur? Rank order the top 3 reasons for attrition. The agent has a poor relationship with the supervisor Other The agent does not have a clear career path for advancement
Number 1
The agent does not have the right knowledge and skills to perform the job
Number 2 Number 3
The agent isn’t a good personality fit for the job The job is not what the agent expected The agent leaves to make more money 0
5
10
15
20
25
30
35
40
most often as the cause of attrition, the most While increasing salary is selected most expectations. When Number 1 and highly ranked reason is related to unclear job expectations. Number 2 rankings are combined, increased salary, unclear expectations and personality fit appear to be equal contributors to attrition.
Battling Attrition Rating Method Effectiveness Against Attrition Increasing Increasing s alaries
13
Focusing on career growth opportunities opportunities
12
Improving/Creating Improving/Creating mentoring program s
11
21
35
30
34
36
19
40
Increasing training and communications to existing agents
19
40
Using ass ess ment tools tools for hiring
Very ery eff effect ective ive
Effect ective ive
Somewh omewhat at eff effect ective ive
17 11
23
Not Not very ery eff effect ective ive
7 1 26
22 34
Not Not eff effect ective ive at at all all
16
19 7
29
50
2
13 1 11
27
Implementing supervisor-agent coaching programs for exis existing ting agents
Improving new hire training training and nes ting
13
6 3
8 7 15 5
7
22
Metho ethod d not not in use
The methods most reported as effective against attrition are improving new hire training and nesting, increasing training and communications and implementing coaching programs.
Success Over the Long Haul Rate Long-Term Effectiveness Against Attrition
20% Have not addressed.
10% Lowered initially and more since then.
31% Lowered and stayed at or near that level.
13% Unsuccessful in lowering.
26% Lowered temporarily but has since increased.
While 41 percent have had success lowering attrition and at least keeping it steady, 39 percent have either been unsuccessful or were unable u nable to sustain results.
Where would the savings go?
Applying Applying Cost Savings S avings From Lowering Low ering Attri Attriti tion on
Apply towards the bottom line 33%
Invest in highest stated goal 49%
Invest in secondary goal(s) 18%
Most respondents would take costs saved from attrition reduction reduction and apply towards their most important goal.
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