Agent-level performance reports equip a water utility to improve agents’—and ultimately the organization’s—customer service.
Enabling customer service goals

As part of a multi-year customer experience transformation initiative, West Monroe Partners worked with the utility to design and implement performance reports for its contact center. While these reports provided high-level information about the center’s performance, they did not provide insight for improving individual representatives’ performance as a means of increasing the utility’s overall customer service metrics. 

The utility wanted to enhance its reporting with additional capabilities that would help it understand and improve agent performance. Specifically, the utility wanted to:

  • Create reports with performance information about each customer service representative (CSR) and customer service specialist (CSS)
  • Provide this new information to supervisors to facilitate coaching sessions that addressed individual strengths and opportunities for improvement
  • Target training and coaching to individual CSRs and CSSs with the greatest potential for improvement

Creating a new reporting capability

Applying its strong blend of industry and customer experience expertise, West Monroe Partners utilized a portfolio management system and scorecard to rank and compare an array of potential projects based on five metrics:

  • Anticipated benefit to customers
  • Anticipated benefit to the utility’s employees
  • Outsourced cost
  • Effort to implement the solution
  • Effort to support the solution after implementation

From this exercise, West Monroe identified an opportunity to improve customer service capabilities by developing an agent-level reporting (ALR) tool. The utility then asked to West Monroe to lead development, implementation, testing, and training related to the new reporting capability—ensuring the right people, processes, and technology integrations were in place to introduce agent-level reports successfully.

Implementing agent-level reporting

To gain insight into each CSR’s and CSS’s performance, West Monroe Partners and the utility created a report with 15 contact center performance metrics; for example, average handle time (AHT), average daily number of calls handled, quality monitoring scores, and first contact resolution (FCR). West Monroe Partners defined the metrics and requirements for the agent-level report based on industry benchmarks and its own understanding of the client’s specific capabilities.

West Monroe Partners then implemented the report successfully into the utility’s current SSRS reporting environment. The reporting included a high-level view used to compare CSRs and CSSs, as well as an individual report card with detailed trending and goal information for each metric.

West Monroe designed the report to enable the contact center manager and supervisors to:

  • See if an individual CSR or CSS is a new hire or an experienced employee
  • Filter each CSR and CSS by supervisor
  • See trending performance of each individual over the past three months, as well as rolling 30 days, month-to-date, and 12-month rolling time frames
  • Update the report dynamically whenever a CSR or CSS joins the contact center, changes roles, or leaves the contact center
  • Update the goals for each metric, as needed
  • Recognize individual employees for improvements in their metrics and for exemplary scores
  • Analyze and understand the learning curve for new hires

Training supervisors to follow up on insight gained

Finally, West Monroe conducted behavioral, simulation-based training sessions with the contact center manager and each of the supervisors to explain how to analyze and interpret the reports. The contact center manager also trained each CSR and CSS on these reports and how the utility would use them to identify development opportunities during biweekly coaching sessions. 

This training produced immediate value, as it allowed each individual to understand their impact on contact center performance and focus on specific areas for improvement—thus contributing to better overall customer service across all key contact center performance metrics.


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