Page Comparison

Status Change Report

• This may be your most effective tool for weeding out shenanigansidentifying potential unethical time usage situations.

• It shows, in chronological order, each time an agent moved from one status to another, including the duration stayed in that status.

• The report shows the number of seconds in each status. A bit of excel knowhow is needed to make the report more user-friendly by creating a minute and an hour column (divide seconds by 60 for min and divide min by 60 for hours).

• This report generates a large number of rows and Looker settings limits how many rows can be returned. Therefore - , you are limited on the number of days you can pull for your team. Depending on how many agents worked and how often they alter to different statuses, you can probably pull 2-5 days at most.

• Important: This is one report that requires viewing the “Data” dropdown because, be default, looker pulls back 500 rows. Select the date range (1) and change the “row limit” (2) to 5000 (Looker’s limit) as shown in the screenshot below:

• Pulling one day should be sufficient to see ‘a day-in-the-life’ of an agent’s activity.

• Download into Excel.

• Create a Minutes column (divide seconds by 60).

• Create an Hours column (divide minutes by 60).

• Sort “Start Time” from A-Z (earliest to latest time chronologically).

• Filter for the agent your are meeting with.

• Walk through their “Day-in-the-life”

• This exercise will shine the spotlight on shady Productivity practices.

• The screenshot below demonstrates one example of what to watch for. The casual observer may overlook the fact that the “Disposition Status” was abused this day. The agent seemingly takes advantage of the Disposition status with a few minutes here and a few there. But the total sum of hours in Disposition adds to 1.48 Hrs.

• Taking the total Disposition Minutes (1.48 hrs *60 = 89 min) divided by the total number of Disposition line items listed above (32calls (27 as indicated by the Historical Performance Report shown below) suggests the agent spent an average of 23.8 3 min in Disposition status. This alone is enough to call the agent out because there is very excessive. There should not be more than 1 min in this status on average. But, looking at additional reporting for this day shows the true number of inbound and outbound calls is 27:

  

  …which makes the average worse. Maybe some agents have found a way to embellish reporting details? If so we should verify so we can watch for this.The example above was found in one attempt of pulling data for an agent who has a history long disposition time. These situations are not difficult to find for the careful observer.

• Here is another example of how to utilize this report. The daily CR-Productivity report shows some agents who ‘struck out’ for the day and were advised to stop taking calls struggled with CR and were pulled for additional coaching time (ie lines 14-17). It is somewhat apparent why their Productivity may have been low. What about the agent on line 5 with 75% Productivity? 1 Submit, 7 IB Calls, 3 outbound calls, and 75% Productivity…there were no trainings scheduled this day. Maybe there were extensive coaching sessions…if so, you would know as their coach.

  

• Here is a detailed view of the agent from row 5 above:

  

• Each yellow highlight is a red flag.

  • Lines 8-9: Why does it take 2.3 minutes to disposition a call which lasted .6 min?

  • Lines 12-14: Why does it take 3.2 min to disposition a 1.5 min call followed by 10.7 min of offline time?

  • Line 18: Why 3.4 min to disposition the last 8.4 min call?

  • Lines 25, 27, 29, 59: Sum is 235 min. Max training time for Bridge trainings this week should not have exceeded 120 min which is generous. Why did this agent take 2x longer than needed for training this week on one day alone?

  • Line 28: 34 min offline. The agent granted herself a bonus lunch break?

  • Line 30: Another 34 min offline. Another bonus lunch??

  • Line 32: Agent used one, 33 min break instead of two, 15 min breaks per attendance policy.

  • Line 45: 4.2 min Disposition needed + 4.2 min offline?

  • Line 58: 1 min lunch?

The agent in the first example has worked on this campaign for about 4 months. There should be no reason the agent is not adhering to status expectations by now. The agent in the second example has been here since 2020. This is inexcusable and a reflection of poor management. These behaviors must be quickly identified and corrected for new agents this year.