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One goal of every business is to achieve the highest possible quality at the lowest possible cost.  It stands to reason, therefore, that cost and quality should be measured on an ongoing basis.  In fact, many would argue that cost and quality are the only two things that really matter in a service desk.  In past articles MetricNet has discussed the importance of using metrics as a diagnostic tool to improve performance.  So we have to ask ourselves, if cost per contact is one of the foundation metrics for the service desk, how can we affect it?  How can we improve it?  What are the primary levers we have to manage cost?

The service desk is a labor-intensive function.  Agent salaries and benefits make up more than half of all costs for the average service desk.  And when you consider the salaries and benefits for non-agents – e.g. supervisors, team leads, QA/QC, trainers, and workforce schedulers – approximately two thirds of all service desk costs are personnel related, as shown in Figure 1 below.  Labor productivity then is the biggest lever we have to manage and control service desk costs.

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Angela Irizarry

Angela Irizarry joined MetricNet in early 2013. In her current role as Vice President and Chief Operating Officer, she assists MetricNet’s CEO in managing the Company’s day-to-day operating activities, short-term and long-range strategic planning and new client acquisition. Additionally, she is responsible for planning, organizing, and implementing the Company’s sales and marketing efforts as well as managing MetricNet’s intellectual property, online best practices library, web projects and e-commerce shop. Angela is a versatile and results-oriented professional with nearly 15 years of business development and marketing experience across a multitude of industries globally. Prior to joining MetricNet she held various leadership positions in the Property Management and Retail industries where she was known for her strong track record of sales growth, marketing foresight and creative problem solving.

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