Average handling time

What is the average handling time (AHT)?

Average processing time (AHT) refers to the average time that contact center employees need to process customer inquiries. This key figure originally comes from call centers and is now also widely used in help desks and other customer service facilities. It is made up of the pure call duration, the time for processing and the post-processing of the respective contacts. AHT is a key performance indicator for evaluating the efficiency and cost control of support teams.

A key aspect of AHT is the balance between efficiency and customer satisfaction. While the focus is often on the shortest possible processing time, the quality of service must not suffer as a result. A short processing time can lead to pressure on employees and contribute to communication problems with customers. This often results in follow-up calls, which in turn increase the overall time it takes to resolve the problem and thus worsen AHT. Therefore, AHT is less emphasized in contexts with complex problems and a higher need for advice.

Components of the average handling time (AHT)

The Components of the average handling time (AHT) comprise several phases that require careful analysis. Firstly, there is the Call durationThe time that an employee spends directly with a customer on the phone. This phase includes the identification of the problem and initial attempts to find a solution. It is crucial that the customer's concerns are fully understood so that quick and effective solutions can be offered.

The call duration is followed by the Processing timealso known as hold time. This period of time can occur when the employee holds the call to obtain information, consult with other departments or activate internal processes. This phase can be crucial to the efficiency of the overall handling process, which is why many contact centers use targeted office innovations such as knowledge databases or automated systems here.

Finally, AHT also includes the Post-processing time of the process. This includes activities after the actual conversation, such as recording the conversation, entering information into CRM systems or forwarding the process to specialist departments. This phase is particularly important in order to collect precise data for later analysis and to improve processes. A well-organized follow-up contributes significantly to increased efficiency and customer satisfaction.

Importance and challenges of AHT in customer service

Significance and challenges There are many ways in which the average handling time (AHT) in customer service can be measured, affecting both the efficiency of support teams and cost control. A low AHT is generally considered an indicator of efficient customer service, as it indicates that customer problems are being resolved quickly. However, this efficiency can also have negative consequences if it is at the expense of service quality. Too much focus on a short turnaround time can lead to employees being put under pressure and quality communication suffering.

Problems and effects

A key problem with optimizing AHT is that too little handling time potentially leads to new calls if problems have not been fully resolved. This not only affects customer satisfaction, but also increases the actual total time it takes to resolve the issue, which in turn can worsen the AHT rate. Excessive pressure and inadequate employee training can also lead to high turnover rates and burnout. Furthermore, an excessive focus on AHT negatively impacts the company's image in the long term if complex issues are not dealt with adequately.

Another challenge is to meet the different needs of customer groups. Conservative customers often prefer personal contact and may need more time for explanations and support. Younger target groups, on the other hand, expect quick self-help offers and more efficient digital solutions. The use of modern technologies and programmatic solutions can meet these expectations, but it is always important to strike the right balance between efficiency and quality of customer service.

Methods for calculating the average processing time

The Calculation methods of the average handling time (AHT) are decisive for the evaluation of efficiency in customer service. The most common calculation method uses the formula:

AHT = (total talk time + total hold time + wrap-up time) / number of calls.

This formula distributes the total time spent on customer interactions evenly over the number of calls handled. Several components need to be taken into account: Call time includes the time spent speaking directly with the customer. In total, these three components result in the amount of time required to fully process customer inquiries.

Practical application and variants

The calculation of AHT can vary depending on the communication channel. For example, there are specific calculation methods for calls, emails and live chats. For emails, the Response time is taken into account, i.e. the time between receiving a customer inquiry and the first response to it. In the case of live chats, additional factors such as the customer's waiting time until the start of the call can play a role. Each of these variants has its own specifics and requires adapted calculation methods in order to achieve meaningful results.

Companies can also use various tools and software solutions for a more detailed analysis and optimization of AHT. Modern systems offer the option of creating detailed reports and analyses that provide further insights into the performance of the support teams. The use of artificial intelligence to automate and improve efficiency in the processing of customer inquiries can also support the calculation and evaluation of AHT.

Tips and strategies for reducing AHT

There are several Tips and strategies for reduction average handling time (AHT) in customer service, which are applied at various levels. One of the most effective approaches is good onboarding and continuous training of employees to ensure they have comprehensive knowledge and skills in dealing with customer queries. Regular performance reviews and the use of past call records can identify and address weaknesses. Customer feedback is also a valuable tool for improving the service process.

Technological support and automation

Self-service options offer another way to shorten the AHT by giving customers access to quick answers and solutions without the need for an employee to be involved. Well-designed knowledge bases and FAQ pages make it easy for customers to find solutions themselves. In addition, the automation of tasks through the use of modern systems and artificial intelligence (AI) can increase efficiency. Chatbots and virtual assistants can take over routine queries and forward more complex problems to qualified employees.

Another step in reducing AHT is performance monitoring, where key metrics such as average talk time and missed calls are tracked and analyzed. This makes it possible to evaluate the effectiveness of the strategies used and make targeted adjustments. Proactive support, such as early communication and training customers to use products, can also help to reduce the number of incoming calls and therefore improve AHT.

Providing the right software is also crucial. Systems that give employees access to centralized information and promote real-time collaboration help to process customer requests faster. Using analytics and reports for benchmarks provides additional insights and supports the continuous optimization of processes.

Limitations and risks when using the AHT formula

The Restrictions and risks when using the AHT formula are manifold and can significantly impair the informative value of this indicator. One of the main problems is that a low AHT value does not necessarily indicate high performance. If problems are not fully resolved on the first attempt, this leads to repeat calls that increase the actual total time it takes to resolve the problem. These repeat calls worsen the AHT and can negatively impact the customer's service experience.

Insufficiently communicated standards and susceptibility to errors

Another risk factor is insufficiently communicated standards and the susceptibility of the AHT formula to human error. If employees do not know exactly how to manage processing time efficiently, this can lead to inconsistencies and inefficient work processes. These irregularities can lead to the AHT losing its significance as a performance indicator and providing incorrect data.

The strong focus on AHT can also affect the quality of customer service. Employees may tend to process requests quickly in order to reduce AHT without addressing the actual needs and problems of customers. In the long term, this can undermine customer trust in the service and damage the company's image. In such cases, the cost savings achieved by shortening the processing time are also put into perspective, as the effort required to process follow-up problems and manage customer satisfaction increases.

In addition, the AHT formula can encourage misinterpretation in situations that require complex and time-consuming solutions. While technological support, such as AI and automation, can help to manage routine queries, the human factor remains crucial in assessing and handling complex concerns that do not always fit seamlessly into AHT statistics.

The balance between service quality and processing time

The right Balance between service quality and processing time is crucial for long-term success in customer service. Focusing too much on reducing AHT can affect the quality of customer support, as employees come under pressure to process requests as quickly as possible. This can lead to complex issues not being resolved adequately and customers not receiving the support they need. Conversely, too long a processing time can reduce efficiency and drive up costs.

Strategies to promote efficiency and quality

It is crucial for companies to implement a balanced service strategy that ensures both efficient processing and high service quality. Training and continuous professional development of employees play an important role in ensuring that they are fully prepared for their tasks. Regular performance evaluations and obtaining customer feedback help to identify potential deficits at an early stage and initiate targeted measures for improvement.

The use of modern technology and well-designed support software can also contribute to a better balance. Systems that provide employees with real-time data and centralized information enable faster and more informed decision-making. AI-powered tools and automation of routine requests promote efficiency, while at the same time directing employees' focus on handling challenging and complex requests.

To promote this balance in the long term, it is important to develop a customer-oriented corporate culture that prioritizes quality over quantity. An inclusive approach that focuses on customers' needs and expectations not only leads to higher customer satisfaction, but also improves loyalty and the company's reputation. Ultimately, companies should aim to provide both fast and high-quality solutions in order to achieve their service goals sustainably.

FCR versus AHT: A comparison of customer satisfaction and efficiency

FCR versus AHT: A concise comparison of First Call Resolution (FCR) and Average handling time (AHT) shows the different objectives and effects of these key figures in customer service. While AHT exclusively measures efficiency in terms of processing time, FCR focuses on quality and customer satisfaction. FCR assesses whether customer queries are fully resolved on first contact without the need for further calls or emails. This is in contrast to AHT, which measures the average duration of a customer contact.

Quality versus speed

One of the main differences between FCR and AHT lies in the prioritization of quality and speed. FCR aims to solve customer concerns sustainably, even if it takes longer to process them. Aspects such as empathy, active listening and the provision of comprehensive solutions are key success factors. This requires intensive training and ongoing professional development, which means that FCR tends to be more time-consuming.

On the other hand, AHT aims to process inquiries quickly, which can help to reduce costs and increase efficiency in busy contact centers. However, too much focus on AHT can affect the quality of problem resolution. A high AHT can indicate that many queries are not resolved on the first contact, which increases customer frustration and leads to follow-up calls.

The choice between FCR and AHT ultimately depends on a company's specific goals and priorities. Companies that focus on long-term customer satisfaction and retention should give more weight to FCR. In environments that are primarily focused on efficiency and cost reduction, AHT may be a more useful metric. Ideally, however, service organizations strive for a balance that provides both speedy turnaround times and high-quality solutions.