Plan requirement
| Subscription | Any plan |
| Also required | Workforce Management |
| Access | Admin |
What each measure actually counts. Several are routinely misread, and the misreading changes decisions.
The core measures
| Adherence | How closely actual activity matched the schedule. |
| Occupancy | Share of available time spent working rather than waiting. |
| Utilisation | Share of paid time spent on customer work. |
| Shrinkage | Scheduled time not available for customer work. |
| Coverage | People scheduled against people required. |
| Handling time | How long a contact takes, start to finish. |
Adherence is not performance
It measures following the plan. An agent who stayed on a difficult call through a scheduled break scores badly and did exactly the right thing.
Occupancy: high is a warning
It looks like efficiency and it means no recovery time between contacts. Sustained above roughly eighty-five per cent, it predicts errors and people leaving.
This is the measure most often celebrated when it should be a concern.
Utilisation and occupancy are different
Utilisation includes all paid time; occupancy only counts time when somebody was available. Quoting one as the other produces figures that are wildly apart and both defensible.
Shrinkage is bigger than you think
Most teams assume a figure well below the real one, which is why staffing calculated from headcount always comes out short.
Handling time needs a definition
Does it include after-call work? Time the ticket sat waiting? Decide once, write it down, and use the same definition everywhere.
Put the definitions on the dashboard
Most disagreements about these numbers are disagreements about what they mean.
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