Plan requirement
| Subscription | Any plan |
| Also required | Workforce Management or Workforce Engagement Management |
| Access | Admin |
There is no utilisation metric to put in a report. What the reports define is Occupancy rate, the proportion of an agent's paid time spent on support-related activities rather than non-support ones.
Which metrics exist?
In the reports you will find Occupancy rate and Occupancy rate (with unified agent status synchronization). Those are two calculations of the same idea and they can differ, so state which one a figure came from before anybody acts on it.
The split other tools call utilisation is there as separate time metrics: Paid time, Productive time, Unproductive time and the general task equivalents. Put those next to occupancy to see where the rest of the day went.
Volume comes from ticket data. Set the interval to hourly for all of it.
How should you read them?
Per hour, not per day. A daily average hides the eleven o'clock peak entirely, and the peak is where queues form and people burn out.
Next to volume. Occupancy alone is meaningless without knowing what arrived: high occupancy with low volume points at handling time, high occupancy with high volume points at staffing.
As a warning, not an achievement. High occupancy means no recovery between contacts, and there is a published band for it: the metric follows the COPC standard, where 75 to 85 per cent is the benchmark, above 85 per cent means little idle time and burnout, and below 70 per cent means agents are waiting around.
A low number usually means untracked work rather than idle time, so check your general tasks first. And keep all of this about hours and headcount rather than about individuals.
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