‫‪  Eng.

Jamal Zeineddin                                                                                                                                                                                   ‬‬

‫ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ)‪Key Performance Indicators  (KPIs‬‬

‫ﺍﻟﺟﻠﺳﺔ ﺍﻷﻭﻟﻰ‬

‫ﺍﻟﻣﻘﺩﻣﺔ ‪ ‬‬
‫ﻣﺎ ﻫﻲ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ ‪ ‬‬
‫ﻓﻬﻡ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ ‪ ‬‬
‫ﻳﺟﺏ ﺃﻥ ﺗﻛﻭﻥ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ ﻗﺎﺑﻠﺔ ﻟﻠﻘﻳﺎﺱ ﺍﻟﻛﻣﻲ ‪ ‬‬
‫‪ KPIs‬ﻳﺟﺏ ﺃﻥ ﻳﻛﻭﻥ ﻣﻔﺗﺎﺡ ﺍﻟﻧﺟﺎﺡ ﺍﻟﺗﻧﻅﻳﻣﻲ ‪ ‬‬
‫ﻣﺎ ﻳﺟﺏ ﺍﻟﻘﻳﺎﻡ ﺑﻪ ﻣﻊ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ ‪ ‬‬
‫ﻭﺭﻗﺔ ﻋﻣﻝ ‪  1‬‬
‫ﺃﺳﺋﻠﺔ ﻭﺃﺟﻭﺑﺔ‬
‫‪  Eng.Jamal Zeineddin                                                                                                                                                                                   ‬‬

‫ﺍﻟﻣﻘﺩﻣﺔ‬
‫ﺗﺳﺎﻋﺩ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ )‪ ، (KPI‬ﻭﺍﻟﻣﻌﺭﻭﻓﺔ ﺃﻳﺿًﺎ ﺑﺎﺳﻡ ﻣﺅﺷﺭﺍﺕ ﺍﻟﻧﺟﺎﺡ ﺍﻟﺭﺋﻳﺳﻳﺔ )‪Key Success  (KSI‬‬
‫‪ ،Indicators‬ﺍﻟﻣﻧﻅﻣﺔ ﻋﻠﻰ ﺗﺣﺩﻳﺩ ﻭﻗﻳﺎﺱ ﺍﻟﺗﻘﺩﻡ ﺍﻟﻣﺣﺭﺯ ﻧﺣﻭ ﺗﺣﻘﻳﻖ ﺍﻷﻫﺩﺍﻑ ﺍﻟﺗﻧﻅﻳﻣﻳﺔ‪  .‬‬
‫ﺑﻣﺟﺭﺩ ﺃﻥ ﺗﻘﻭﻡ ﺍﻟﻣﻧﻅﻣﺔ ﺑﺗﺣﻠﻳﻝ ﻣﻬﻣﺗﻬﺎ ﻭﺗﺣﺩﻳﺩ ﺟﻣﻳﻊ ﺃﺻﺣﺎﺏ ﺍﻟﻣﺻﻠﺣﺔ ﻭﺗﺣﺩﻳﺩ ﺃﻫﺩﺍﻓﻬﺎ ‪ ،‬ﻓﺈﻧﻬﺎ ﺗﺣﺗﺎﺝ ﺇﻟﻰ ﻭﺳﻳﻠﺔ ﻟﻘﻳﺎﺱ‬
‫ﺍﻟﺗﻘﺩﻡ ﻧﺣﻭ ﻫﺫﻩ ﺍﻷﻫﺩﺍﻑ‪  .‬‬
‫ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ ﻫﻲ ﺗﻠﻙ ﺍﻟﻘﻳﺎﺳﺎﺕ‪.‬‬

‫ﻣﺎ ﻫﻲ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ )‪(KPI‬‬

‫ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ ﻫﻲ ﻗﻳﺎﺳﺎﺕ ﻗﺎﺑﻠﺔ ﻟﻠﻘﻳﺎﺱ ﺍﻟﻛﻣﻲ ‪ ،‬ﺗﻡ ﺍﻻﺗﻔﺎﻕ ﻋﻠﻳﻬﺎ ﻣﺳﺑﻘًﺎ ‪ ،‬ﻭﺍﻟﺗﻲ ﺗﻌﻛﺱ ﻋﻭﺍﻣﻝ ﺍﻟﻧﺟﺎﺡ ﺍﻟﺣﺎﺳﻣﺔ‬
‫ﻟﻠﻣﻧﻅﻣﺔ‪  .‬‬
‫ﻭﻫﺫﻩ ﺗﺧﺗﻠﻑ ﺗﺑﻌﺎ ﻟﻠﻣﻧﻅﻣﺔ‪ .‬ﻣﻬﻣﺎ ﻛﺎﻧﺕ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ ﺍﻟﺗﻲ ﻳﺗﻡ ﺍﺧﺗﻳﺎﺭﻫﺎ ‪ ،‬ﻳﺟﺏ ﺃﻥ ﺗﻌﻛﺱ ﺃﻫﺩﺍﻑ ﺍﻟﻣﻧﻅﻣﺔ ‪،‬‬
‫ﻭﻳﺟﺏ ﺃﻥ ﺗﻛﻭﻥ ﻣﻔﺗﺎﺡ ﻧﺟﺎﺣﻬﺎ ﻭﻳﺟﺏ ﺃﻥ ﺗﻛﻭﻥ ﻗﺎﺑﻠﺔ ﻟﻠﻘﻳﺎﺱ ﺍﻟﻛﻣﻲ )ﻗﺎﺑﻠﺔ ﻟﻠﻘﻳﺎﺱ(‪ .‬ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ ﻋﺎﺩﺓ ﻣﺎ‬
‫ﺗﻛﻭﻥ ﺍﻋﺗﺑﺎﺭﺍﺕ ﻁﻭﻳﻠﺔ ﺍﻷﺟﻝ‪.‬‬

‫ﺗﻌﺭﻳﻑ ﻣﺎ ﻫﻲ ﻭﻛﻳﻑ ﻳﺗﻡ ﻗﻳﺎﺳﻬﺎ ‪ ,‬ﺣﻳﺙ ﺍﻧﻬﺎ ﻻ ﺗﺗﻐﻳﺭ ﻓﻲ ﻛﺛﻳﺭ ﻣﻥ ﺍﻷﺣﻳﺎﻥ‪  .‬‬
‫ﻗﺩ ﺗﺗﻐﻳﺭ ﺍﻷﻫﺩﺍﻑ ﺍﻟﺧﺎﺻﺔ ﺑﻣﺅﺷﺭ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻲ ﻣﻊ ﺗﻐﻳﺭ ﺃﻫﺩﺍﻑ ﺍﻟﻣﺅﺳﺳﺎﺕ ‪ ،‬ﺃﻭ ﻛﻠﻣﺎ ﺍﻗﺗﺭﺑﺕ ﻣﻥ ﺗﺣﻘﻳﻖ ﺍﻟﻬﺩﻑ‪.‬‬

‫ﻓﻬﻡ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ‬

‫‪ ٪‬ﻣﻥ ﺍﻟﺩﺧﻝ ﺍﻟﻌﺎﺋﺩ ﻣﻥ ﺍﻟﻌﻣﻼء‬ ‫ﺍﻋﻣﺎﻝ‬

‫‪  TRUE      FALSE‬‬

‫ﻣﻌﺩﻻﺕ ﺍﻟﺗﺧﺭﺝ ﻟﻠﻁﻼﺏ‬ ‫ﻣﺩﺭﺳﺔ‬

‫‪TRUE      FALSE‬‬

‫ﻧﺳﺑﺔ ﺍﻟﻌﻣﻼء ﺍﻟﺫﻳﻥ ﺍﺟﺎﺑﻭﺍ ﻓﻲ ﺍﻟﺩﻗﺎﺋﻖ ﺍﻷﻭﻟﻰ ‪ ‬‬ ‫ﻗﺳﻡ ﺧﺩﻣﺔ ﺍﻟﻌﻣﻼء ‪ ‬‬
‫‪  TRUE      FALSE‬‬

‫ﻋﺩﺩ ﺍﻟﻌﻣﻼء ﺍﻟﺫﻳﻥ ﻗﺩﻣﺕ ﻟﻬﻡ ﺍﻟﻣﺳﺎﻋﺩﺓ ﺧﻼﻝ ﺍﻟﻌﺎﻡ ‪ ‬‬ ‫ﺗﻧﻅﻳﻡ ﺍﻟﺧﺩﻣﺔ ﺍﻻﺟﺗﻣﺎﻋﻳﺔ ‪ ‬‬
‫‪  TRUE      FALSE‬‬
‫‪  Eng.Jamal Zeineddin                                                                                                                                                                                   ‬‬

‫ﻳﺟﺏ ﺃﻥ ﺗﻛﻭﻥ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ ﻗﺎﺑﻠﺔ ﻟﻠﻘﻳﺎﺱ ﺍﻟﻛﻣﻲ‬

‫‪ -1‬ﺇﺫﺍ ﻛﺎﻥ ﻣﺅﺷﺭ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻲ ﺳﻳﻛﻭﻥ ﺫﺍ ﻗﻳﻣﺔ ‪ ،‬ﻓﻳﺟﺏ ﺃﻥ ﻳﻛﻭﻥ ﻫﻧﺎﻙ ﻁﺭﻳﻘﺔ ﻟﺗﺣﺩﻳﺩﻩ ﻭﻗﻳﺎﺳﻪ ﺑﺩﻗﺔ‪  .‬‬
‫‪" -2‬ﺗﻭﻟﻳﺩ ﺍﻟﻣﺯﻳﺩ ﻣﻥ ﺍﻟﻌﻣﻼء ﺍﻟﻣﻛﺭﺭﻳﻥ" ﻻ ﻁﺎﺋﻝ ﻣﻧﻪ ﺑﺎﻋﺗﺑﺎﺭﻩ ‪ KPI‬ﺩﻭﻥ ﺃﻱ ﻁﺭﻳﻘﺔ ﻟﻠﺗﻣﻳﻳﺯ ﺑﻳﻥ ﺍﻟﻌﻣﻼء ﺍﻟﺟﺩﺩ‬
‫ﻭﺍﻟﻣﺗﻛﺭﺭﻳﻥ‪  .‬‬
‫‪" -3‬ﻓﻠﺗﻛﻥ ﺍﻟﺷﺭﻛﺔ ﺍﻷﻛﺛﺭ ﺷﻌﺑﻳﺔ" ﻟﻥ ﺗﻛﻭﻥ ﻛﺷﺭﻛﺔ ﺗﻌﻣﻝ ﺑـ ‪ KPI‬ﺇﺫﺍ ﻟﻡ ﺗﻛﻥ ﻫﻧﺎﻙ ﻭﺳﻳﻠﺔ ﻟﻘﻳﺎﺱ ﺷﻌﺑﻳﺔ ﺍﻟﺷﺭﻛﺔ ﺃﻭ‬
‫ﻣﻘﺎﺭﻧﺗﻬﺎ ﺑﺎﻵﺧﺭﻳﻥ‪  .‬‬

‫‪ KPIs‬ﻳﺟﺏ ﺃﻥ ﺗﻛﻭﻥ ﻣﻔﺗﺎﺡ ﺍﻟﻧﺟﺎﺡ ﺍﻟﺗﻧﻅﻳﻣﻲ‬

‫‪ -1‬ﻫﻧﺎﻙ ﺃﺷﻳﺎء ﻛﺛﻳﺭﺓ ﻗﺎﺑﻠﺔ ﻟﻠﻘﻳﺎﺱ‪ .‬ﻭﻫﺫﺍ ﻻ ﻳﺟﻌﻝ ﻣﻥ ﺗﻠﻙ ﺍﻷﺷﻳﺎء ﻣﻔﺎﺗﻳﺢ ﻧﺟﺎﺡ ﺍﻟﻣﻧﻅﻣﺔ ﺃﻭ ﻧﺟﺎﺡ ﺍﻟﺑﺭﻧﺎﻣﺞ‪  .‬‬
‫‪ -2‬ﻭﻟﻛﻥ ﻋﻧﺩ ﺍﺧﺗﻳﺎﺭ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ ‪ ،‬ﻣﻥ ﺍﻟﺿﺭﻭﺭﻱ ﻗﺻﺭﻫﺎ ﻋﻠﻰ ﺗﻠﻙ ﺍﻟﻌﻭﺍﻣﻝ ﺍﻷﺳﺎﺳﻳﺔ ﺍﻟﺗﻲ ﺗﻭﺻﻠﻬﺎ‬
‫ﻷﻫﺩﺍﻓﻬﺎ‪  .‬‬
‫ﺻﻐﻳﺭﺍ ﻓﻘﻁ ﻟﻠﺣﻔﺎﻅ ﻋﻠﻰ ﺗﺭﻛﻳﺯ ﺍﻟﺟﻣﻳﻊ ﻋﻠﻰ ﺗﺣﻘﻳﻖ‬
‫ً‬ ‫‪ -3‬ﻣﻥ ﺍﻟﻣﻬﻡ ﺃﻳﺿًﺎ ﺍﻟﺣﻔﺎﻅ ﻋﻠﻰ ﻋﺩﺩ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ‬
‫ﻧﻔﺱ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ‪  .‬‬
‫ﻣﺎ ﻳﺟﺏ ﺍﻟﻘﻳﺎﻡ ﺑﻪ ﻣﻊ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ‬
‫‪ -1‬ﺑﻣﺟﺭﺩ ﺗﺣﺩﻳﺩ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ ﺍﻟﺟﻳﺩﺓ ‪ ،‬ﺗﻠﻙ ﺍﻟﺗﻲ ﺗﻌﻛﺱ ﺃﻫﺩﺍﻑ ﺑﺭﻧﺎﻣﺟﻙ ‪ ،‬ﻭﺍﻟﺗﻲ ﻳﻣﻛﻧﻙ ﻗﻳﺎﺳﻬﺎ ‪ ،‬ﻣﺎﺫﺍ‬
‫ﺗﻔﻌﻝ ﺑﻬﺎ؟ ﻳﻣﻛﻧﻙ ﺍﺳﺗﺧﺩﺍﻡ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ ﻛﺄﺩﺍﺓ ﻹﺩﺍﺭﺓ ﺍﻷﺩﺍء ‪ .‬ﺗﻌﻁﻲ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ ﺍﻟﺟﻣﻳﻊ‬
‫ﻓﻲ ﺍﻟﻣﻧﻅﻣﺔ ﺻﻭﺭﺓ ﻭﺍﺿﺣﺔ ﻟﻣﺎ ﻫﻭ ﻣﻬﻡ ‪ ،‬ﻭﻣﺎ ﺍﻟﺫﻱ ﻳﺣﺗﺎﺟﻭﻥ ﺇﻟﻰ ﺗﺣﻘﻳﻘﻪ‪  .‬‬
‫‪ ‬‬
‫‪ -2‬ﻳﻣﻛﻧﻙ ﺍﺳﺗﺧﺩﺍﻡ ﺫﻟﻙ ﻹﺩﺍﺭﺓ ﺍﻷﺩﺍء‪ .‬ﻗﻌﻠﻳﻙ ﺍﻟﺗﺄﻛﺩ ﻣﻥ ﺃﻥ ﻛﻝ ﻣﺎ ﻳﻔﻌﻠﻪ ﺍﻷﺷﺧﺎﺹ ﻓﻲ ﻓﺭﻳﻘﻙ ﻳﺭﻛﺯ ﻋﻠﻰ ﺗﻠﺑﻳﺔ ﺃﻭ ﺗﺟﺎﻭﺯ‬
‫ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ ﻫﺫﻩ‪  .‬‬

‫‪ -3‬ﻳﻣﻛﻧﻙ ﺃﻳﺿًﺎ ﺍﺳﺗﺧﺩﺍﻡ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ ﻛﺎﻟﺟﺯﺭﺓ )ﻛﺗﻌﺑﻳﺭ ﻟﻠﻧﺷﺭ(‪ .‬ﻗﻡ ﺑﻧﺷﺭ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ ﻓﻲ ﻛﻝ‬
‫ﻣﻛﺎﻥ‪ :‬ﻓﻲ ﻏﺭﻓﺔ ﺍﻟﻐﺩﺍء ‪ ،‬ﻋﻠﻰ ﺟﺩﺭﺍﻥ ﻗﺎﻋﺔ ﺍﻟﻣﺅﺗﻣﺭﺍﺕ ‪ ،‬ﻋﻠﻰ ﺍﻟﺷﺑﻛﺔ ﺍﻟﺩﺍﺧﻠﻳﺔ ﻟﻠﺷﺭﻛﺔ ‪ ،‬ﺣﺗﻰ ﻋﻠﻰ ﻣﻭﻗﻊ ﺍﻟﺷﺭﻛﺔ‬
‫ﻋﻠﻰ ﺍﻹﻧﺗﺭﻧﺕ‪ .‬ﺃﻅﻬﺭ ﻣﺎ ﻫﻭ ﺍﻟﻬﺩﻑ ﻟﻛﻝ ﻣﺅﺷﺭ ﻣﻥ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ ﻭﺃﻅﻬﺭ ﺍﻟﺗﻘﺩﻡ ﻧﺣﻭ ﻫﺫﺍ ﺍﻟﻬﺩﻑ ﻟﻛﻝ‬
‫ﻣﻧﻬﻡ‪ .‬ﺳﻳﺗﻡ ﺗﺣﻔﻳﺯ ﺍﻟﻧﺎﺱ ﻟﻠﻭﺻﻭﻝ ﺇﻟﻰ ﺗﻠﻙ ﺍﻷﻫﺩﺍﻑ ‪  .KPI‬‬
‫‪  Eng.Jamal Zeineddin                                                                                                                                                                                   ‬‬

‫ﻭﺭﻗﺔ ﻋﻣﻝ‬

‫ﻗﻡ ﺑﻌﻣﻝ ﻗﺎﺋﻣﺔ ﻭﺷﺭﺡ ‪ 5‬ﻣﺅﺷﺭﺍﺕ ﺃﺩﺍء ﺭﺋﻳﺳﻳﺔ ﻟﺑﺭﻧﺎﻣﺟﻙ ﺍﻟﻔﺭﺩﻱ‪ .‬ﻳﺭﺟﻰ ﺇﺩﺭﺍﺝ ﺍﻟﺻﻳﻐﺔ ﺇﻥ ﻭﺟﺩﺕ‪:‬‬
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‫ﺃﺳﺋﻠﺔ ﻭﺃﺟﻭﺑﺔ‬

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‫ﺍﻟﺟﻠﺳﺔ ﺍﻟﺛﺎﻧﻳﺔ‬
‫ﺣﺎﻟﺔ ﻧﻘﺎﺵ‪  1‬‬
‫ﻛﻳﻑ ﻳﺗﻡ ﻗﻳﺎﺱ ﻣﺭﺍﻛﺯ ﺍﻻﺗﺻﺎﻝ؟ ‪ ‬‬
‫ﺍﻟﻣﺅﺷﺭﺍﺕ ﺍﻟﺭﺋﻳﺳﻳﺔ )ﺩﺍﺧﻠﻲ( ‪ ‬‬
‫ﺍﻟﻣﺅﺷﺭﺍﺕ ﺍﻟﺭﺋﻳﺳﻳﺔ )ﻓﻲ ﺍﻟﺧﺎﺭﺝ( ‪ ‬‬
‫ﺍﻟﻣﺅﺷﺭﺍﺕ ﺍﻟﺭﺋﻳﺳﻳﺔ )ﺩﺍﺧﻠﻲ ﻭﺧﺎﺭﺟﻲ( ‪ ‬‬
‫ﺣﺎﻟﺔ ﻧﻘﺎﺵ‪  2‬‬
‫ﺃﺳﺋﻠﺔ ﻭﺃﺟﻭﺑﺔ‬
‫‪  Eng.Jamal Zeineddin                                                                                                                                                                                   ‬‬

‫ﺣﺎﻟﺔ ﻧﻘﺎﺵ ‪1‬‬

‫ﻛﻳﻑ ﻳﺗﻡ ﺍﻻﺗﺻﺎﻝ ﺑﻣﺭﺍﻛﺯ ﺍﻻﺗﺻﺎﻝ؟‬

‫ﻏﺎﻟﺑًﺎ ﻣﺎ ﻳﺗﻡ ﻗﻳﺎﺱ ﻣﺭﺍﻛﺯ ﺍﻻﺗﺻﺎﻝ ﻣﻥ ﺧﻼﻝ ﺃﺩﺍﺋﻬﺎ ﻋﻠﻰ ﺍﻟﻣﺅﺷﺭﺍﺕ ﺍﻟﺭﺋﻳﺳﻳﺔ‪ .‬ﺗﻭﺿﺢ ﻫﺫﻩ ﺍﻟﻣﺅﺷﺭﺍﺕ ﻛﻳﻑ ﻳﻌﻣﻝ‬
‫ﻣﺭﻛﺯ ﺍﻻﺗﺻﺎﻝ ﻣﻥ ﺣﻳﺙ ﺍﻟﻛﻔﺎءﺓ ﻭﺍﻟﺗﻛﻠﻔﺔ ﻭﺟﻭﺩﺓ ﺍﻟﺧﺩﻣﺔ ﻭﺍﻷﺩﺍء‪ .‬ﺗﺷﻣﻝ ﺍﻟﻣﺅﺷﺭﺍﺕ ﺍﻟﺭﺋﻳﺳﻳﺔ ﺍﻟﺗﻲ ﺗﺗﺑﻊ ﻣﺭﺍﻛﺯ‬
‫ﺍﻻﺗﺻﺎﻝ‪  :‬‬
‫ﻣﺗﻭﺳﻁ ﺳﺭﻋﺔ ﺍﻹﺟﺎﺑﺔ ‪ ‬‬
‫ﻣﺗﻭﺳﻁ ﻭﻗﺕ ﺍﻟﻣﻧﺎﻭﻟﺔ ‪ ‬‬
‫ﻣﺳﺗﻭﻯ ﺍﻟﺧﺩﻣﺔ ﻭﻭﻗﺕ ﺍﻻﺳﺗﺟﺎﺑﺔ ‪ ‬‬
‫ﺗﺣﻣﻳﻝ ﺍﻟﻣﻛﺎﻟﻣﺔ ﺍﻟﻣﺗﻭﻗﻌﺔ ﻣﻘﺎﺑﻝ ﺍﻟﻔﻌﻠﻲ ‪ ‬‬
‫ﺍﻟﻣﺑﻳﻌﺎﺕ ﻓﻲ ﺍﻟﺳﺎﻋﺔ ‪ ‬‬
‫ﺍﻟﺪﺍﺧﻠﻲ‬ ‫ﺍﺗﺻﺎﻻﺕ ﻓﻲ ﺍﻟﺳﺎﻋﺔ ‪ ‬‬
‫ﻣﻌﺩﻝ ﺍﻟﺗﺣﻭﻳﻝ ‪ ‬‬
‫ﺍﻟﺨﺎﺭﺟﻲ‬ ‫ﻣﻌﺩﻝ ﺍﻟﺗﻐﻠﻐﻝ ‪ ‬‬
‫ﻭﻗﺕ ﻓﻌﺎﻟﻳﺔ ﺍﻟﻳﻭﻡ ‪ ‬‬
‫ﻣﻌﺩﻝ ﺍﻟﺗﺧﻠﻲ ‪ ‬‬
‫ﺍﻟﺨﺎﺭﺟﻲ ﻭ ﺍﻟﺪﺍﺧﻠﻲ‬
‫ﺭﺿﺎ ﺍﻟﻌﻣﻼء ‪ ‬‬
‫ﺟﺩﻭﻝ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻣﻘﺎﺑﻝ ﺍﻟﻔﻌﻠﻲ ‪ ‬‬
‫ﻣﻌﺩﻝ ﺩﻭﺭﺍﻥ‬

‫‪ KPIs – INBOUND‬ﺍﻟﻣﺅﺷﺭﺍﺕ ﺍﻟﺩﺍﺧﻠﻳﺔ‬

‫ﻣﺗﻭﺳﻁ ﺳﺭﻋﺔ ﺍﻹﺟﺎﺑﺔ – ‪  ( Average Speed of Answer ) ASA‬‬

‫‪ -‬ﺍﻟﺗﺄﺧﻳﺭ ﺍﻟﻛﻠﻲ ﻣﻘﺳﻭ ًﻣﺎ ﻋﻠﻰ ﺇﺟﻣﺎﻟﻲ ﻋﺩﺩ ﺍﻟﻣﻛﺎﻟﻣﺎﺕ ‪ ‬‬
‫‪ -‬ﻣﺷﺗﻘﺔ ﻣﻥ ﻧﻔﺱ ﺍﻟﺑﻳﺎﻧﺎﺕ ﻣﺛﻝ ﻣﺳﺗﻭﻯ ﺍﻟﺧﺩﻣﺔ ‪ ‬‬
‫‪ -‬ﻣﻥ ﻏﻳﺭ ﺍﻟﻣﻧﻁﻘﻲ ﺃﻥ ﻳﻛﻭﻥ ﻛﻝ ﻣﻥ ‪ ASA‬ﻭ ‪ ( Service Level )SL‬ﺑﻣﺛﺎﺑﺔ ﻣﺅﺷﺭﺍﺕ ﺭﺋﻳﺳﻳﺔ ‪ ‬‬
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‫ﻣﺗﻭﺳﻁ ﻭﻗﺕ ﺍﻟﻣﻧﺎﻭﻟﺔ – ‪  ( Average Handling Time ) AHT‬‬
‫‪ -‬ﻣﺟﻣﻭﻉ ﻣﺗﻭﺳﻁ ﻭﻗﺕ ﺍﻟﺗﺣﺩﺙ ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﻣﺗﻭﺳﻁ ﺍﻟﻌﻣﻝ ﺑﻌﺩ ﺍﻻﺗﺻﺎﻝ ‪ ‬‬
‫‪ -‬ﻳﺟﺏ ﺗﻭﻗﻊ ﺃﻭﻗﺎﺕ ﻣﺣﺩﺩﺓ ﻣﻥ ﺍﻟﻳﻭﻡ‪ .‬ﺍﻟﻣﺗﻭﺳﻁﺎﺕ ﺍﻟﻳﻭﻣﻳﺔ ﻻ ﺗﻌﻣﻝ ‪ ‬‬
‫‪  Eng.Jamal Zeineddin                                                                                                                                                                                   ‬‬
‫ﻣﺳﺗﻭﻯ ﺍﻟﺧﺩﻣﺔ ) ‪ (SL‬ﻭﻭﻗﺕ ﺍﻻﺳﺗﺟﺎﺑﺔ ‪ ‬‬
‫ﺃﻫﺩﺍﻑ ﻣﻠﻣﻭﺳﺔ ﻟﻠﺗﺧﻁﻳﻁ ﻭﺍﻟﻣﻳﺯﺍﻧﻳﺔ ‪ ‬‬
‫ﻳﺗﻡ ﻗﻳﺎﺱ ﺟﻬﺎﺕ ﺍﻻﺗﺻﺎﻝ ﺍﻟﺗﻲ ﻳﺟﺏ ﺍﻟﺗﻌﺎﻣﻝ ﻣﻌﻬﺎ ﻋﻧﺩ ﻭﺻﻭﻟﻬﺎ ﺣﺳﺏ ﻣﺳﺗﻭﻯ ﺍﻟﺧﺩﻣﺔ‪  .‬‬
‫ﻣﺛﺎﻝ‪ :‬ﺗﻣﺕ ﺍﻹﺟﺎﺑﺔ ﻋﻠﻰ ‪ X‬ﺑﺎﻟﻣﺎﺋﺔ ﻣﻥ ﺟﻬﺎﺕ ﺍﻻﺗﺻﺎﻝ ﻓﻲ ﺛﻭﺍﻥ ‪  Y‬‬
‫ﻳﺗﻡ ﻗﻳﺎﺱ ﺟﻬﺎﺕ ﺍﻻﺗﺻﺎﻝ ﺍﻟﺗﻲ ﻳﻣﻛﻥ ﺍﻟﺗﻌﺎﻣﻝ ﻣﻌﻬﺎ ﻓﻲ ﻭﻗﺕ ﻻﺣﻖ ﺑﻭﻗﺕ ﺍﻻﺳﺗﺟﺎﺑﺔ‪  .‬‬
‫ﻣﺛﺎﻝ‪ ٪100 :‬ﻣﻥ ﺟﻬﺎﺕ ﺍﻻﺗﺻﺎﻝ ﺍﻟﺗﻲ ﺗﻡ ﺍﻟﺗﻌﺎﻣﻝ ﻣﻌﻬﺎ ﻓﻲ ﻏﺿﻭﻥ ‪ N‬ﺃﻳﺎﻡ ‪ /‬ﺳﺎﻋﺎﺕ ‪ /‬ﺩﻗﻳﻘﺔ ‪ ‬‬
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‫ﺗﺣﻣﻳﻝ ﺍﻟﻣﻛﺎﻟﻣﺔ ﺍﻟﻣﺗﻭﻗﻌﺔ ﻣﻘﺎﺑﻝ ﺍﻟﻔﻌﻠﻲ ‪ ‬‬
‫‪ ٪‬ﺍﻟﺗﺑﺎﻳﻥ ﺑﻳﻥ ﺗﺣﻣﻳﻝ ﺍﻟﻣﻛﺎﻟﻣﺔ ﺍﻟﻣﺗﻭﻗﻊ ﻭﺗﺣﻣﻳﻝ ﺍﻟﻣﻛﺎﻟﻣﺔ ﺍﻟﺫﻱ ﺗﻡ ﺍﺳﺗﻼﻣﻪ ﺑﺎﻟﻔﻌﻝ ‪ ‬‬
‫ﺗﺷﻳﺭ ﺍﻟﺗﻭﻗﻌﺎﺕ ﺍﻟﺗﻲ ﺗﻭﻗﻔﺕ ﺑﺄﻛﺛﺭ ﻣﻥ ‪ ٪3‬ﺇﻟﻰ ‪ ٪5‬ﻟﻠﻣﺭﺍﻛﺯ ﺍﻟﻛﺑﻳﺭﺓ ﻭ ‪ ٪10‬ﻟﻠﻣﺭﺍﻛﺯ ﺍﻟﺻﻐﻳﺭﺓ ‪ ،‬ﺑﺷﻛﻝ ﻋﺎﻡ ﺇﻟﻰ ﻣﺷﺎﻛﻝ ﻓﻲ‬
‫ﻋﻣﻠﻳﺔ ﺍﻟﺗﻧﺑﺅ‪.‬‬
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‫ﺍﻟﻣﺅﺷﺭﺍﺕ ﺍﻟﺭﺋﻳﺳﻳﺔ )ﻓﻲ ﺍﻟﺧﺎﺭﺝ( )‪Key Indicators (OUTBOUND‬‬

‫ﺍﻟﻣﺑﻳﻌﺎﺕ ﻓﻲ ﺍﻟﺳﺎﻋﺔ ) ‪  Sales per Hour (SPH‬‬

‫ﺇﺟﻣﺎﻟﻲ ﻛﻣﻳﺔ ﺍﻟﻣﺑﻳﻌﺎﺕ ﺍﻟﻧﺎﺗﺟﺔ ﻣﻘﺳﻭﻣﺔ ﻋﻠﻰ ﻋﺎﻣﻝ ﺍﻟﺯﻣﻥ )ﺳﺎﻋﺔ ( ‪ ‬‬
‫ﻣﻣﺛﻠﺔ ﻋﺎﺩﺓً ﻓﻲ ﺍﻷﺭﻗﺎﻡ ﺍﻟﻌﺷﺭﻳﺔ )‪  (x.xx‬‬
‫ﻣﺛﺎﻝ‪ 10 :‬ﻣﺑﻳﻌﺎﺕ ﻣﻘﺳﻭﻣﺔ ﻋﻠﻰ ‪ 5‬ﺳﺎﻋﺎﺕ = ‪SPH 2.0‬‬

‫ﺍﺗﺻﺎﻻﺕ ﻓﻲ ﺍﻟﺳﺎﻋﺔ ) ‪  Contacts per Hour CPH‬‬

‫ﺇﺟﻣﺎﻟﻲ ﺟﻬﺎﺕ ﺍﻻﺗﺻﺎﻝ ﺍﻟﺗﻲ ﺗﻡ ﺍﻟﺗﺻﺭﻑ ﻓﻳﻬﺎ ﺑﻭﺍﺳﻁﺔ ﺍﻟﻌﺎﻣﻝ ﺍﻻﺟﻣﺎﻟﻲ ﻣﻘﺳﻭ ًﻣﺎ ﻋﻠﻰ ﻋﺎﻣﻝ ﺍﻟﺳﺎﻋﺔ ‪ ‬‬
‫ﺗﻘﺭﻳﺑًﺎ ﻋﺎﺩﺓً ﺇﻟﻰ ﺃﻗﺭﺏ ﻭﻗﺕ ﻟﻠﺫﺭﻭﺓ )‪  (20‬‬
‫ﻣﺛﺎﻝ‪ 133 :‬ﺟﻬﺔ ﺍﺗﺻﺎﻝ ﻣﻘﺳﻭﻣﺔ ﻋﻠﻰ ‪ 5‬ﺳﺎﻋﺎﺕ = ‪  * 27‬‬
‫* ﺍﻟﺣﺳﺎﺏ ﺍﻟﻔﻌﻠﻲ = ‪26.6‬‬
‫‪  Eng.Jamal Zeineddin                                                                                                                                                                                   ‬‬
‫ﻣﻌﺩﻝ ﺍﻟﺗﺣﻭﻳﻝ ‪  Conversion Rate‬‬
‫ﻧﺳﺑﺔ ﺟﻬﺎﺕ ﺍﻻﺗﺻﺎﻝ ﺍﻟﻣﺣﻭﻟﺔ ﺇﻟﻰ ﻣﺑﻳﻌﺎﺕ ‪ ‬‬
‫ﺍﻟﺻﻳﻐﺔ = ﺇﺟﻣﺎﻟﻲ ﺍﻟﻣﺑﻳﻌﺎﺕ ﻣﻘﺳﻭ ًﻣﺎ ﻋﻠﻰ ﺇﺟﻣﺎﻟﻲ ﺟﻬﺎﺕ ﺍﻻﺗﺻﺎﻝ ‪ ‬‬
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‫ﻣﻌﺩﻝ ﺍﻟﺗﻐﻠﻐﻝ ‪  Penetration Rate‬‬
‫ﻗﺎﺋﻣﺔ ﺍﻟﻣﻛﺎﻟﻣﺎﺕ ﺗﻘﺎﺱ ﺏ‪  :‬‬
‫‪ ٪‬ﺟﻬﺎﺕ ﺍﻻﺗﺻﺎﻝ ‪ ‬‬
‫‪ ٪‬ﺗﻣﺭ ﻋﺑﺭ )ﻏﻳﺭ ﺟﻬﺎﺕ ﺍﻻﺗﺻﺎﻝ( ‪ ‬‬
‫‪ ٪‬ﻣﻳﻭﻝ ﺃﻭ ﺗﺻﺭﻓﺎﺕ ﺍﻟﻁﺎﻟﺏ ) ﺍﻟﻣﺳﺟﻝ ( ﻛـ ﺇﻋﺎﺩﺓ ﺍﻟﻣﺣﺎﻭﻟﺔ ‪ ‬‬
‫‪ ٪‬ﻣﻳﻭﻝ ﺃﻭ ﺗﺻﺭﻓﺎﺕ ﺍﻟﻁﺎﻟﺏ )ﺍﻟﻣﺳﺟﻝ( ﻛـ ﻏﻳﺭ – ﺍﻋﺎﺩﺓ ﺍﻟﻣﺣﺎﻭﻟﺔ‬

‫ﺯﻣﻥ ﺃﻭ ﻭﻗﺕ ﻳﻭﻡ ﺍﻟﻔﻌﺎﻟﻳﺔ ‪  Time of Day Effectiveness‬‬

‫ﻓﺗﺭﺍﺕ ﺍﻟﻳﻭﻡ ﺍﻟﺫﻱ ﻳﺗﻡ ﻓﻳﻪ ﺇﺟﺭﺍء ﻣﻌﻅﻡ ﺍﻻﺗﺻﺎﻻﺕ‪ .‬ﻫﺫﺍ ﻫﻭ ﺍﻟﻣﺣﺭﻙ ﺍﻷﻫﻡ ﻟﻠﺗﻭﻅﻳﻑ ﺍﻷﻣﺛﻝ ﻓﻲ ﺑﻳﺋﺔ ﺧﺎﺭﺟﻳﺔ‬

‫ﺍﻟﻣﺅﺷﺭﺍﺕ ﺍﻟﺭﺋﻳﺳﻳﺔ )ﺩﺍﺧﻠﻲ ﻭﺧﺎﺭﺟﻲ( )‪Key Indicators (INBOUND & OUTBOUND‬‬

‫ﻣﻌﺩﻝ ﺍﻟﺗﺧﻠﻲ )ﻫﺟﺭ ﺍﻟﻣﻛﺎﻟﻣﺎﺕ( ‪  Abandon Rate‬‬

‫ﺗﺣﺳﺏ ﻛﻧﺳﺑﺔ ﻣﺋﻭﻳﺔ ﻣﻥ ﻣﻌﺩﻻﺕ ﺍﻟﺗﺧﻠﻲ ﻋﻥ ﺍﺳﺗﺧﺩﺍﻡ ﻭﺍﺣﺩﺓ ﻣﻥ ﺍﻟﺻﻳﻎ ﺍﻟﺗﺎﻟﻳﺔ‪:‬‬

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‫ﻏﺎﻟ ًﺑﺎ ﻣﺎ ﺗﻛﻭﻥ ﺍﻟﻣﻛﺎﻟﻣﺎﺕ ﺍﻟﻣﻬﺟﻭﺭﺓ ﺑﻣﺛﺎﺑﺔ ﺃﻋﺭﺍﺽ ﻟﻠﻣﺷﺎﻛﻝ ﺍﻷﺧﺭﻯ ‪ ،‬ﻣﺛﻝ ﻋﺩﻡ ﻛﻔﺎﻳﺔ ﻣﻭﺍﺭﺩ ﺍﻟﻧﻅﺎﻡ ﻭﺍﻟﻣﻭﺍﺭﺩ ‪ ‬‬
‫‪  Eng.Jamal Zeineddin                                                                                                                                                                                   ‬‬
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‫ﺭﺿﺎ ﺍﻟﻌﻣﻼء ‪ ‬‬
‫‪ ‬ﻳﻘﻳﺱ ﺍﻟﻧﺳﺑﺔ ﺍﻟﻣﺋﻭﻳﺔ ﻟﺟﻣﻳﻊ ﺍﻟﻌﻣﻼء ﺍﻟﺫﻳﻥ ﺷﻌﺭﻭﺍ ﺑﺎﻟﺭﺿﺎ ‪ ‬‬
‫‪ ‬ﺍﻟﺯﻳﺎﺩﺍﺕ ﺍﻟﻛﺑﻳﺭﺓ ﺃﻭ ﺍﻟﻧﻘﺻﺎﻥ ﺑﻣﺛﺎﺑﺔ ﻣﻘﻳﺎﺱ ‪ ‬‬
‫‪ ‬ﻭﻗﺩ ﺭﺑﻁﺕ ﺍﻟﺩﺭﺍﺳﺎﺕ ﺑﻳﻥ ﺭﺿﺎ ﺍﻟﻌﻣﻼء ﻭﻭﻻء ﺍﻟﻌﻣﻼء ﻭﺗﻛﺭﺍﺭ ﺳﻠﻭﻙ ﺍﻟﺷﺭﺍء ﻭﺍﻹﻋﻼﻥ ﺍﻟﺷﻔﻬﻲ ‪ ‬‬
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‫ﺟﺩﻭﻝ ﺍﻟﻣﻭﻅﻔﻳﻥ‪ ‬ﻣﻘﺎﺑﻝ ﺍﻟﻔﻌﻠﻲ ‪ ‬‬
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‫ﻣﻘﺎﺭﻧﺔ ﺑﻳﻥ ﻋﺩﺩ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﻣﺟﺩﻭﻟﻳﻥ ﻣﻘﺎﺑﻝ ﺍﻟﻌﺩﺩ ﺍﻟﻔﻌﻠﻲ ﻓﻲ ﺍﻟﻣﺭﻛﺯ‪  .‬‬
‫ﻫﺫﺍ ﺍﻟﺗﺩﺑﻳﺭ ﻣﺳﺗﻘﻝ ﻋﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﻟﺩﻳﻙ ﺑﺎﻟﻔﻌﻝ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﻼﺯﻣﻳﻥ ﻟﺗﺣﻘﻳﻖ ﻣﺳﺗﻭﻯ ﺧﺩﻣﺔ ﻣﺳﺗﻬﺩﻑ ﻭ ‪ /‬ﺃﻭ ﻭﻗﺕ ﺍﺳﺗﺟﺎﺑﺔ ﺃﻡ ﻻ ‪ ‬‬
‫ﺇﺫﺍ ﻛﺎﻥ ﻫﺫﺍ ﺍﻟﻘﻳﺎﺱ ﻳﺷﻳﺭ ﺇﻟﻰ ﻭﺟﻭﺩ ﻣﺷﻛﻠﺔ ‪ ،‬ﻓﻘﺩ ﻳﺷﻳﺭ ﺗﺣﻠﻳﻝ ﺍﻟﺳﺑﺏ ﺍﻟﺟﺫﺭﻱ ﺇﻟﻰ ﻣﻧﻁﻘﺔ ﻭﺍﺣﺩﺓ ﺃﻭ ﺃﻛﺛﺭ ‪ ،‬ﻣﺛﻝ‪  :‬‬
‫ﺍﻻﻟﺗﺯﺍﻡ ﺑﺎﻟﺟﺩﻭﻝ ‪ ‬‬
‫ﺟﺩﺍﻭﻝ ﻏﻳﺭ ﺩﻗﻳﻘﺔ ﺃﻭ ﻏﻳﺭ ﻭﺍﻗﻌﻳﺔ ‪ ‬‬
‫ﺗﺿﺎﺭﺏ ﺍﻷﻭﻟﻭﻳﺎﺕ ‪ ،‬ﻋﻠﻰ ﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻝ ‪ ،‬ﻳﺷﺟﻊ ﺍﻟﻣﺷﺭﻓﻭﻥ ﻣﺟﻣﻭﻋﺎﺗﻬﻡ ﻋﻠﻰ ﺍﻻﻧﺣﺭﺍﻑ ﻋﻥ ﺍﻟﺟﺩﺍﻭﻝ ﺍﻟﺯﻣﻧﻳﺔ ﻣﻊ ﺗﻁﻭﺭ‬
‫ﺍﻟﻅﺭﻭﻑ ‪ ‬‬
‫ﻋﺏء ﺍﻟﻌﻣﻝ ﻏﻳﺭ ﺩﻗﻳﻖ ﻭﺗﻭﻗﻌﺎﺕ ﺍﻧﻛﻣﺎﺵ‪.‬‬

‫ﻣﻌﺩﻝ ﺩﻭﺭﺍﻥ ‪ ‬‬

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‫ﺍﻟﻧﺳﺑﺔ ﺍﻟﻣﺋﻭﻳﺔ ﻟﻣﻭﻅﻔﻲ ﻓﺭﻭﻧﺕ ﻻﻳﻥ ﺍﻟﺫﻳﻥ ﻳﺗﺭﻛﻭﻥ ﻭﻅﺎﺋﻔﻬﻡ‪ .‬ﻗﺩ ﻳﺷﻣﻝ ﺫﻟﻙ ﻣﻌﺩﻝ ﺍﻟﺩﻭﺭﺍﻥ ﺍﻟﻁﻭﻋﻲ )ﻋﻠﻰ ﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻝ ‪،‬‬
‫ﺍﻟﺗﺭﻗﻳﺎﺕ ‪ ،‬ﺍﻻﺳﺗﻘﺎﻻﺕ ‪ ،‬ﺍﻟﺗﻘﺎﻋﺩ( ﺃﻭ ﺍﻟﺩﻭﺭﺍﻥ ﻏﻳﺭ ﺍﻟﻁﻭﻋﻲ )ﻋﻠﻰ ﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻝ ‪ ،‬ﺍﻟﻔﺻﻝ ﻣﻥ ﺍﻟﺧﺩﻣﺔ ﻭﺗﺳﺭﻳﺢ ﺍﻟﻌﻣﺎﻝ( ‪ ‬‬
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‫ﻳﺟﺏ ﻋﻠﻰ ﻣﺩﻳﺭﻱ ﻣﺭﻛﺯ ﺍﻻﺗﺻﺎﻝ ﺣﺳﺎﺏ ﻣﻌﺩﻝ ﺩﻭﺭﺍﻥ ﺳﻧﻭﻱ ﺑﺎﺳﺗﺧﺩﺍﻡ ﺍﻟﺻﻳﻐﺔ ﺍﻟﺗﺎﻟﻳﺔ‪:‬‬
  Eng.Jamal Zeineddin                                                                                                                                                                                   

2 ‫ﻭﺭﻗﺔ ﻋﻣﻝ‬

.‫ ﺗﻘﺭﻳﺏ ﺇﺟﺎﺑﺎﺗﻙ ﺇﻟﻰ ﺃﻗﺭﺏ ﻋﺩﺩ ﺻﺣﻳﺢ‬.‫ﺣﺳﺎﺏ ﻣﺅﺷﺭﺍﺕ ﺍﻷﺩﺍء ﺍﻟﺭﺋﻳﺳﻳﺔ ﺍﻟﺗﺎﻟﻳﺔ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﺳﻳﻧﺎﺭﻳﻭ ﺃﺩﻧﺎﻩ‬
.2004 ‫ ﺃﻛﺗﻭﺑﺭ‬12 ‫ ﻳﻭﻡ ﺍﻟﺛﻼﺛﺎء‬9:30 ‫ ﺇﻟﻰ ﺍﻟﺳﺎﻋﺔ‬9:00 ‫ ﻣﻥ ﺍﻟﺳﺎﻋﺔ‬Agent Group A ‫ﻗﻣﻧﺎ ﺑﺟﻣﻊ ﺍﻟﺑﻳﺎﻧﺎﺕ ﺍﻟﺗﺎﻟﻳﺔ ﻟـ‬

Find: 
1. Average Call Value (use calls answered) 
2. Service level 
3. Average speed of answer (use calls answered) 
4. Percent Abandoned  
5. Cost per call (use calls answered) 
6. Average Handling Time 
7. Forecasted to actual call load (use calls offered) 
8. Scheduled to Actual Staff