Average handle time in the contact centre is holding back brand loyalty: It’s time to ditch outdated CX metrics according to Gillian Chamberlain, Managing Director, Capita Experience
For decades, the ticking clock has been the heartbeat of the contact centre. Success was measured in seconds, and efficiency was defined by how quickly an agent could move a customer off the line. Today, this obsession with speed is now more of a liability than it is an asset.
If we want to build genuine brand loyalty, we must stop treating customers like a queue to be cleared and start treating them like relationships to be nurtured. It is time to ditch the outdated metrics that hold us back.
The antiquity of average handle time (AHT).
AHT is a relic of a manufacturing mindset applied to a human-centric service industry. Shaving five seconds off a process in a factory, for example, is a victory; in a contact centre, it’s often the difference between a resolved issue and a very frustrated customer.
When we pair AHT with metrics like average speed of answer (ASA) and abandonment rates, we create an environment that prioritises cost-control over value. The industry benchmark for AHT often sits around 6 minutes and 3 seconds, according to Call Centre Helper. But hitting that target is a hollow victory if the quality of the interaction is sacrificed.
Traditional metrics like NPS and CSAT, while useful, are often lagging indicators. They tell us how we did yesterday, but they offer limited real-time insight into the complexity of modern, omnichannel journeys. By purely looking at the clock, we fail to link our operations meaningfully to the business outcomes that actually matter: retention and lifetime value.
The modern customer’s non-negotiables
Today’s consumers are more discerning than ever, and their loyalty is fragile. According to Zendesk, 73% of consumers will switch to a competitor after multiple bad experiences, and more than half will walk away after just one. It’s clear that for the customers, the priority is resolution and feeling valued, not just a fast exit.
In fact, 45% of customers prioritise resolving their issue on the first interaction above all else. When call agents are pressured to rush calls to meet a low AHT target, they inadvertently create the “double dip” problem: an unresolved issue that triggers a repeat call. This doesn’t save money – it doubles the total handle time for the issue and erodes trust.
Loyalty isn’t built on transactional speed; it’s built on emotional connection and perceived competence. A customer who feels “heard” develops a bond with a brand that a three-minute “quick fix” can never replicate. Empathy and engagement are the most powerful tools there are to build and maintain customer satisfaction and loyalty.
Metrics for quality and outcome
To evolve, leadership must replace AHT as the primary agent target with metrics that reflect the customer’s effort and the ultimate outcome. We should focus instead on the “big three” outcome metrics: first call resolution (FCR), aiming for a benchmark of 70% or higher; customer effort score (CES), which evaluates interaction ease; and Net Promoter Scores (NPS) to gauge long-term advocacy.
Beyond the customer, there is a profound human element for our staff. Removing the pressure of AHT improves agent morale and reduces the burnout associated with high-pressure environments. When agents aren’t worried about the clock, they have the mental bandwidth to exhibit true empathy.
Practically, this involves shifting training frameworks to include a focus on active listening and feedback loops rather than script adherence. Leaders should also empower agents by ensuring they can access all customer history upfront, removing the friction of repetition and allowing for a value-driven dialogue from the first second of the call.
The future of experience
The contact centre of the future is a value generator to be maximised. A successful shift requires leadership to champion quality over quantity, viewing every interaction as an opportunity to reinforce the brand’s promise.
Our goal should be to automate simple, repetitive tasks through the strategic use of AI and automation. This does not replace the human element; instead, it frees up our agents to focus on the complex, value-driven, and empathetic interactions that AI cannot replicate. My message to business leaders is simple: stop watching the clock and start watching the customer. The brands that win will be those that trade the stopwatch for a supportive, empathetic listening ear.
Capita Experience offers clients market-leading customer experience delivery and transformation. This includes capabilities in omni-channel contact, conversational AI, artificial intelligence solutions and data and insight. The division operates within both regulated and none regulated environments and across five sectors including financial services, telco, media and technology, utilities, retail and transport and government.
For additional information on Capita Experience visit their Website
