On-Hold Time Per Ticket KPI

On-Hold Time Per Ticket measures the duration customers spend waiting for resolution, impacting both customer satisfaction and operational efficiency.

High on-hold times can lead to frustration, resulting in lost sales and diminished brand loyalty.

Companies that actively manage this KPI often see improved customer retention and reduced churn rates.

By optimizing call handling processes, organizations can enhance their financial health and drive better business outcomes.

Effective management of on-hold time also supports strategic alignment with customer service goals, ultimately improving ROI metrics.

Tracking this KPI allows for data-driven decision-making that fosters continuous improvement across service channels.

On-Hold Time Per Ticket Interpretation

High on-hold times indicate inefficiencies in customer support processes, potentially leading to customer dissatisfaction. Conversely, low on-hold times reflect effective resource allocation and quick issue resolution. Ideal targets typically fall below 2 minutes for most industries.

• <1 minute – Excellent; indicates highly efficient service
• 1–2 minutes – Acceptable; monitor for potential issues
• >2 minutes – Concerning; requires immediate attention

On-Hold Time Per Ticket Benchmarks

We have 5 relevant benchmarks in our benchmarks database.

Common Pitfalls

Many organizations overlook the significance of on-hold time, mistakenly believing it to be a minor issue.

• Failing to analyze call volume patterns can lead to understaffing during peak times. This results in longer wait times and frustrated customers who may abandon calls altogether.
• Neglecting to invest in technology, such as call routing systems, can hinder operational efficiency. Outdated systems often result in longer hold times and increased customer dissatisfaction.
• Ignoring customer feedback on wait times prevents organizations from identifying pain points. Without this insight, companies risk perpetuating the same issues, leading to higher churn rates.
• Inadequate training for customer service representatives can lead to inefficient call handling. Representatives may struggle to resolve issues quickly, resulting in longer on-hold times and dissatisfied customers.

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Improvement Levers

Reducing on-hold time requires a focus on process optimization and resource management.

• Implement advanced call routing technology to connect customers with the right representatives quickly. This minimizes wait times and enhances the overall customer experience.
• Regularly analyze call volume data to adjust staffing levels accordingly. By aligning resources with demand, organizations can significantly reduce on-hold times during peak periods.
• Enhance training programs for customer service representatives to improve efficiency. Well-trained staff can resolve issues more quickly, leading to shorter on-hold times and higher customer satisfaction.
• Utilize callback options to allow customers to avoid long hold times. This not only improves customer experience but also optimizes resource allocation during busy periods.

On-Hold Time Per Ticket Case Study Example

A mid-sized telecommunications provider faced increasing customer complaints about long on-hold times, which had risen to an average of 8 minutes. This negatively impacted customer satisfaction scores and led to a noticeable increase in churn rates. Recognizing the urgency, the company initiated a project called "Hold Time Revolution," aimed at streamlining its customer service processes.

The project included implementing a new call routing system that prioritized calls based on urgency and customer history. Additionally, the company invested in training programs that equipped representatives with tools to resolve issues more efficiently. Within 6 months, on-hold times were reduced to an average of 1.5 minutes, resulting in a 25% decrease in customer complaints related to wait times.

Customer satisfaction scores improved significantly, leading to a 15% increase in retention rates. The financial impact was substantial, with the company estimating an additional $5MM in annual revenue from retained customers. The success of the "Hold Time Revolution" positioned the customer service team as a key driver of business outcomes, rather than a cost center.

Related KPIs

KPI Categories

This KPI is associated with the following categories and industries in our KPI database: