The unpredictability of idle time among contact center agents has always posed a challenge for workforce managers and planners. A little downtime between customer calls could be useful if it allowed agents to complete off-call tasks or even just catch their breath.
Unfortunately, downtime is random and, above all, brief. A Metrigy survey we have been citing found that 29% of the idle time agents experience during an eight-hour shift lasts only a few seconds and another 47% lasts just a few minutes. That’s not long enough to be restful and to be truly productive.
Depending on the season, day of the week, or even hour of the day, the broad outlines of customer demand can be roughly anticipated. But within those broad outlines lies unknowable variation, and until now there’s never been an effective way to recover value from that uncertainty.
But with automation and emerging AI technologies, idle time can be transformed into opportunities to streamline operations, raise agent engagement, and recapture unused productive capacity.
IDing Idle Time
Idle time occurs when incoming call volume is lower than expected or when staffing level exceeds demand. As a result, it has a significant impact on operations and costs.
For agent teams numbering in the hundreds or even thousands, the labor cost aspect of nonproductive seconds and minutes adds up quickly, leaving managers scrambling to justify or recalibrate staffing levels while struggling to maintain consistent customer service quality.
Unfortunately, downtime is random and, above all, brief.
To achieve meaningful improvements, contact centers need to understand the root causes of idle time. The first step to extracting more value from agent idle time is to identify what’s driving it. A “problem-out” approach is essential. Leaders need to ask the right questions:
- Which times of day are prone to low call volumes?
- Are shifts misaligned with demand peaks?
- Is there a bottleneck in the handoff between automated systems and human agents?
Making Idle Time Productive
The second step for contact centers to take is to see where action is needed and then review and decide on the right opportunities and methods to best utilize idle time.
Shrinkage - defined in the industry as the time agents are on the clock but not actively handling customer interaction - is a point of focus. According to the same Metrigy survey mentioned earlier, companies allocate an average of 26% of agent time for shrinkage: and that share is rising as the need for ongoing training and breaks grows with the increasing complexity of contact center roles.
When managed effectively, idle time can provide opportunities for personal development and wellbeing initiatives that strengthen agent engagement. Here are three ways contact center managers can derive value from idle time.
1. Micro-Training and Learning Modules
Automation can deliver targeted training during idle periods, offering agents quick learning sessions that improve their skills without taking them away from active service.
We now have technologies capable of identifying and aggregating brief instances of idle time across agent teams and using that time for productive use. Like for refreshers on company policies, product updates, training, or soft skills coaching. These short bursts of professional development activities help employees stay sharp and ready to handle complex interactions when call volumes increase.
Emerging technologies like AI and machine learning-powered training programs and real-time call data monitoring can help personalize learning plans, identifying areas where individual agents need additional support and automatically scheduling micro-training during downtime.
This kind of targeted development will foster continuous growth and give agents a sense of accomplishment and purpose even during slower shifts.
2. One-on-One Mentoring
Idle time is a great opportunity for mentoring sessions between agents and their supervisors. Regular one-on-one meetings build trust, provide constructive feedback, and reinforce the agent’s stake in the organization’s success. These interactions also help managers stay abreast of agent morale, both individually and collectively.
3. Mental Wellness Breaks and Burnout Prevention
High-stress environments like contact centers require proactive measures to prevent burnout. Newly available technology systems can monitor agent performance and engagement levels and reference them against benchmark data to identify early signs of stress or burnout.
When idle time is detected, the system can propose a one-to-one session with a supervisor or offer a surprise break or mental wellness activity, helping agents recharge before their next call: and heading off costly attrition before it happens.
We now have technologies capable of identifying and aggregating brief instances of idle time...
Wellness breaks are not just beneficial for the agents; they also improve service quality, as refreshed employees are more likely to handle customer interactions with empathy and patience. A focus on mental wellness during downtime ensures agents are motivated and ready to perform their best throughout their shifts.
Leveraging Automation
Automation brings much-needed flexibility and efficiency to workforce management (WFM). Reliance on traditional manual scheduling leaves contact centers struggling to align agent availability with changing customer demand, leading to both overstaffing and idle time.
Dynamic scheduling tools can solve this challenge by adjusting agent shifts in real-time, based on fluctuating call volumes, staffing levels, and other operational factors. These tools help ensure that agents are deployed exactly when needed, minimizing both idle periods and overload.
Automation makes post-call processes more efficient. Instead of requiring agents to manually document every call, it can generate automated summaries and update CRM systems in real time. This reduces administrative bottlenecks and allows agents to move freely between calls without delays or frustration.
Automation can manage on-the-fly schedule adjustments. This gives managers the ability to offer ad hoc breaks during quiet periods or shift agents to different tasks when volumes are low.
This kind of flexibility ensures optimal productivity and helps agents feel supported and less overwhelmed. It also frees supervisors to focus on higher value tasks as well. Automation removes much of the guesswork from staffing, ensuring that operations run smoothly even in the face of unpredictable demand.
Automation can bolster manager-employee relationships. For example, analytics tools can provide managers with detailed insights into agent performance, engagement levels, and workload distribution.
This allows managers to proactively address disengagement and burnout. Instead of waiting for performance to decline, supervisors can, as noted earlier in this article, use automation to schedule coaching sessions or reward agents with breaks during slow periods.
Finally, automation can improve customer experiences (CXs). By enabling training, reducing time spent on manual tasks, and lowering burnout, automation ensures that agents stay focused on what matters most. Namely providing high-quality customer service. Agents can then focus on building rapport with customers and delivering personalized experiences requiring emotional intelligence that foster loyalty.
Balancing, Blending Automation and Human Expertise
Automation works best when combined with the unique strengths of human agents. Automation excels at speed and efficiency, but it’s the empathy, creativity, and problem-solving abilities of human agents that define truly exceptional service.
A balanced approach that blends technology with human expertise is the surest path to success. Customers appreciate it when a service provider balances efficiency with care, and agents feel more fulfilled when their work offers opportunities to make meaningful contributions.
By creating a feedback loop between agents, managers, and technology, automation can help foster a collaborative environment in which everyone thrives. Critically, this balanced approach between technology and employees also promotes agent satisfaction and retention.
When agents view technology as a partner rather than a competitor, their sense of job security and motivation are likely to increase. They’re more likely to engage with their work, contribute creative ideas, and go the extra mile to solve customers’ challenges. This positive dynamic benefits not only the agents themselves but also customers and the business as a whole.
Turning Idle Time into Growth Opportunities
The most successful contact centers are those that strike the right balance between automation and the uniquely human skills of their agents. When agents are empowered by technology rather than burdened by it, they’ll perform better, creating positive CXs and driving business success.
Automation excels at speed and efficiency, but it’s the empathy, creativity, and problem-solving abilities of human agents that define truly exceptional service.
The right mix of technology and thoughtful strategy will empower contact centers to transform idle time from a challenge into an opportunity. Managers will make smarter decisions about scheduling and workload management and leverage idle time for training, mentoring, and mental wellbeing.
Ultimately, satisfied agents create satisfied customers. By leveraging automation to streamline workflows and improve engagement, contact centers can build environments where employees thrive: delivering high-quality service with confidence, empathy, and enthusiasm.