HM Revenue and Customs' performance in responding to calls has been poor. In 2008-09, HMRC answered only 57 per cent of the 103 million calls to its main helplines, compared to an industry standard of 95 per cent; callers waited on average two minutes, and nearly four minutes in peak periods to speak to an advisor; and yet contact centre staff spent only 38 per cent of their time handling calls against an industry benchmark of 60 per cent. HMRC has set a target to answer more than 90 per cent of calls by March 2012, but achieving this would still fall short of best practice. It could do more to reduce the confusion caused by having 139 telephone numbers. A total of 6.8 million calls failed accuracy checks in 2008-09 because advisors did not follow guidance and procedures, but HMRC does not know how often the advice it provides by telephone is actually incorrect. HMRC could also match staffing levels more closely to levels of demand, as the number of calls fluctuates significantly around key statutory deadlines during the year. There are also significant opportunities to reduce costs and improve its responsiveness by reducing the number of unnecessary calls. HMRC estimates that 35 per cent of calls are avoidable, often from people seeking to clarify information they had received which they did not understand, or chasing progress on items being processed in other parts of the department.The Department needed to improve its processes further so that other forms of contact did not generate unnecessary ... no action, and seeking to find out what progress had been made on items being processed by the Department.19 16.
|Title||:||HM Revenue and Customs|
|Author||:||Great Britain: Parliament: House of Commons: Committee of Public Accounts|
|Publisher||:||The Stationery Office - 2010-03-25|