Average call duration is an important contact centre metric. It helps assess team capacity and workload. But a shorter call does not always mean a faster resolution for the customer.

If the customer receives a clear answer during the first conversation, a short call is a good outcome. But if they call again because they did not understand the issue, the call was short while the request remained unresolved.

Managers should therefore ask not just “How many minutes did the conversation last?” but “Did the customer know what to do by the end of it?”

Not all short conversations are the same.

Some enquiries are naturally brief: the customer asks for information, the agent gives the right answer and the call ends. Making that conversation longer benefits nobody.

In another conversation, the agent may have replied quickly, but the customer may not have understood how the answer applied to their situation. The two calls may last the same amount of time while producing different outcomes.

Average duration alone cannot reveal that difference. We also need to know why the customer called, what answer they received and whether they called again about the same issue.

What do repeat calls tell us?

A customer calling again does not always mean a mistake was made during the first call. There may have been a new development or another question.

However, repeated calls about the same issue deserve closer examination. Was information missing from the first conversation? Was the request sent to the wrong person? Was a promised follow-up not delivered?

Repeat calls should be seen not only as additional workload, but also as a signal about the outcome of the first conversation. This requires records that can be tracked under the same customer and request.

How does a duration target affect agents?

A duration target helps a team manage its time. But if it becomes the only priority, an agent may feel pressured to end a conversation before properly explaining a difficult issue.

The reverse is also true: longer conversations do not help if the problem still remains unresolved. The agent may need access to accurate information, support from an expert or clarity on the next step.

When assessing calls, consider these questions alongside duration:

  • Was the customer's reason for calling understood correctly?
  • Could the answer be provided during the first conversation?
  • If another step was needed, was someone assigned responsibility for it?
  • Did the customer call again about the same issue?
  • Could the agent access the information they needed?

This does not mean completing a long form for every call. It is enough to select records that reveal recurring issues across the team.

What makes a good conversation for the customer?

For the customer, a good conversation is not always the shortest one. Sometimes they want a quick fact; sometimes they need to see that their situation is understood and that the next step is clear.

For example, if a request cannot be resolved immediately, the agent should say so clearly, explain what will be checked and indicate when they will respond. The problem may still be open, but the customer knows what happens next.

A successful conversation should ultimately be assessed through the answer provided and the next step agreed, rather than duration alone.

Coorbiz's Perspective

Coorbiz's contact centre approach brings together team building, training, management and performance tracking. Call duration is part of that tracking, but cannot show on its own whether an agent provided the right answer.

For Coorbiz, duration becomes meaningful when examined alongside first-contact resolution, reasons for repeat calls and outstanding requests. Managers can then see whether the customer's need was met, rather than simply how quickly calls ended.

Shortening calls can be a worthwhile goal. But first, answer this question: when the customer hangs up, has the problem been solved, or will they have to call again?