Managing performance effectively in Contact Centres

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Introduction to the Performance Management Principles
A Step by Step Performance Management Process
How to avoid the Common pitfalls
CCMG Templates to maintain a correct and supportive paper trail

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Managing performance effectively in Contact Centres

  1. 1. Managing performance effectively in Contact Centres Presented by: Lynnette Morris 7 September 2010
  2. 2. Presentation: Managing performance Lynnette Morris Managing Member & effectively in Executive Coach Mobile: 083 252 5154 Contact Office: 011 880 8375 Fax: 086 636 0998 Centres Physical Address: The Energy Works, 1 First Ave East, September 2010 Parkwood, Johannesburg. Postal: P O Box 651571, Benmore, 2010
  3. 3. Presentation Overview • Introduction to the Performance Management Principles • A Step by Step Performance Management Process • How to avoid the Common pitfalls • CCMG Templates to maintain a correct and supportive paper trail
  4. 4. Performance Management Provides a clear direction and a shared understanding of what is to be achieved, the leadership approach required and supports the continual development of the individuals to ensure it is achieved.
  5. 5. Pitfall : Managers Time Allocation The “Shewhart Cycle” is a planning and continuous improvement cycle for Managers - developed by DR William Edwards Deming What % of Time is allocated to? ACT DO PLAN PLAN DO DO CHECK CHECK ACT ACT CHECK 40% 20% 30% 10% TIME ALLOCATION
  6. 6. Performance Management Cycle “SMAACH” Set performance objectives Check on improvement “ SMAACH” Measure Pronounced either as “Smaak/ Like it” or “Smack” Action Appraise Feedback
  7. 7. Pitfall: Motivation or KITA Management? • Psychologist Fred Herzberg - possible to generate ‘movement’ (i.e. getting someone to do something) referred to as KITA management – Kick in the Ass – or better known as the Carrot ( positive move towards) or the Stick (negative move away from)? • Movement is not motivation! • The challenge in a call centre environment is to provide a working culture in which employees can aspire to meaningful and tangible ‘achievement’. • Fred Herzberg , 1968 publication One More Time, How Do You Motivate Employees? has sold more than 1.2 million reprints. Nick Drake-Knight MBSCH , NDK Group. Author of Boomerang! Coach Your Team To Be The Best (Pollinger, 2007)
  8. 8. Performance Management 5. Check on improvement 10 Step Process 10. Document performance results and action plans 9. Develop performance improvement plan 8. Rate plans performance 4. Action 7. Assess Feedback performance 6. Provide feedback 5.Review 2. Measure performance 4. Measure 3. Appraise performance 3. Set objectives and gain agreement 1. Set 2. Define expectations 1. Develop a performance Performance Plan objectives
  9. 9. Pitfall: No Clear Direction 1. Develop a Performance Plan Company Strategic Contact Centre Strategic Direction Direction & Goals 1. Set the DIRECTION 2. Define the Vision 3. Determine what is to be • Increase Revenues done? (PEOPLE; PROCESS; TECHNOLOGY & • Increase Customer INFRASTRUCTURE) Satisfaction 4. How it is to be done? • Reduce costs 5. What is to be achieved?
  10. 10. Templates Process Step CCMG Templates & related documents 1. Performance Checklist: Performance Management Plan documentation Assess your performance management system Checklist: Skills requirements for managing performance
  11. 11. Pitfall: No Job Clarity 2. Define & Agree Expectations • Define the purpose of each Role • Define the performance activity • Develop Result Areas/ outputs • Define the job Competencies
  12. 12. Templates Process Step CCMG Templates & related documents 2. Define Checklist: Job Profiling & Performance Expectations Contracts Checklist: Interview Questionnaire Checklist: Performance driven recruitment Checklist: Identify Training Needs
  13. 13. Pitfall: Objectives do not measure the actual performance 3. Set SMART Objectives • Define specific results to be achieved as measurable objectives for each role and job
  14. 14. 1. Cost per Call/ Contact 5 Most 2. Customer important Satisfaction Score Contact 3. First Contact Centre Resolution Rate 4. Agent measures to Utilization indicate performance 5. Aggregate Call/Contact level* Center Performance
  15. 15. Pitfall: Performance not measured daily 4. Measure performance “ To manage – you need to measure” To improve performance – we need to understand what the current performance levels are Use Dashboard Reports
  16. 16. Pitfall: Current performance levels are not investigated or compared 5. Review performance • Identify the measures that meet or exceed the required targets • Review if measures are up/down from the previous months results • Conduct investigations into specific performance results
  17. 17. Pitfall: No feedback discussions 6. Provide feedback Good feedback provides direction & developmental needs, linking individuals with the bigger picture and illustrates how they are contributing to the success of the organization.
  18. 18. Pitfall: Supervisors Role Is a coaching & feedback function • Supervisors are not allocated sufficient time to coach agents on the floor due to high administration functions or they are responsible for too many agents, which limits their time. • Supervisors should spend 60 percent of their time coaching
  19. 19. Pitfall: Supervisors Span of control is high The top performers analysed from 800 reviews indicated that the centres with 8-15 agents per coach (or team leader) had a significantly better result on all of the other key metrics.* This results in: • 10% higher ready time • 5% higher availability • 5% higher FCR • Lower absence • More satisfied agents • Higher competency Mats Rennstam is Managing Director at Bright UK Ltd
  20. 20. Templates Process Step CCMG Templates & related documents 6. Provide Informal one-on-one performance discussion Feedback template
  21. 21. Pitfall: Reasons for poor performance not investigated 7. Assess performance Conduct further analysis by assessing performance achieved and reasons for performance level. AVOID ANALYSIS PARALYSIS
  22. 22. Pitfall: No Balanced Score 8. Rate the performance • “Balanced scorecards”, introduced by R.S. Kaplan and D. Norton in 1992, is a concept for measuring a company's activities to make managers focus on the important performance metrics that lead to success • Rating of performance enables employees to identify their strengths, weaknesses and areas that require development. • Achieved performance can be recognised and rewarded
  23. 23. Balance Score Card Eric Zbikowski , MetricNet,
  24. 24. Consolidated Score 110% 100% 80% Objective 1 Objective 4 60% 40% Objective 3 Objective 2
  25. 25. Consolidated Score 110% Star Chart 100% AGGREGATE/ BALANCE 80% SCORE Objective 1: Objective 4 60% 40% 40% 60% 80% 100% 110% Objective 3 Objective 2
  26. 26. Pitfall: No Action Plans to address poor performance 9. Develop performance improvement action plans • Document the performance levels achieved vs required • and the areas that require improvement • Develop an action plan to improve or maintain the performance result • Define time lines
  27. 27. Templates Process Step CCMG Templates & related documents 9. Performance Disciplinary Investigation Suspension Improvement Notification of Appeal hearing Plan Appeal Hearing Form Notice of Counseling session Counseling Checklist Final Request: Performance Improvement Notice of Informal Incapacity Enquiry Incapacity Flowchart
  28. 28. Templates Process Step CCMG Templates & related documents 9. Performance Performance Decision Tree Improvement Checklist: Performance Review Plan Checklist: Managing performance deviation Checklist: Performance Deviation Disciplinary Procedure Record of Proceedings Disciplinary finding and Sanction Notification of Disciplinary Hearing Disciplinary Hearing Flowchart
  29. 29. Pitfall: Inconsistent performance records 10. Document performance results and action plans • Record all performance monitoring activities, feedback provided and discussions • Store all performance records
  30. 30. Templates Process Step CCMG Templates & related documents 10. Document Record of counseling session performance Checklist: Rewarding and Recognizing good results performance
  31. 31. Summary Set performance objectives Check on improvement Measure Action Feedback Appraise PLAN DO CHECK ACT
  32. 32. Parting thought… If you do not know where you are going, any road will take you there – but how will you know when you have arrived?
  33. 33. Question & Answers Thank you for your participation Lynnette Morris Managing Member & Executive Coach Mobile: 083 252 5154 Office: 011 880 8375 Fax: 086 636 0998 Physical Address: The Energy Works, 1 First Ave East, Parkwood, Johannesburg. Postal: P O Box 651571, Benmore, 2010 Contact Centre Continuous Improvement Services •Executive & Professional Coaching •Consulting Services & Audits •Development and implementation of Continuous Improvement programmes

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