Performance Measures and BenchmarkingThey are indispensable to any well-run call center to eliminate criticism of call centers on common themes such as non-expert operators, poor training of agents incapable to process customers’ requests effectively, operators working from a script, etc.
BenchmarkingTypically associated with strategic management, presuposes the evaluation of business processes in relation to best practice and helps to develop plans with the aim of increasing performance levels.
PerformanceThe most conspicuous performance measures include:1. The mean conversation time or Average Talk Time (ATT)2. The time of delay a caller may experience waiting, or average handling time (AHT)3. The number of calls answered within the limited period or Service Level (SL)4. The number of calls per hour the operator handles.5. The number of calls with the customer’s problem completely solved.
How to Communicate Performance Feedback?Documentation is a tool for remembering significant performance and is essentially “silent feedback”. It cannot produce behavioral change until the manager talks with the employee about the performance and works with the individual to improve or sustain the performance.
FeedbackMotivates if it is effective (reward for good work, impetus to use a new procedure or an incentive to stop unwanted behavior)Improper feedback is a contributor to incompetence.Feedback is a way of helping employees consider changing their behavior.It provides feedback to both managers and employees
Types of FeedbackMaintenance (keep up the good work)Improvement (change is needed)All official documentation should be shared with the employee. But not all feedback needs to be this formal, nor does it have to be written down. Talking is the better approach.
GuidelinesFeedback is most useful when it is specific and descriptive, not evaluative. Describe specifically what the person did rather than making a judgment or broad generalization.Effective feedback is aimed at behavior under the employee’s control.Effective feedback is well timed (it should be delayed only when necessary)Effective feedback is constructive.Effective feedback is appropriate to employee’s needs.
Potential PitfallsManagers may avoid giving feedback for any of the following reasons:1. They don’t believe feedback is useful or necessary.2. They feel they are not competent to judge others3. They anticipate a negative reaction by the employee.4. They don’t often give positive feedback.Employees may avoid opportunities for feedback or not listen to and accept feedback for these reasons:1. They don’t trust the manager’s motivation2. The feedback is not clear3. They don’t respect the manager’s judgement4. The feedback doesn’t agree with the employee’s opinion
Quiz1. Which of the following best describes performance management?a. A process focused primarily on the annual performance review.b. A strategy that assures organizatioal success by reinforcing organizational expectations with individuals through variations in pay delivery.c. A managerial process that consists of planning, managing, improving appraising and rewarding performance.
2. To determine what the organization wants to be, which of the following should be examined?a. Visionb. Missionc. Cultured. Strategy
3. Managers and/or supervisors should provide continuous performance feedback during which step in the performance management process?1. Plan2. Act3. Monitor4. Review
4. Performance reviews should generally be based on which of the following?a. Manager opinionsb. Employee self appraisalc. Perceptions of other employeesd. Actual events and observations
5. What are the three purposes of measurement?a. Alignment, adaptation and achievementa. Assistance, applicability and appropriation
6. Improve return on investment is an example of what type of performance objective?a. Financialb. Operationalc. Qualitative
7. Which of the following is most commonly found at the top of the list of factors that motivate employee performance?a. Benefitsb. Compensationc. Work Environmentd. Clear Objectives
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