Performance Reviews / Evaluations February 2013A performance review/evaluation (Measurement / Appraisal) is a process of assessing anindividual based upon their job performance, productivity and non job related activitiesoccurring in the office. Performance and productivity reviews may include standard metricreviews, call quality including recorded call performance and quality scores, product and serviceknowledge, sales/sales upgrades/ subscriber extensions, achievements, customer service, trainingand training results, attendance, non work related activity and attitude. Depending on theindustry and the organization goals more topics can be added to the overall list of performancereview items.Performance reviews are timely and require a significant predetermined process to create anoutcome that is relevant, accurate and worthy of personal discussions with agents andsupervisors. Because of the workload to do a full and complete review many are not given orsome that are provide a lack of relevant data.Reviews are often delayed because of overload and stress the manager is under. Agent levelfeedback also delays the reviews because the review of the past were poorly conducted toolengthy and not relevant to the goals the agent was targeted to achieve. Also if agent turnover ishigh what is the incentive to the manager to review agents that will be leaving the company?While this sounds negative it is an example of what is going on at many contact centers. Whatsome contact centers have begun to do is to narrow down the reviews and make them morerelevant to longer term agents. New agents are not getting full reviews until they meet andexceed predetermined goals that have been discussed in training.Targets and goals for the top key metrics: The organization will have goals and targets for theagents to achieve regarding key metrics. These metrics will vary by industry, they will vary bythe groups within the contact center as a simple example the metrics will vary by the agent
experience and skill sets and they will vary by month, week, day and time of day.To determine how the agent has actually performed the manager sets the goal for a metric, thendivides that by actual performance for that metric in question. For example, the agent has a goalof 90% for adherence. The agent’s actual performance was 65% or 25% below the goal.Therefore, the agent has performed well below the goal. Yet the agent argues that he was underpressure for other goals.This same agent claims that he is unable to meet his schedule because he puts at risk FCR andCustomer Satisfaction goals. He is under pressure to resolve all customer issues with the firstcall. He is also trained to satisfy the customer regardless of the time it takes to resolve theproblem. These two additional goals make it difficult at time to stay on schedule for training,breaks, coaching and logging out and into outbound calls.Metrics levels change through the year: Throughout the year metrics change based on theindustry the contact center is involved in. December to some agents is a very busy time whileJanuary is slow for those same agents. So looking at agent performance should be done on amonthly basis and not just an annual basis because of the annual averaging of the performanceoutcome. Monthly reporting is done through analytics similar to figure 1.
Figure 1 shows this group of agents has performed for the day.Taking the monthly analytics and summarizing the data for the year explains how the agent hasunderperformed in certain key metric areas. Creating an annual review of key metrics andshowing the actual annual time spent in or out of those metrics can be a key towards successfulperformance reviews.This annual agent status review (agent name and state / level changed to protect confidentiality)shows that Jacobs spends a lot of time on the call wrap up. Training for the year was 5 days. Is itpossible to improve after call wrap up by additional training?
By adding a scorecard for the agent for the annual review the manager can discuss theimportance of certain key metrics and how the agent has performed.Scorecards will depend on the industry and the group the agent is participating within. Thescorecard will also be affected by the agents experience and skill sets. Scorecards, like analyticsare affected by the risk factors. While these are not always 100% accurate they are very helpfulin the general discussions with the agent and supervisor.There are many factors to consider prior to annual performance reviews. Some factors are noteven mentioned in this article. In one HR situation the Contact Center manager had a goodrelationship with an agent that had a positive attitude and was always fun to be around. However,this same agent did not meet most of her key metrics and adherence and occupancy goals wererarely met. Her response was she was helping other agents personally.What is your turnover in the contact center? How much does that cost you? Is having agents thatdo not perform and do not meet goals a cause of concern or are you more concerned about thereplacement process? Annual performance reviews are challenging work but should be done.Spectrum is a leading provider of Unified Contact Center Reporting. Contact Spectrum today tolearn more about Analytics and Scorecards.Follow Spectrum Corporation: • SlideShare • LinkedIn • BlogDan BoehmVP Sales and MarketingSpectrumdan@specorp.com+1 713 986 8839