In this file, you can ref free useful materials about perfect phrases for setting performance goals and other materials for employee performance review.

1. Perfect phrases for setting performance goals
In this file, you can ref free useful materials about perfect phrases for setting performance goals and
other materials for employee performance review.
If you need free ebook:
 1125 performance review phrases
 top 28 performance appraisal forms
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Performance review guides
Managing customer service involves meeting company customer satisfaction expectations through
various customer interactions. Sales, service, returns and replacements, parts and accessories and
customer relations are all handled or facilitated by customer service departments. Setting performance
goals for customer service representatives is an important part of enabling and empowering employees
to meet and exceed expectations. Product and service knowledge, active listening, good
communication, patience and empathy are important and necessary skills for a customer service
representative and should be included in customer service goals.
Products, Services and Policies
Customer service representatives must know the products and services customers are calling about.
Training is very important for specific products and services, how to use them, the parts and accessories
available, repair and replacement, and the company’s customer service policies and procedures.
Customer service training goals can include specific deadlines for training to achieve different levels of
service representation, ability to pass tests on products and service after training, and attendance at a
certain minimum number of sales and new product informational meetings.
Active Listening and Good Communication
Active listening and good communication are required for successful telephone communications.
Customer service representatives must use active listening and good communication techniques such as
repeating the customer’s request or statement to ensure understanding, asking for clarification when
there is confusion, and using empathetic language by saying things like, “I understand” and “I agree.”
Customer service representative goals for active listening and good communication can include rating
customer service call handling in areas of active listening, patience and empathy, as well as a high
percentage of good ratings on customer service surveys.
Stress Management
Stress is a normal part of talking to customers on the phone about their problems with the company or
products. While helping someone over the phone who is upset, angry or rude can be satisfying, it can
also be unpleasant and stressful. The ability to manage the stress of dealing with emotional, angry and
unhappy callers is very important to provide consistent, high quality customer service. Customer service
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2. representative goals for stress management can include a minimum number of monitored calls rated
polite, professional and courteous and a minimum percentage of favorable customer comments or
surveys.
Quality, Quantity and Speed
Customer service representatives must be available during advertised service hours to process the
company’s service policies. Depending on service levels set by management, customer service
representatives must meet certain minimum number of calls handled per eight-hour day, minutes per
call average and resolution per call statistics. Goals for reps can include increasing these numbers within
a reasonable time frame between one and three months and keeping a consistent level of quantity and
speed. For example, for a representative with an average of 85 calls per day in a customer service
department that averages 100 calls per rep per day, a goal of increasing to 93 calls within three months
is reasonable to bring productivity up to the department average.
II. Performance review tips
1. The employee should never hear about
positive performance or performance in
need of improvement for the first time at
your formal performance discussion meeting,
unless it is new information or insight.
Effective managers discuss both positive
performance and areas for improvement
regularly, even daily or weekly. Aim to make
the contents of the performance review
discussion a re-emphasis of critical points.
2. No matter the components of your performance review process, the first step is goal
setting.
It is imperative that the employee knows exactly what is expected of his or her performance.
Your periodic discussions about performance need to focus on these significant portions of the
employee’s job. You need to document this job plan: goals and expectations in a job plan or job
expectations format, or in your employer's format. Without a written agreement and a shared
picture of the employee’s goals, success for the employee is unlikely.
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3. 3. During preparation and goal setting, you need to make how you will evaluate the
employee’s performance clear.
Describe exactly what you’re looking for from the employee and exactly how you will evaluate
the performance. Discuss with the employee her role in the evaluation process. If your
organization’s performance review process includes an employee self-evaluation, share the form
and talk about what self-evaluation entails.
4. Avoid the horns and halo effect in which everything discussed in the meeting involves
positive and negative recent events.
Recent events color your judgment of the employee’s performance. Instead, you are responsible
to document positive occurrences such as completed projects, and negative occurrences such as a
missed deadline, during the entire period of time that the performance review covers. (In some
organizations, these are called critical incident reports.) Ask the employee to do the same so that
together you develop a comprehensive look at the employee’s performance during the time
period that your discussion covers.
5. Solicit feedback from colleagues who have worked closely with the employee.
Sometimes called 360 degree feedback because you are obtaining feedback for the employee
from his boss, coworkers, and any reporting staff, you use the feedback to broaden the
performance information that you provide for the employee. Start with informal discussions to
obtain feedback information. Consider developing a format so that the feedback is easy to digest
and share by the manager.
6. If your company uses a form that you fill out in advance of the meeting, give the
performance review to the employee in advance of the meeting.
This allows the employee to digest the contents prior to her discussion of the details with you.
This simple gesture can remove a lot of the emotion and drama from the performance review
meeting.
7. Prepare for the discussion with the employee.
Never go into a performance review without preparation. If you wing it, performance reviews
fail. You will miss key opportunities for feedback and improvement and the employee will not
feel encouraged about his successes. The documentation that you maintained during the
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4. performance review period serves you well as you prepare for an employee's performance
review.
8. When you meet with the employee, spend time on the positive aspects of his or her
performance.
In most cases, the discussion of the positive components of the employee’s performance should
take up more time than that of the negative components. For your above average performing
employees and your performing employees, positive feedback and discussion about how the
employee can continue to grow her performance should comprise the majority of the discussion.
The employee will find this rewarding and motivating.
9. The spirit in which you approach this conversation will make a difference in whether it is
effective.
If your intention is genuinely to help the employee improve, and you have a positive relationship
with the employee, the conversation is easier and more effective. The employee has to trust that
you want to help him improve his performance. He needs to hear you say that you have
confidence in his ability to improve. This helps him believe that he has the ability and the
support necessary to improve.
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