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VertiSoft was pleased with the quality of its employees. Future increase in labor costs due to shortage of labor. Hence, greater labour productivity required to drive profits.
Time to Assist to completion Avg amount of time (in minutes) taken to assist a customer.
Computer-based survey sent to every tenth caller to rate the quality of service.
Random observations of calls between customers and representatives, audited for "quality".
Substantial employees were scoring low on these measures. Many dedicated and cheerful employees scored low.
Jenkins (Manager)
Does not want to publish rankings Fears its impact due to unions and tight labour market Wants to use the numbers as one of the factors in the semi-annual appraisals
Performance Management
Aims to
Ensure that an employees performance is supporting the companys strategic aims. Improve organisational effectiveness. Build employee motivation Create channels for discussions and platform for feedback and improvement.
Goal Setting
Specific Measurable Achievable Realistic
Time bound
Current Approach
Does not employ the correct performance metrics This is having unreliable results
The current performance metrics lack the following characteristics
They are not linear Lead to correct conclusions Performance metrics should Allow accurate and detailed comparisons Be well understood by everyone Have a quantitative basis
Action Points
Recommendation: Performance metrics result not to be published
Reason: Will demotivate the lower strata employees and can be counter productive to efficiency of the organization
Alternative Model:
Every employee should know his performance data but not of others Team supervisor should all the performance data of his team members for continuous monitoring Introduction of reward system to top ranking employees to motivate Introduction of a feedback mechanism so that Employee problems and system inefficiencies can be immediately dealt with
Action points
Area of Concern: Evaluation of the proposed performance metrics Recommendation: Current evaluation system is too broad and suffers from inconsistencies Proposed Metrics:
Employee Effectiveness
What to Measure
BARS Approach
How to Measure
The critical incidents are clustered into performance dimensions Reallocation of incidents Each critical incident (effective/ ineffective) is rated on 7-to9 point scale
Using ratings scales with labels or anchors reflecting examples of poor, average, and good behavioral incidents
Efficiency
Quality
Call-Handling Process
Accessibility
Average time
Average handle time After-call work time On-hold time
Telephone etiquette Knowledge and competency Error/rework rate Adherence to protocol Transfer rate
Speed of service:
Service level Average speed of answer Longest delay in queue
Resource Utilization
Agent occupancy Staff shrinkage Schedule efficiency
Cost Efficiency
Conversion rate Cost per call