Everybody running a customer service operation knows that it’s essential to have a clear idea of how their team is performing. Unfortunately, in many cases, the methods they choose to measure this are actually doing them more harm than good:
does your organisation record and store heaps of data without witnessing any changes in performance?
has the measurement process taken on a life of its own and are the reports creating work rather than identifying and prompting improvements?
are your team leaders and coaches spending more time collating and reporting than coaching?
do your staff welcome the measures or just see them as an irritation?
This case study shows how Amazon.com and GE Electric Insurance handled these issues and describes four components of an Achievement Management™ Process they used to maximise the performance of their customer operations:
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