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:
- They identified the things they really need to measure: those aspects of performance that are vital to their business and that include both the operational and customer perspectives. They didn’t ignore metrics just because they were hard to measure.
- They created personal balanced ‘scorecards’ of simple measures so everyone could see their progress at a glance.
- They focused on driving action from the performance measures not just on reporting them, because the real value of measurement is in the actions that result from it.
- They engaged their staff in the whole process, and linked tangible rewards to improvements in performance that, for the first time, could be measured.
Please log in or register an account to download this article.