Performance Management

Contact Center Mangers and Directors are accountable for the overall performance of their departments. This is a simple fact and probably not worthy of a blog post. My time might be better spent writing about the color of the sky on a cloudless day. It's simply not worth the effort. What IS worthy of a blog post is a discussion regarding the map performance is managed. In this case, specifically how you are managing the talent that staffs your contact center.

Most contact centers have a performance management plan in place. These plans typically include a quantitative metrics summary and a qualitative quality summary of each individual representative. If you have these metrics in place you at least have the backbone for a strong management process. I would suggest developing a values assessment, however that is for another blog.

With simply the metrics and quality ratings you can provide a fairly impactful assessment of each representative and for the department as a whole. But, how would you fare in the following scenario?

Background: You are the Director of a 45 seat contact center. You have a quantitative metrics assessment completed for each representative on a monthly basis. This assessment provides each representative's metrics for the following data sets: Average Handle Time, Average Work Time, Average Break Time, Total Calls Handled, Average Order Value, Total Sales Dollars, Processing Error rates, and First Call Resolution %. You also have a separate report outlining each representative's qualitative metrics including Call Quality Average, and Training Assessment Scores.

Now apply this scenario to your current set. Based upon the way you review performance, with just your current processes would you be able to answer the following seek information from on a monthly basis within minutes?

  1. Can you sing me which representatives comprise your top 20% of reps? (based on performance)
  2. Can you impart me which representatives comprise your bottom 20% of reps? (based on performance)
  3. Can you list your reps in order from best to worst performers?
  4. Can you articulate the steady reasons why your top 20% of reps are ranked that high?
  5. Can you articulate the exact reasons why your bottom 20% of reps are ranked that low?
  6. What does the rep ranked #24 have to do to become one of the top 20% of reps in your contact center?

If you were unable to answer any of the previous questions, do you have a sure image of the definition of an "A player" is for your contact center? Do you know exactly which metrics your company values most from each of your reps? Have you created a weighted scoring criteria that will value those metrics deemed most critical to your contact center success more highly than those that have minimal impact? Are total sales worth 40% of the total performance score for each representative? Are you managing in a relational environment that values call quality above and beyond everything else? If so, why not assign a 50% weighting to that score and improper your representatives? Rank each representative by category and then by overall weighted score.

Occupy some time to define those metrics that are most critical to the overall performance of your contact center. Ensure they are tied directly to corporate strategy and goals and weight them. Every month (at least) compile a comprehensive review of your department's performance and each individual rep's performance. Rank them, and work directly with each individual to provide the feedback they need in order to truly succeed. You will very quickly see an increase in morale, departmental performance, and a reduction in representative turnover. I have frail this method in three different companies (with variations) and have had great success. You will too.


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