Businesspeople have a pretty good idea how to judge the manufacturing process that yields a snazzy new handheld device, for example. “Quality” is easy to measure and manage in some contexts, and extremely difficult in others. If interventions don’t improve local performance, replace managers. Encourage managers to use training, performance reviews, and coaching to foster employees’ learning and correct performance shortfalls. Local managers strongly influence their employees’ engagement and thus performance, retention-and customers’ experiences. Assign responsibility for measuring and monitoring the health of the employee-customer relationship to a single organizational structure, with an executive champion who has the authority to initiate and manage change. To gain a true picture of the health of employee-customer encounters, bring these data together on one platform. In most companies, customer data reside in the marketing or quality department employee data, in HR and financial data, in finance. Centralize Responsibility for Measurement Armed with these insights, call-center managers could reinforce exceptional performance and address poor performance. The top 10% of reps produced six positive interactions for every negative one, while the bottom 10% yielded only three positive for every four negative encounters. For example, call-center data revealed that each customer’s experience hinged on the service representative who took the call. When the company began measuring customer and employee satisfaction at the work-group level, it gained valuable information. But the results generated little useful information about local conditions. Example:Ī telecom company formerly measured customer and employee satisfaction at the company level through random customer surveys and annual companywide employee surveys. To address this, measure employee-customer encounters at the work-group level. But they obscure performance variation across company locations, and thus don’t give local managers the information they need to improve their units’ performance. High-level assessments of company performance (“We’re the leader in customer satisfaction” “We’re one of the best places to work”) provide good marketing copy.
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