It’s no secret – I love breakfast. Every Saturday I wake up ready to make a fresh batch of pancakes for my house. But this Saturday I had a bit of a disaster on my hands, a disaster that’s reminiscent of something we see all to often in Performance management.
Your peers are using compensation and commission technology to crunch the numbers and guide growth.
When your organization first rolled out incentive, compensation and commission technology it produced a burst of value. Over-payments all but disappeared. You modeled plans with greater agility and precision. But over time, the marginal benefit has declined—the ROI hit a plateau.
Superheroes are saving the world on big screens everywhere this summer. And if summer blockbusters prove anything, it’s that a superhero is nothing without a dynamic sidekick. The same is true for your voice of customer program.
Quality professionals need to know the signs of a quality program that needs a refresh. In the first three parts of this series we discussed stagnating results, inaccurate reporting and revising one-and-done style questions. In this last installment of the series we will talk about how to engage employees through your quality program.
In the first two parts of our series, Signs Your Quality Program Needs a Refresh, we discussed stagnating results and inaccurate reporting. In the third installment let’s talk about how supervisors address serious errors.
When it comes to talking about motivation and career satisfaction, employees are typically the center of attention. Keeping them engaged is the big solution to delivering a great customer experience at lower cost. But there’s more. What’s the secret to engaging employees? Great managers.
Quality programs require the occasional refresh; a good Quality Evaluation will motivate high performance from your employees. In the second installment of our quality series we will talk about ensuring your quality program accurately reflects the performance of your team.
If I'm totally honest, measuring schedule adherence in the contact center is a bit of a white elephant; we know it's out there and necessary, but it can be more trouble than it's worth.
And when you take into consideration that agents are encouraged to obtain higher adherence scores while deviations of non-agent activities are often masked in the system, the old standard of apportioning blame on agents is not the answer.
Whether you’re trying to win the Super Bowl or just want to help take your organization to the next level, the fundamentals of coaching remain the same. However, a football coach has a clear indicator of success—they’re either holding the trophy or not. What about the contact center coach; how do they gauge their success?