linking appraisals to everyday call center performance pdfs/c2 daum.pdf · linking appraisals to...

Linking Appraisals to Everyday

Call Center Performance

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Linking Appraisals to Everyday

Call Center Performance

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AGENDA

• Objectives

• Who We Are

• Metrics

• What We Set Out to Accomplish

– Define Guiding Principles

– Create Performance Linkages

– Implementation Plan

– Elimination of Observation Based Perform.

Management

• Continuous Improvement

• Results

• Summary

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Objectives

• Detail the analytical process utilized to determine the

appropriate metrics for Call Center and Billing CSRs that

have direct linkage to JD Power, Quality, Operational,

and After Call Survey metrics

• Demonstrate how the metrics were presented to union

leaders and associates, how the changes were

incorporated into annual appraisal process

• Show how an interactive visual CSRs performance

dashboard has been utilized by supervisors and

managers to improve the efficiency and effectiveness of

the performance management and appraisal process.

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PSEG Long Island- Who We Are

Assumed Operations 1/1/14

12 Year Contact with LIPA

1.1 M Electric Customers

Serving:• Nassau County

• Suffolk County

• Rockaways Queens

Located in Melville, NY

3.1 Million Customer Calls

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PSEG Long Island- The Metrics

Operating Service Agreement

Base Line

2014 2015 2016 2017 2018

Average Speed of Answer

92.5 79.2 65.9 52.6 39.3 26.0

Abandonment Rate %

4.2% 3.8% 3.4% 3.0% 2.6% 2.2%

After Call Survey- Res

63.7% 67.0% 71.5% 75.5% 79.4% 83.3%

After Call Survey- Bus

43.7% 47.7% 71.5% 75.5% 79.4% 83.3%

JD Power Survey- Res

519 542 565 588 611 634

JD Power Survey- Bus

525 550 576 602 627 653

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What We Set Out to Accomplish

• Define Guiding Principles• Organizational Focus

• Metric Purpose

• Create Direct Performance Linkages• JD Power and OSA Metrics

• Eliminate the “Performance Plateau”

• Implementation Plan• Answer Why and How’s

• Set Priorities and Reasonableness

• Eliminate Observation Based Performance Management• Improved Tools for Supervisors

• Accountability

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Organizational Focus

Vice President 1 to 5 Years

Director 1 to 2 Years

Manager 6 Months to 1 Year

Supervisor Monthly

CSR Weekly

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Metric Purpose

Capacity QualityMetrics

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What We Set Out to Accomplish

• Define Guiding Principles• Organizational Focus

• Metric Purpose

• Create Direct Performance Linkages• JD Power and OSA Metrics

• Eliminate the “Performance Plateau”

• Implementation Plan• Answer Why and How’s

• Set Priorities and Reasonableness

• Eliminate Observation Based Performance Management• Improved Tools for Supervisors

• Accountability

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Analyze Performance

• Created Performance Matrix

• Old vs New Goals

• Rep Level

• Metric Level

• Rep Level

• Performance Across All Metrics

• Demographic Info

• % of Goal Met

• Metric Level

• Percentage Making Goal

• Average Performance Meeting Goal

• Average Performance Not Meeting Goal

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Create Direct Performance Linkages

Capacity

Quality

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Create Direct Performance Linkages

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JD Power Data- Why?

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JD Power Data- Why?

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JD Power Data- Why?

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Analyze PerformanceAverage Performance

% Making Goal

Rep Performance

Rep Demographics

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Analyze Performance

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What We Set Out to Accomplish

• Define Guiding Principles• Organizational Focus

• Metric Purpose

• Create Direct Performance Linkages• JD Power and OSA Metrics

• Eliminate the “Performance Plateau”

• Implementation Plan• Answer Why and How’s

• Set Priorities and Reasonableness

• Eliminate Observation Based Performance Management• Improved Tools for Supervisors

• Accountability

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Implementation Plan- Timeline

Q4

• Analyze Data & Establish New Metrics / Goals

Q1• Meetings with Union and Representatives

Q2• Provide Performance Feedback / Amnesty

Q3 –Q4• Measure Performance for Appraisal

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Implementation Plan- Guiding Principles

• Just Because It Is Your “Right”… Doesn’t Make It “Right”…”

• 100% Transparency – They Got What You Got Today• All CSR Performance Data

• JD Power Data

• Have Engaging Process• Avoid Data Dump

• Have Bi-Weekly Meetings

• Supervisors Perform Roll Out Meetings• Presentations Utilize Same Info As This Presentation

• JD Power Info Critical

• Never Forget• Unions Negotiate for People- Name the Names!

• Take Time to Anticipate Questions and Concerns

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What We Set Out to Accomplish

• Define Guiding Principles• Organizational Focus

• Metric Purpose

• Create Direct Performance Linkages• JD Power and OSA Metrics

• Eliminate the “Performance Plateau”

• Implementation Plan• Answer Why and How’s

• Set Priorities and Reasonableness

• Eliminate Observation Based Performance Management• Improved Tools for Supervisors

• Accountability

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Eliminate Observation Based Perf. Management

• “Before”- Supervisors Manage Minute to Minute• Data Lived in Multiple Areas

• Call Center, Quality, Workforce, and Billing

• Querying Databases was Manual and Inconsistent

• Coaching Effectiveness 100% Dependent on Supervisor• Motivation to Query Multiple Systems

• Ability to Understand and Provide Performance Context

• “After”- Supervisors Set Expectations Than Measure Results• Performance Data in One Tableau Dashboard

• All Performance Color Coded

• Point and Click Trend Analysis

• All Levels of Organization

• “Instant “ Appraisal- Fully Mirrors Appraisal Guidelines

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“Before” Tableau Data Management

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“After” Tableau Data Management

• Metric Source Data

• Color Coded Target and Goal

Ranges

• Metric Calculations

• Replicates

Appraisal

• Monthly Trends

• Multi ViewSimple To Use and Simpler to Understand

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Tableau Dashboard

SQL query from NICE system Call Recording/Quality Application

Workforce

Managemen

t Database

Billing

Department

Database

Absence

Tracking

Database

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Tableau Dashboard

Right

Click

and

Conver

t into

PDF

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Trending Over Time- “Performance Plateau”

6 Months “Meeting “and 6 Months “Not Meeting”

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Team Comparison

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Quality View

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Supervisor View

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Supervisor Comparison

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Power of Presentation Eliminates Excuses

“I Didn’t

Know the

Goal…”

“I Didn’t Know

My

Performance”

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Power of Presentation Eliminates Excuses

Only Two Reasons For Poor Performance - Skill

& Will

“No One

Told

Me..”

“I Need

Training”

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New Foundation for Goal Setting

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New Foundation for Goal Setting

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New Foundation for Goal Setting

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New Foundation for Goal Setting

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New Foundation for Goal Setting

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Results- ASA and Abandonment Rate

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Results- After Call Survey

Residential- Baseline

63.7%

Business- Baseline

43.7%

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Results- JD Power Phone

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Continuous Improvement

• Weekly Dashboard for Key Metrics• Capacity- Hold, Wrap, and Personal Time

• Quality- After Call Surveys

• More Granular Trending

• New Enhanced Quality Dashboard• Performance by Quality Form Section

• After Call Survey Question Performance by Question

• First Call Resolution at CSR Level

• Performance Analysis• Prevent Performance Plateaus

• Monitor Progress

• Evaluate Goals

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Summary

• Link and Define Your Metrics

• Examine Where Your Data Lives

• How Can You Improve Accessibility and Presentation

• Anticipate Traditional Questions During Implementation

• Exercise Your “Rights”

• Provide Timely Feedback

• Memorialize Your Meetings

• Engage in Continuous Improvement

• Would Be Happy to Provide You Live Demo This Week

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Questions?

frederick.daum@pseg.com609.548.0508

Did We Meet Our Objectives?