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