radar chart training material

Metric Definition

Metric Definition

Top Box % Percentage of CSAT surveys scoring 8, 9 or 10 for question 5 (Overall Support Satisfaction)

KCS Participation % Percentage of Messages closed using either an existing note or by creating a new note

Note Creation # The number of new notes created

Note Fix # The number of existing notes amended

Note Citation # The number of notes used by other engineers to resolve their messages

Note Link # The number of messages closed against an existing note

Message Closed # The number of messages closed

Message Closed Same Day % The percentage of message closed within 1 day

Message Closed <= 7 days % The percentage of message closed within 7 days

Message Closed <=14 days % The percentage of message closed within 14 days

Message Open > 14 days # The number of messages open older than 14 days

Message Productivity The number of message resolved per customer facing day

Case Study Setup

Groups of 3Review the 2 example radar chartsEach chart represents the performance of 2 engineers (4 engineers in total)Discuss together in your group for each engineer:

What do you notice? Identify the positives What are performance gaps? What are the correlating factors that may be affecting each other? What may this person do different from his/her peers to explain the

behaviour? What is the critical factor you would focus on? What actions would you take?

Case Study 1

Study the Radar Chart below, which is identical for two engineers in your team. One of these engineers works exclusively on the latest version of the software that has just been released. The other engineer works exclusively on the oldest version of the software that has been out several years and is well established. The remaining engineers in your team work on all versions of the software. In your group, for each engineer discuss:

What do you notice? Identify the positives. What are performance gaps?What are the correlating factors that may be affecting each other?What may this person do different from his/her peers to explain the behaviour?What is the critical factor you would focus on? What actions would you take?

Case Study 2

Study the Radar Chart below, which is identical for two engineers in your team. One of these engineers works exclusively on the latest version of the software that has just been released. The other engineer works exclusively on the oldest version of the software that has been out several years and is well established. The remaining engineers in your team work on all versions of the software. In your group, for each engineer discuss:

What do you notice? Identify the positives. What are performance gaps?What are the correlating factors that may be affecting each other?What may this person do different from his/her peers to explain the behaviour?What is the critical factor you would focus on? What actions would you take?

Role Play Setup

Groups of 3 For each role play one person plays the role of the engineer, one the role

of the manager and one observes the role play. Switch roles after every role play so that each person plays each role twice.

5 minutes to read the role play description and examine the radar chart 10-15 minutes to play out the role play 5-10 minutes feedback session led by the observer

Role Play 1 – Engineer Sheet

Scenario: The first ever performance 1-2-1 meeting between you (a new engineer) and your manager.

Other Considerations: You have never seen a radar chart before or understand what the metrics mean and how they tie in to the overall goals of the organisation. You have heard of KCS but not yet had any formal training on it. You’d like to understand from your manager why it is important to your role.

Your Goal: To understand how you have performed in the first quarter of working messages but also what measurements are used within Customer Assurance to rate performance. You would like to understand from your manager what you can do to improve your performance as you are keen to be an effective member of the team.

Role Play 1 – Manager Sheet

Scenario: This is the first performance 1-2-1 you have had with this engineer as they are new to the company having just completed their first quarter of working messages.

Other Considerations: The engineer has not yet been on any KCS training so you need to discuss the benefits of KCS, how it plays an important part in an engineers role and begin to get their buy-in to wanting to learn more.

Your Goal: Ensure the engineer understands how performance is measured and how it is presented in the radar chart format. Understands how they have performed in the last quarter and what areas need to be developed.

Role Play 1 – Observer Sheet


Scenario: You are a senior engineer in the team where you have worked for a number of years. Your technical knowledge is strong, you are very good at resolving issues and you are well respected by your team colleagues, who come to you for advice. In the past your performance metrics have been strong and you have received praise from your manager. You do not buy in to the concepts of KCS. Why waste time writing knowledge base notes as your job is to close messages. You haven’t got the time to write notes anyway as you’re too busy solving your own messages and helping out your team on their messages. What’s in it for you anyway as you used to get bonus payments for writing notes but since that got stopped you no longer see the need.

Other Considerations: Playing this role do not be too quick to give up your views on KCS until asked by your manager, but play on the strengths you have obviously shown in the past before KCS was rolled out.

Your Goal: To hopefully get your manager to agree that you have performed well in the areas that are important to engineers i.e. message work


Scenario: This is a regular 1-2-1 you are holding with one of your most senior engineer in the team. The engineer’s technical knowledge is strong, he/she is very good at resolving issues and is well respected within the team, who rely on him/her for advice. This is an engineer that in the past could be relied upon to set the performance levels expected of other engineers.

Your Goal: Go over the performance metrics from the previous quarter and coach the engineer in the areas that need development.


Scenario: You are an engineer that has worked in the team for over one year. You are a hard worker, always keen to help out colleagues and take on additional work where required. You’re slightly disappointed in your CSAT results as it is lower than most of your colleagues even though you feel you sometimes put in more work than them.

Other Considerations: You are not a big fan of using the phone. The one benefit of the SMP is that customers no longer call you up and bother you. Instead you can work sequentially through each message dealing with them in the order you feel necessary. You feel this is the best way of working with customer as they much prefer operating online. Playing this role do not be too quick to give up your views on not using the phone unless probed by the manager.

Your Goal: Understand how you can improve your CSAT results to be one of the highest performers in the team.


Scenario: This engineer has worked in the team for over one year and seems a hard worker and always keen to accept any work you send their way.



Scenario: You are an engineer that has worked in the team for over one year. In the last 1-2-1 with your manager he/she did not seem too pleased with your performance and verbally gave you some areas for you to improve, but you can’t remember what they were. You don’t quite understand what the fuss is about anyway as metrics are just one way at looking at performance, it doesn’t really reflect the efforts you put into the job. Also you think writing notes is a waste of time.

Your Goal: Get out of the meeting as quickly as possible and get back to your desk.


Scenario: This engineer has worked in your team for over one year. In the last 1-2-1 you went through all of the areas that the engineer needs to improve but you do not see any change in behaviour.



Scenario: You are an engineer that has worked in the team for over one year. You are a KCS coach so fully buy in to the methodology and can already see the benefits taking hold. You are aware that over the past 6 months your CSAT question 5 survey has been under the team and department targets. Your CSAT questions 1-4 (engineer specific questions) are normally quite strong

Other Considerations: You don’t quite understand why CSAT question 5 is on the radar chart as you only have control over questions 1-4. Question 5 is affected by external factors such as the customers not liking the Support Website or the product, the customers you work with culturally don’t like giving 8 or higher in surveys, your products are harder than others, etc. In your role playing the engineer give each of these as an excuse as why you can’t drive your CSAT question 5 higher.

Your Goal: Hear from your manager what a great job you are doing.


Scenario: This engineer has worked in your team for over one year. This engineer is your KCS coach and the team seems to be responding well to the adoption of KCS.



Scenario: You are a senior engineer that has worked in the team for over two years. You know you are one of the highest performing engineers in the team as your performance in the radar chart is always above the team average.

Other Considerations: You are aware that your team has missed its targets in the last few quarters but you believe this is because your team’s products are more complex and difficult to support. Also the rest of your team colleagues are not as good as you on the product and it’s not your fault that they are pulling the team performance down. When you were new to the team no one helped you out so why should you help the new members of team.

Your Goal: Hear from your manager what a great job you are doing and begin discussing when you will be promoted and when you will get a pay rise in recognition for your work.


Scenario: This engineer has worked in your team for over two years and one of the senior engineers in the team. Though on the radar chart the engineer is performing well above the team average this is mainly because you have a couple of lower performing engineers that are new in the team and are pulling the average down. If this engineer was in another team then they would be an average performer for messages and KCS but his/her CSAT results are below the team and departments targets.

Other Considerations: Overall your team is not performing well and there is no team collaboration, with each engineer working as an individual and the new members of the team not receiving much support.


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