Managing Call Centre Performance...
Everything is measured in a call centre environment and individual performance has a major impact on the team performance. The ability to get the most out of your team by ensuring that every member is making a fair contribution is key to success in contact centre management.
Attitude to Performance
I've spoken in my blog about holding people in positive regard. If we are coaching someone then we do it with the confidence that they can improve.
If we are looking to manage performance through implementing a performance improvement plan then again, we should do it the hope that their performance will improve.
Coaching also helps to retain staff as coaching makes them feel more connected to the company.
Holding this attitude will ensure that we adopt a balanced and fair approach to the plan and maintain respect for the team member.
The Performance Cycle
Everything needs a structure and performance management is no exception.
Plan
All parties need to be clear on what is expected. A s.m.a.r.t goal is the most used format, and clarity on timing is essential. Think carefully about its communication. Is everyone informed who needs to be and has the goal been recorded?
Remember SMART stands for Specific, Measurable, Agreed, Realistic and Time bound
Act
For the sake of fairness we need to consider all aspects of support. What does our subject need to be able to achieve the agreed goal. This could be in the form of training, or tolls for the job. It is vital that we are clear on owners and timescales for any agreed support.
Monitor
The H.A.M model (see this model in the “messy desk” cartoon below) is really useful in planning the implementation as it can also provide clear milestones. It is also useful in breaking big milestones down into more manageable chunks.
Review
The beauty of a well structured performance improvement plan is that we can monitor performance at every stage. This enables us to correct performance early on and gives us the opportunity to get things back on track with reviewed targets and corrective advice. It makes sense to build regular review dates into your plan.
Using the H.A.M model - "Kelly's Messy Desk"
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... as always, please get in touch if you have any questions, want any support or if you would like to connect: robwilkinson@yahoo.co.uk / 07878 789944
Rob I completely agree on your perspective around coaching and intent coming from a place of believing the coachee can/will improve, I also think that most coaching I see in call centres today focuses on what the coachee currently isn't doing and needs to improve - so much more can be gained by 'catching people doing it right!' and re-inforcing the need to continue to do this, statements such as "I loved it when you said.........I'd love to hear you do more of that, particularly at the start of the call as it really sets the right tone".....etc etc. This kind of positive coaching has a massive impact on both morale and performance yet there are few front line leaders really doing it well.