PerformanceManagementMethodology Contactcentersareastrongenvironment fordatadrivenmanagement:richin underuseddataandundertracked processesespeciallycomparedwith functionslikefinanceormanufacturing. Often,dataexistsbutitiscostlyto access,organizeandputinproper contextbecauseitlivesindozensof differentstoresandsilos.Andoften,vital componentsofthecentergounder measuredduetodatalivinginpaperorin binders.

.Asaresult,manycentersfavor thosemanagementmetricsthatarethe easiesttogetto,ratherthanthosethat correlatehighlywithprofitabilityand customerloyalty. LiketheOaklandAsandotherbaseball teamsbeforeMoneyball,manycontact centersusetimehonoredmeasuresbut misstheopportunitytotrulyredefineand improveperformance.Costreductionisa strongargumentfordatadriven managementintodayscallcenter.With widedisparitiesinemployeeproductivity andqualityevenatthebestmanaged siteswheretopagentsoften outperformlaggardsbya3to1ratio improvementsinperformancemetrics canfallstraighttothebottomline.And thesameistrueofimprovementsinthe variabilityofsupervisorperformanceand otherroles. Duringthefewlastyears,manyCCshave begunemulatingtheAsmethodsto transformtheirorganizationstobetter compete.Giventhelargefinancial opportunityforoperationalsavingsand customerloyaltyimpactinthecontact center,itslikelythatasperformance managementprovesitselfinthis environment,thesamecompetitiveripple effectwilltakeplace.

PERFORMANCEMANAGEMENT Gettingthemostoutofyourcontactcentre
Preparedby:RahulSethi June,6,2011.

PerformanceManagementMethodology

PerformanceManagement:ToolsthatDriveAction,NotJustReports
Contactcentersareconstantlyseekingwaystoimprovethequalityofcustomerinteractionswithout increasingcosts.And,abigpartofthatislookingattheeffectivenessofcustomercontactand operationalprocesses,aswellasagentperformanceandhowthatiscontributingtocustomer satisfaction.Deliveringrelevantandtimelyperformancemeasurementsacrosspeopleandtechnologies hasbeenanongoingchallengeforcontactcentermanagers.But,performancemanagement applicationsaddressthisissuebyallowingmanagerstocontinuouslymonitor,measure,andimprove contactcenterbusinessprocesses.And,byprovidingscorecardsandanalysisthatkeepcontactcenter employeesfocusedontheorganizationskeyperformanceindicators(KPIs),performancemanagement drivesimprovementsacrosssales,collections,andcustomerserviceprocessestohelpcompaniesrealize crossfunctionalalignmentwithstrategicgoals.

FiveBestPracticesforOperationalPerformance Management
Stopproblemsintheirtrackstomakethemostof yourresources Identifywhichofyouragentsarecustomerfacing starsandwhichofthemrequirealittleguidance Proactivelysolveproblemsinsteadofsolvingthe sameproblemoverandover Whenaproblemoccurs,documentwhatactions weretakenandhowsuccessfultheywere Businessconditionschange.Bepreparedtochange withthem

Weallsitonafantastic amountofinformationthat doesntmakeitswaytothe restoftheorganization.If wesucceedinbothproviding andprovingvaluetotherest oftheorganizationwewill receivemoreattention, increasedbudgetsandstart apositiveperformingcycle

TheflexibleandscalablePerformanceManagement DashboardSolutionfromBusinessIntelligenze addressesbothhistoricalreportingandrealtime informationmanagementthroughoutyour organization,givingyouunparalleledvisibilityinto missioncriticaldataandhighlevelbusiness intelligence.Thatlevelofvisibilityiskeytodelivering greatcustomerexperienceswithmoreconsistencyand efficiencythaneverbefore.WithBusinessIntelligenze, youcanenactbestpracticesthatproviderealbenefits foryourcustomersandaclearcompetitive advantageforyou

Performan nceManagem mentMethod dology Doesy yourperform mancemana agementpro ocessaddres sstheseareas?

JumboAnaly J ysisPerform manceManagementSc corecards

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forthosewhomyouhavegiven aryjobs&soth heyarenoton n tempora floorasmuchtheynee edtobe. Thishelp psreduceeffortsformanual incentiv vecalculationu ultimately SeniorM Managementh hasallthatis neededtogetIncentiv vesloaded.You u upBoosterspe eriodically. cansetu

DefineT Targets(Min/Max)onKCRPMe etrics&provideWeightage:

YoucanaddunlimitedK KPIs,Metricsan ndassociatearangetargetorFix xedtarget.Once eyouhave dthetargets,its stimetosetupWeightageofe eachmetricinKC CRPorKSPproce ess.Incase assigned youchangeyourperformancecriteriap periodically,youcaneasilyset statusofanym metrics.