Introduction to the Performance Management Principles A Step by Step Performance Management Process How to avoid the Common pitfalls CCMG Templates to maintain a correct and supportive paper trail

1. Managing
performance
effectively in
Contact
Centres
Presented by:
Lynnette Morris
7 September 2010

2. Presentation:
Managing
performance Lynnette Morris
Managing Member &
effectively in Executive Coach
Mobile: 083 252 5154
Contact Office: 011 880 8375
Fax: 086 636 0998
Centres Physical Address: The Energy
Works, 1 First Ave East,
September 2010 Parkwood, Johannesburg.
Postal: P O Box 651571,
Benmore, 2010

3. Presentation Overview
• Introduction to the Performance
Management Principles
• A Step by Step Performance
Management Process
• How to avoid the Common pitfalls
• CCMG Templates to maintain a correct
and supportive paper trail

4. Performance Management
Provides a clear direction and
a shared understanding of
what is to be achieved,
the leadership approach
required and
supports the continual
development
of the individuals to ensure it is
achieved.

5. Pitfall :
Managers Time Allocation
The “Shewhart Cycle” is a planning and continuous
improvement cycle for Managers - developed by
DR William Edwards Deming
What % of Time is allocated to?
ACT DO
PLAN
PLAN DO
DO CHECK
CHECK ACT
ACT
CHECK
40% 20% 30% 10%
TIME ALLOCATION

6. Performance Management Cycle
“SMAACH”
Set
performance
objectives
Check on
improvement
“ SMAACH” Measure
Pronounced either
as “Smaak/ Like it”
or “Smack”
Action Appraise
Feedback

7. Pitfall:
Motivation or KITA Management?
• Psychologist Fred Herzberg - possible to generate ‘movement’ (i.e.
getting someone to do something) referred to as KITA management
– Kick in the Ass – or better known as the Carrot ( positive move
towards) or the Stick (negative move away from)?
• Movement is not motivation!
• The challenge in a call centre environment is to provide a working
culture in which employees can aspire to meaningful and tangible
‘achievement’.
• Fred Herzberg , 1968 publication
One More Time, How Do You Motivate Employees?
has sold more than 1.2 million reprints.
Nick Drake-Knight MBSCH , NDK Group. Author of Boomerang!
Coach Your Team To Be The Best (Pollinger, 2007)

8. Performance Management 5. Check on
improvement
10 Step Process
10. Document
performance results
and action plans
9. Develop
performance
improvement plan
8. Rate plans
performance
4. Action 7. Assess
Feedback performance
6. Provide
feedback
5.Review
2. Measure performance
4. Measure 3. Appraise
performance
3. Set objectives and
gain agreement
1. Set
2. Define
expectations
1. Develop a performance
Performance Plan objectives

9. Pitfall: No Clear Direction
1. Develop a Performance Plan
Company Strategic Contact Centre Strategic Direction
Direction & Goals 1. Set the DIRECTION
2. Define the Vision
3. Determine what is to be
• Increase Revenues done? (PEOPLE; PROCESS;
TECHNOLOGY &
• Increase Customer INFRASTRUCTURE)
Satisfaction
4. How it is to be done?
• Reduce costs 5. What is to be achieved?

10. Templates
Process Step CCMG Templates & related documents
1. Performance Checklist: Performance Management
Plan documentation
Assess your performance management system
Checklist: Skills requirements for managing
performance

11. Pitfall: No Job Clarity
2. Define & Agree Expectations
• Define the purpose of each Role
• Define the performance activity
• Develop Result Areas/ outputs
• Define the job Competencies

12. Templates
Process Step CCMG Templates & related documents
2. Define Checklist: Job Profiling & Performance
Expectations Contracts
Checklist: Interview Questionnaire
Checklist: Performance driven recruitment
Checklist: Identify Training Needs

13. Pitfall: Objectives do not measure the
actual performance
3. Set SMART Objectives
• Define specific results to be achieved
as measurable objectives for each role
and job

14. 1. Cost per Call/
Contact
5 Most 2. Customer
important Satisfaction
Score
Contact 3. First Contact
Centre Resolution Rate
4. Agent
measures to Utilization
indicate
performance 5. Aggregate
Call/Contact
level* Center
Performance

15. Pitfall: Performance not measured daily
4. Measure performance
“ To manage – you need to measure”
To improve performance – we need
to understand what the current
performance levels are
Use Dashboard Reports

16. Pitfall: Current performance levels
are not investigated or compared
5. Review performance
• Identify the measures that meet or exceed the
required targets
• Review if measures are up/down from the
previous months results
• Conduct investigations into specific performance
results

17. Pitfall: No feedback discussions
6. Provide feedback
Good feedback provides direction & developmental
needs, linking individuals with the bigger picture and
illustrates how they are contributing to the success of
the organization.

18. Pitfall: Supervisors Role
Is a coaching & feedback function
• Supervisors are not allocated sufficient time to coach
agents on the floor due to high administration functions
or they are responsible for too many agents, which limits
their time.
• Supervisors should spend 60 percent of their time
coaching

19. Pitfall: Supervisors Span of
control is high
The top performers analysed from 800 reviews indicated that the
centres with 8-15 agents per coach (or team leader) had a
significantly better result on all of the other key metrics.* This
results in:
• 10% higher ready time
• 5% higher availability
• 5% higher FCR
• Lower absence
• More satisfied agents
• Higher competency Mats Rennstam is Managing Director at Bright
UK Ltd

20. Templates
Process Step CCMG Templates & related documents
6. Provide Informal one-on-one performance discussion
Feedback template

21. Pitfall: Reasons for poor
performance not investigated
7. Assess performance
Conduct further analysis by assessing performance achieved and reasons for
performance level.
AVOID ANALYSIS PARALYSIS

22. Pitfall: No Balanced Score
8. Rate the performance
• “Balanced scorecards”, introduced by R.S. Kaplan and
D. Norton in 1992, is a concept for measuring a
company's activities to make managers focus on the
important performance metrics that lead to success
• Rating of performance enables employees to identify
their strengths, weaknesses and areas that require
development.
• Achieved performance can be recognised and
rewarded

23. Balance Score Card
Eric Zbikowski , MetricNet,

24. Consolidated Score
110%
100%
80%
Objective 1
Objective 4 60%
40%
Objective 3 Objective 2

25. Consolidated Score
110%
Star Chart 100%
AGGREGATE/ BALANCE
80%
SCORE
Objective 1:
Objective 4
60%
40%
40%
60%
80%
100%
110%
Objective 3 Objective 2

26. Pitfall: No Action Plans to address
poor performance
9. Develop performance
improvement action plans
• Document the performance levels
achieved vs required
• and the areas that require improvement
• Develop an action plan to improve or
maintain the performance result
• Define time lines

27. Templates
Process Step CCMG Templates & related documents
9. Performance Disciplinary Investigation Suspension
Improvement Notification of Appeal hearing
Plan
Appeal Hearing Form
Notice of Counseling session
Counseling Checklist
Final Request: Performance Improvement
Notice of Informal Incapacity Enquiry
Incapacity Flowchart

28. Templates
Process Step CCMG Templates & related documents
9. Performance Performance Decision Tree
Improvement Checklist: Performance Review
Plan
Checklist: Managing performance deviation
Checklist: Performance Deviation
Disciplinary Procedure
Record of Proceedings
Disciplinary finding and Sanction
Notification of Disciplinary Hearing
Disciplinary Hearing Flowchart

29. Pitfall: Inconsistent performance
records
10. Document performance
results and action plans
• Record all performance
monitoring activities,
feedback provided and
discussions
• Store all performance
records

30. Templates
Process Step CCMG Templates & related documents
10. Document Record of counseling session
performance Checklist: Rewarding and Recognizing good
results performance

31. Summary
Set performance
objectives
Check on
improvement
Measure
Action
Feedback Appraise
PLAN DO CHECK ACT

32. Parting thought…
If you do not
know where
you are
going,
any road will
take you there
– but how will
you know
when you
have arrived?

33. Question & Answers
Thank you for your participation
Lynnette Morris
Managing Member & Executive Coach
Mobile: 083 252 5154
Office: 011 880 8375
Fax: 086 636 0998
Physical Address: The Energy Works, 1 First Ave East, Parkwood, Johannesburg.
Postal: P O Box 651571, Benmore, 2010
Contact Centre Continuous Improvement Services
•Executive & Professional Coaching
•Consulting Services & Audits
•Development and implementation of Continuous Improvement programmes