![]() ![]() Centralize Responsibility for Measurement Armed with these insights, call-center managers could reinforce exceptional performance and address poor performance. The top 10% of reps produced six positive interactions for every negative one, while the bottom 10% yielded only three positive for every four negative encounters. For example, call-center data revealed that each customer’s experience hinged on the service representative who took the call. When the company began measuring customer and employee satisfaction at the work-group level, it gained valuable information. But the results generated little useful information about local conditions. Example:Ī telecom company formerly measured customer and employee satisfaction at the company level through random customer surveys and annual companywide employee surveys. To address this, measure employee-customer encounters at the work-group level. But they obscure performance variation across company locations, and thus don’t give local managers the information they need to improve their units’ performance. High-level assessments of company performance (“We’re the leader in customer satisfaction” “We’re one of the best places to work”) provide good marketing copy.
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