Service Care College Key Performance Indicators a. call/enquiry/complaint handling time Cost per minute b. Following organizational procedures Number of complaints c. Identifying. .. meet customer needs Number of sales generated or the number of issues resolved d. Assisting team members to improve customer service Feedback from team members e. assisting other internal customers of customer service team Average feedback from the employees f. customer retention The number of repeated customers g. Sales The volume of sales generated (measured in products or revenue).
This is also measured by ASPC, the Average Sales per Customer (Miethner et al. 2013). h. Ability to handle complaints The number of complaints handled in an hour i. Ability to record and store customer information Keeping the ‘customer log’ up to date j. customer satisfaction Feedback from the customers 1. Develop a plan or procedure for monitoring team members’ performance against KPIs. Critical Success Factors (CSFs) determine the performance of an organization, they also determine the Key Performance Indicators (KPIs) of a company (Cadle et al. , 2010).
There will be weekly evaluation session for monitoring team member’s performance against the set KPIs. This plan will include recording random calls and then listening and getting it evaluated by expert call-centre agents. They will rate the call based on quality, tonality, competency, politeness and the ability to close the call. Each set criteria will have a maximum score of 10, to evaluate an agents call against the maximum score. 2. Develop a questionnaire to. .. and customer expectations. To make a productive plan for measuring KPIs, the unit’s KPI needs to be aligned with the company’s (Harvard Business School, 2009).
The customer’s feedback is crucial in achieving the KPIs. It can also help uncover the gaps between services provided and expectation from customers. The questionnaire can follow the following template; The agent had satisfactory call handling ability. I. Strongly agree II. Agree III. Somewhat agree IV. Disagree V. Strongly disagree The agent was polite during the call I. Strongly agree II. Agree III.
Somewhat agree IV. Disagree V. Strongly disagree The agent was competent during the call I. Strongly agree II. Agree III. Somewhat agree IV. Disagree V. Strongly disagree The agent possessed necessary skills to close the call I. Strongly agree II. Agree III. Somewhat agree IV. Disagree V. Strongly disagree The agent was brief and to the point. I. Strongly agree II. Agree III.
Somewhat agree IV. Disagree V. Strongly disagree 3. Prepare a 1–2 page report containing recommendations for organisation-wide customer service improvement. The report should contain: a. At least 3–4 recommendations Recommendations a) The evaluation team observed that the quality control unit goes to assess the call of the agent during the call. This can be distracting for the agents because it cannot fully concentrate on their job. Instead, they are too careful and nervous because they’re being assessed on the spot.
This process should be eradicated. The quality control department will analyse the recorded calls later. b) The agents schedule adherence is often neglected. There is a software that captures screenshots when a debtor logged in. There is undue reliability on the softer, but the company needs to be able to assess the login time and the productivity that the agents are generating after being logged-in. The software is not an ‘install and forget’ service. c) The company also needs to install call resolution (meter) software. It measures the number of calls for resolving the issue.
Ideally the lower number of calls made to resolve the issue, the better it is for the company’s productivity. It also reflects on the efficiency of the agents. b. The rationale for recommendations based on your knowledge of: i. problem identification and resolution Recommendation that agent’s calls should not be assessed and evaluated on the spot has been made because of the feedback taken from the contact centre agents. A broad survey was made across the companies different floors and the employees overwhelmingly complained about the quality control department being aggressive with their Hawkeye.
The agents are only human, and they need some leverage and autonomy to operate freely. ii. Managing customer service and customer relationships The recommendations made above are not solely based on company’s revenues or adhering to the company’s policy. The end goal is to manage customer services effectively and develop healthy and rewarding customer relationships. iii. Managing quality customer service delivery The customer service can be simply measured by the number of satisfied customers.
For farmers, that need water on time, the percentage of orders on time and the percentage of satisfied farmers will be the KPI (Kenny, 2012). It varies according to industry. For instance the airport industry would also compare their KPIs across time and with other companies (Kramer et al. 2013). The two significant aspects identified from customer’s feedback are that the customers expect competency and politeness from agents. They can forgive other drawbacks during a call but if the agent is not competent or is impolite then the client hardly ever calls back for the resolution of an issue. iv.
Procuring appropriate technology to address customer needs. There are better and more efficient quality and productivity software that can be installed in each workstation of the agent. They can effectively cast the actual productive time after the agent logs into his or her computer. Similarly the call resolution meter is supposed to measure the number of calls generated to resolve an issue or to make a sale. References Harvard Business School. 2009. Measuring performance. Harvard Business School Press; Library of Congress.
James Cadle, Debra Paul, Paul Turner. 2010. Business Analysis Techniques: 72 Essential Tools for Success. BCS, The Cratered Institute. Kenny, G. 2012. Strategic planning and performance management. London: Routledge. Kramer, L. S., Bothner, A. and Spiro, M. How airports measure customer service performance. Transportation Research Board. Miethner, D., Callaghan, J. and Parmaks, M. 2013. Retail customer service fundamentals 2nd edition: How to be a customer. DMSRetail Inc.