Team_Reflection

Team Reflection Team B Mgt 521 University Of Phoenix Ralph Bates Team Reflection The purpose of a call center is to provide superior customer service to our clients and to resolve individual customer requests via telephone. The management team has outlined the following control measures to evaluate employee performance. Statistical reports are easy to visualize, and effective for showing employee relationships (Robbins & Coulter, 2013). This type of report gives management something tangible to examine when evaluating employee performance. A statistical report is provides information at a glance, and is a key tool for management to evaluate their employee’s performance. This report makes possible comparison of employee performance against established organizational performance measures. This measurement occurs without any interruptions of the employee’s normal workday; therefore, this control measure does not cause interruptions in daily production. After management has had the opportunity to analyze the statistical report, they can call the employees in and discuss the detail of the report. Additional control measure can be the monitoring of calls to assess the level of service provided by the employees. This industry requires the agents provide certain terms to customers, monitoring and recording calls safeguards the company from litigation. This control measure ensures the agents are “on script”, using rebuttals correctly, and representing the promotion accurately. This also settles any disputes as to call content. Training is also an important component of controlling the work performance of employees. The employees must have a detailed training program, to educate them on customer care, system operation, rules, and procedures. Without training, an employee will not perform to customer or management expectations. Training should include periodic formalized training and daily training, as agents take calls. Formalized training could incorporate some of the recorded calls to highlight the adherence to the script, and to highlight examples of superior customer service. Daily training consists of managers taking over difficult calls to illustrate proper use of rebuttals, answer difficult questions, and demonstrate voice inflection. Furthermore, work performance has to be a factor as well in the daily operations of a call center. The organization evaluates employees on skill, service, punctuality, deliverable outcome, and talk time versus auxiliary time. This helps the corporation with providing excellent employees who are quick on their feet to handle any issues that might arise. A strong training team provides the company with an invaluable resource, which is a valuable employee. Employees must understand their job function, production expectation, and the organization’s design. A manager who understands his or her team provides a learning framework, and a professional support system. Measuring the ability to anticipate, manage, and respond to changes determines the long-term effectiveness of an organization. Statistical reports are effective when evaluating the entire call center as well. With this method as an organization management could collect, and analyze statistical data from other call centers across the country. Compare the information gathered against the information collected from surveying our own organizations customers. With this information, management could establish recognizable benchmark for assessing performance. For example, the numerical data representing production, revenue per employee, or non-qualified deliverables and agent produces per week. Form there management could determine if the organizational performance goals are met, and analyze areas where the organization is falling short of its goals. Additionally, management could determine if the organizations performance goals need adjustment. As managers, our team realizes that excellent customer service is paramount, and fast resolution to customer requests should be a priority. One benchmark determination is the appropriate amount of time it takes to create a deliverable outcome. Tailoring the statistical reports to include average call duration establishes an important benchmark. Reviewing these calls assists management to assess employee performance. The percentage of successful call resolution is another valuable benchmark. There should be a mechanism for identifying unresolved customer requests so management can follow up with those customers to ensure they are satisfied to the best of our ability. Holding periodic staff meetings to share ideas, best practices, and evaluation of complex or unique situations provides a learning environment and new insight on old ideas. Additionally management should keep a quarterly score card on employees evaluating them every three to four months. That way it can help curve that resolution of customer service that the organization can provide to the community. This type of feedback can motivate employees to do their best when assisting customers. Happy employees promote a positive working culture and ultimately lead to a positive working environment. In addition, it will reduce employee turnover rates. In a positive work environment, employees accomplish pre-established organizational goals. Moreover, providing feedback can provide meaningful experience to certain tasks performed. Thus, promoting increased personal responsibility for goals, outcome, and understanding of the results (scorecard) of tasks and goals. These recommendations, properly implemented provide benchmarks and controls in a call center environment. Reference Robbins, S. P., & Coulter, M. (2013).Management (11th ed.). Upper Saddle River, NJ: Prentice Hall.