The concept of what constitutes as “high performance” isn’t new to customer care experts, unfortunately implementation methods are in need of tweaking.
Depending on the objectives set by the higher echelon of managers and the frame of reference used , the definition of high performance can vary and will have many different iterations and interpretations. Most of the time however, high performance correlates with staff engagement levels and returns on shareholder’s investments – contentment and satisfaction.
We should ask ourselves if we are focusing our efforts on the tasks which provide maximum return value.
Simple and clear expectations
Make the team aware of what is expected – this is your number one priority as a leader. You don’t want your employees guessing what their goals are (and that’s the best case scenario).
Those expectations should be: clear, simple and actionable, but at the same time refined to fit each team or project separately.
Everyone needs to know exactly how they can help. Positive reinforcement is also a great morale booster – everyone’s contribution to the project is valued.
Leave no room for interpretation, this will remove confusion and will lead to greater understanding of the expectation – it will unify the team on a personal level. Working for the common goal.
Our role isn’t complete after setting transparent expectations, we need to provide support for our staff; guide and help them gain the needed knowledge in order to complete the desired goal.
We can support our employees in multiple ways: feedback collection, coaching, training and development through courses. We need to equip our agents and managers with the best tools of the trade, to not only meet the required expectations, but to excel.
Relevant feedback provides great insight on performance, and coaching will reinforce positive behaviour.
Positive reinforcement plays a key role in proper employee management. It might sound trivial, but it’s up you to determine what behaviour as well as corresponding consequences will be accepted or reprimanded – either directly or indirectly. If you want certain patterns replicated, you need to reward employees and the actions that led to them. At the same time manage those falling short of mark appropriately.
The points mentioned above are just a simple framework that can be used by leaders, supervisors and managers to define boundaries within which they operate.
Contact and call centres are a highly measurable environment, thanks to the metrics used to evaluate all aspects of its functions. High performance should be achievable if you: set expectations, provide support and utilise consequences to reinforce desired behaviour.
Your main role as a leader is to make the message clear.