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Hello,

I would be designing the PMS (Performance management system) for our call center division, I have some parameters in mind and I am jotting them down. Please let me know if I am on the right track.

Please add a few more if you think that I have missed out on some point:

Communication skills ( Excellent communication skills, can express ideas and opinion effectively, can provide information to the clients with clarity, is an effective listener and can effectively respond to both verbal and non verbal clues)

Attendance: (Must be regular;This would be calculated as " No of actual working days in the month *100/number of scheduled working days in a month". A Leave request on the scheduled working day is considered to be unplanned and unscheduled. All unplanned and unscheduled leaves must be notified to the team leaders before 2;30 P.M. A leave without notification does not fetch any score. Information sent through text (SMS) or through peers would not be considered as notification. The concerned person would have to speak to the Team Leader or any other person higher up for notification.

Quality: This would be calculated on the basis of the weekly average scores on the calls monitored

Escalations: This would be based on the monthly escalations report (from the client's side)

Product knowledge:

Productivity: This would be calculated on the basis of the monthly sales report from the sales tracker form the team leaders

Adherence to schedule:

Improvement orientation and learning ability: Open to new ideas and challenges, flexible and adaptable, eager and fast learner

Team Work: Cooperates with other team members to carry out the set responsibilities. This reflects the behaviour of a team member and means participation in team activities/outings beyond the call of duty. Realizes the shared goals even when he/she does not directly benefit from it. Shares ideas, suggestions and information with other team members. This however being subjective, the team Leader would have to substantiate this with data.

Client appreciations: This would depend on the number of appreciation mails the agent has received from the client for excellent performance. As this too is subjective, the Team Leader would have to decide which one to consider as an appreciation mail.

Employee Referrals: This would depend on the number of referrals in the month and total number of resumes uploaded in the database.

Process Improvement Ideas: This would depend on the total number of process improvement ideas

Process Compliance: Perfect adherence to process, to the norms and guidelines laid down by the organisation and the client. Knowledgeable about all the policies related to to the work area and also beyond the work area.
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Dear All, I have posted this for the second time!!!!
is there nobody who can just let me know if the parameters are fine or not?
I am still waiting for your suggestions!!!!!
It would be good if you could pass on a sample appraisal form that is used in call centers
AYona
Hi Khyati,
Performance appraisals are done usually after one year! if required, it can even be done twice in a year (we usually carry out the appraisals once a year for our software development division, and twice a year for our call canter division).
Performance appraisal would definitely have a bearing on salary increments, which would solely depend upon the performance of the individuals. A person scoring 60% would definitely not get e hike of 50%, while a person who scores 80% stands a better chance to earn that hike.
salary increments can only be done systematically (once in a year, during the appraisals, or twice in a year if you are thinking of appraisals twice a year)
Hope I have been able to clear your doubts!
Thanks and regards,
Ayona
hello Pankaj,
You asked to give you all the details for the preparation of a quality evaluation form.
I have some points in mind, I will jot them down: let me know if I am on the right track:
Average speed of answer
Product knowledge
Ph quality (opening call statement, closing call statement, voice modulations, first call closure.....usually within this time range.....call wrap up avg time.)
Adherence to ph schedule:
Average Talk time....(from starting statement to call wrap up time)
Average not ready
Average on hold (calls)
Customer focus
Team Play
Adaptability
let me know, how this looks like (whether this looks ok or need to add some more points.....)
thanks and regards,
Ayona
The greater the number of parameters you have the more confusing and complicated it gets...
These parameters need to be to the point
e.g. most of the parameters you mentioned are already part of quality in any voice centre like communication, CSat etc.
Try and reduce the number of parameters which will make your job easier...
Remember that these appraisal systems are meant to improve resource performance...
It may become difficult when you rate such paramters in a complex manner
Hello naveen,
thanks for your suggestions.
Let me explain to you that I want to build a very exhaustive appraisal system, and a quality form, I think without these parameters, neither your appraisal system nor the quality evaluation form would be as exhaustive and as detailed as you want to be.
Do correct me if I am wrong.
Pankaj, I still waiting for your feedback.
Ayona
Hello,
but dont you think perfoming the appraisal only once a year would not throw light on the actual inputs of the consultant / agent ? Ideally a feedback , perferably a 360 degree feedback on the basis of a target setting each quarter which would be on the basis of long term (1 year) works superb.
Dear Friend, I could like to know how you calculate the attendance. Could you let me know clearly. Regards, R.Ramamurthy
Dear Ayona,
Sorry to revert back so late.... Making the quality assessment exhaustive is more sensible according to me.
If you plan to make your appraisal system so exhaustive with so many parameters, in my opinion it will only exhaust you.
Also there would be conflicting parameters e.g... it might occur that you are marking a candidate down in the communication parameter that you have mentioned. However this is going to hit the candidate twice, as he would obviously be getting a hit on his quality because of his communication issues.
IN addition to this I would recommend techniques like 360 degree appraisals. Such techniques build a good spirit in your organization.
I understand your efforts and view as well.
Do keep me posted as to what you adopt. And keep up the hard work!
@ R Rammurthy,
The parameter attendance can be better termed as schedule adherence....
The immediate superior needs to be keeping track of his teams schedule adherence. Including leaves taken.
Ratings need to be accounted every month. It is only this average which can work during the appraisal. Ofcourse certain weightage can be assigned to overall Management ratings for each parameter.
I will be attaching a sample appraisal format soon. may be it will help all...
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