Developing Performance Standards-dra 1w5936
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Developing Performance Standards for Service Industry DRA’s Process DRA: Desired Result Areas 1/13/2014
Dr. Subhash C. Kakkar
1
5-Strategic Decisions in Establishing Performance Management • How System Will Be Used – – – – –
Employee Development Determine rewards and compensation Enhance motivation Facilitate legal requirement Facilitate human resource planning
• Who Evaluates – – – – – 1/13/2014
Supervisor Peers Subordinates Customers Self Dr. Subhash C. Kakkar
Cont.
2
• What to evaluate – Traits – Behaviors – Results
• How to evaluate – Absolute – Relative
• Means of Evaluation – – – –
Graphic Rating Scale Weighted Check List BARS BOS • Behavioral Observation Scale
– Critical Incident – Objective Based 1/13/2014
Dr. Subhash C. Kakkar
3
BOS-Behavioral Observation Scale 1 Almost Never
1/13/2014
2 Less Often Than yes
3 On average
Dr. Subhash C. Kakkar
4
5
More often Almost than not always
4
Three Common Oversights can inhibit the effectiveness of objective based system • Setting objectives that are too vague • Setting objectives that are unrealistic • Not clarifying, how performance will be measured
1/13/2014
Dr. Subhash C. Kakkar
5
Comparing BARS and BOS • A potential problem with BARS may be that an employee might merit 6 on a scale of 1 to 7; at other times performance will be close to 2. • BOS addresses the problem of inconsistent performance by measuring frequencies along the scale
1/13/2014
Dr. Subhash C. Kakkar
6
Critical Incidents • Critical incidents measures do not utilize scale • The evaluator must maintain a log or diary for each employee and make periodic notation of noteworthy behaviors and results
1/13/2014
Dr. Subhash C. Kakkar
7
Point To Be Noted
• There is probably no ideal model for performance management system. An effective performance management system is strategic, designed with the needs of many constituents and purposes balanced with the organization’s strategy • The systems are as varied as the organizations in which they are located, but all display innovation and insight toward creativity ing the organizations’ strategies 1/13/2014
Dr. Subhash C. Kakkar
8
DPS in Service Industry • Development of SLAs – SLA: Service Level Agreement
• ATR: Average Time to Resolution – ATR is a multi-dimensional indicator that reflects organization’s response to customer-driven activity – ATR includes • First call resolution • Call Closure Rate • Hold-time and abandon rate 1/13/2014
Dr. Subhash C. Kakkar
9
Productivity • Productivity – This is another multi-dimensional measure that considers the staff required to resolve an experienced call volume – Productivity is a bit difficult to calculate for a specific time • Calls are closed over a time • Average time to resolution for calls • Divide it by number of staff utilized 1/13/2014
Dr. Subhash C. Kakkar
10
Where to begin-Some facts • Organizations tend to focus on those things which are easy to measure – Because they’re easy to measure – What are easy to measure, targets are set – Management focuses on targets – Teams reach the target-though not in a manner that was expected or desired – It is seen that “ What gets measured, gets manipulated” 1/13/2014
Dr. Subhash C. Kakkar
Cont.
11
• No targets to avoid targets/manipulation syndrome • Teams should measure leading indicators • Targets – Current measures be presented – Acceptability be established – Modification or revision be introduced – Focus on behavior that are responsible for numbers 1/13/2014
Dr. Subhash C. Kakkar
Cont.
12
• Leading indicators are interrelated, hence proficiency be measured • Proficiency is functional component of measurement • Leading indicators provide a sense of direction – Organizations should drive the leading indicators – Organization, teams, and individuals should focus on continually developing their understanding and proficiency at doing the right things and doing increasingly well – This attention to effectiveness and efficiency will result in the appropriate trends in the leading indicators and the desired results areas(DRAs)
1/13/2014
Dr. Subhash C. Kakkar
13
Some • • • • • •
ATR-Average Time to Resolution ES-Employee Satisfaction CS-Customer Satisfaction R-Cost Per Resolution SCS-Solution Centered CSR-Customer Specific Requests
1/13/2014
Dr. Subhash C. Kakkar
14
Process • Demonstrates a solid understanding of SCS processes • Demonstrate good problem solving techniques • Consistently leverages the work flow to solve problem • Consistently displays effective work flow technique(participation, capture, clarify and statement match, search, link) • Manages rework and closes CSR’s effectively and within standards 1/13/2014
Dr. Subhash C. Kakkar
15
Content • Consistently develops solid content that doesn’t require modification to meet content standards • Captures problem solving approach within the context of published solution • Consistently improves solutions of others when encountered • Consistently captures the customer experience • Consistently uses statements & to increase relevance and connectivity to solution set 1/13/2014
Dr. Subhash C. Kakkar
16
Technology • Fully knowledgeable of the product set they • Demonstrates effective problem-solving skills for the product set they
1/13/2014
Dr. Subhash C. Kakkar
17
Team Profile Matrix Member
Process
Content
Technology
Total
A
1
1
2
4
B
1
2
3
6
C
2
1
1
4
D
1
1
1
3
E
3
3
2
8
F
2
3
3
8
G
2
2
1
5
H
1
2
2
5
1/13/2014
Dr. Subhash C. Kakkar
18
Dr. Subhash C. Kakkar
1
5-Strategic Decisions in Establishing Performance Management • How System Will Be Used – – – – –
Employee Development Determine rewards and compensation Enhance motivation Facilitate legal requirement Facilitate human resource planning
• Who Evaluates – – – – – 1/13/2014
Supervisor Peers Subordinates Customers Self Dr. Subhash C. Kakkar
Cont.
2
• What to evaluate – Traits – Behaviors – Results
• How to evaluate – Absolute – Relative
• Means of Evaluation – – – –
Graphic Rating Scale Weighted Check List BARS BOS • Behavioral Observation Scale
– Critical Incident – Objective Based 1/13/2014
Dr. Subhash C. Kakkar
3
BOS-Behavioral Observation Scale 1 Almost Never
1/13/2014
2 Less Often Than yes
3 On average
Dr. Subhash C. Kakkar
4
5
More often Almost than not always
4
Three Common Oversights can inhibit the effectiveness of objective based system • Setting objectives that are too vague • Setting objectives that are unrealistic • Not clarifying, how performance will be measured
1/13/2014
Dr. Subhash C. Kakkar
5
Comparing BARS and BOS • A potential problem with BARS may be that an employee might merit 6 on a scale of 1 to 7; at other times performance will be close to 2. • BOS addresses the problem of inconsistent performance by measuring frequencies along the scale
1/13/2014
Dr. Subhash C. Kakkar
6
Critical Incidents • Critical incidents measures do not utilize scale • The evaluator must maintain a log or diary for each employee and make periodic notation of noteworthy behaviors and results
1/13/2014
Dr. Subhash C. Kakkar
7
Point To Be Noted
• There is probably no ideal model for performance management system. An effective performance management system is strategic, designed with the needs of many constituents and purposes balanced with the organization’s strategy • The systems are as varied as the organizations in which they are located, but all display innovation and insight toward creativity ing the organizations’ strategies 1/13/2014
Dr. Subhash C. Kakkar
8
DPS in Service Industry • Development of SLAs – SLA: Service Level Agreement
• ATR: Average Time to Resolution – ATR is a multi-dimensional indicator that reflects organization’s response to customer-driven activity – ATR includes • First call resolution • Call Closure Rate • Hold-time and abandon rate 1/13/2014
Dr. Subhash C. Kakkar
9
Productivity • Productivity – This is another multi-dimensional measure that considers the staff required to resolve an experienced call volume – Productivity is a bit difficult to calculate for a specific time • Calls are closed over a time • Average time to resolution for calls • Divide it by number of staff utilized 1/13/2014
Dr. Subhash C. Kakkar
10
Where to begin-Some facts • Organizations tend to focus on those things which are easy to measure – Because they’re easy to measure – What are easy to measure, targets are set – Management focuses on targets – Teams reach the target-though not in a manner that was expected or desired – It is seen that “ What gets measured, gets manipulated” 1/13/2014
Dr. Subhash C. Kakkar
Cont.
11
• No targets to avoid targets/manipulation syndrome • Teams should measure leading indicators • Targets – Current measures be presented – Acceptability be established – Modification or revision be introduced – Focus on behavior that are responsible for numbers 1/13/2014
Dr. Subhash C. Kakkar
Cont.
12
• Leading indicators are interrelated, hence proficiency be measured • Proficiency is functional component of measurement • Leading indicators provide a sense of direction – Organizations should drive the leading indicators – Organization, teams, and individuals should focus on continually developing their understanding and proficiency at doing the right things and doing increasingly well – This attention to effectiveness and efficiency will result in the appropriate trends in the leading indicators and the desired results areas(DRAs)
1/13/2014
Dr. Subhash C. Kakkar
13
Some • • • • • •
ATR-Average Time to Resolution ES-Employee Satisfaction CS-Customer Satisfaction R-Cost Per Resolution SCS-Solution Centered CSR-Customer Specific Requests
1/13/2014
Dr. Subhash C. Kakkar
14
Process • Demonstrates a solid understanding of SCS processes • Demonstrate good problem solving techniques • Consistently leverages the work flow to solve problem • Consistently displays effective work flow technique(participation, capture, clarify and statement match, search, link) • Manages rework and closes CSR’s effectively and within standards 1/13/2014
Dr. Subhash C. Kakkar
15
Content • Consistently develops solid content that doesn’t require modification to meet content standards • Captures problem solving approach within the context of published solution • Consistently improves solutions of others when encountered • Consistently captures the customer experience • Consistently uses statements & to increase relevance and connectivity to solution set 1/13/2014
Dr. Subhash C. Kakkar
16
Technology • Fully knowledgeable of the product set they • Demonstrates effective problem-solving skills for the product set they
1/13/2014
Dr. Subhash C. Kakkar
17
Team Profile Matrix Member
Process
Content
Technology
Total
A
1
1
2
4
B
1
2
3
6
C
2
1
1
4
D
1
1
1
3
E
3
3
2
8
F
2
3
3
8
G
2
2
1
5
H
1
2
2
5
1/13/2014
Dr. Subhash C. Kakkar
18
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