1- The American Express choice was to bet for a more challenging way of managing the call center service.
Basically, giving more independence to the agents, so they can offer more relevant information and assistance to the customers.
The tools: empowerment ( better recruiting, upgrade training) and engagement ( increased recognition, career path ), and a pay-for- performance system
“Unengaged employees can’t create engaged customers.”
They changed their way of dealing with low performers, from putting them on a remediation program, as in the past, to the setup of incremental goals, supported by coaching from supervisors and experts, and providing with additional training. 50 to 60 percent stays
2- At Gen-Probe they increased the retention rates of high performers and a 37% descrease in retention of low performers
A new performance management system was implemented, based in four elements: alignment of the individual and corporate goals, provide freqüent opportunities for feedback, pay-for-performance, and improvement of the employees's and managers's skills for communicating goals, performance expectations and address issues in time.
I can summarize that challenging the employees is a must ( in any situation of the life of the organization ), but specially when dealing with individuals or teams that are delivering under the expectations
Sources:
Amex
Gen-probe
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