1 / 15

Enhancing Supervisor Performance: Metrics for Hiring, Training, and Evaluation

This comprehensive guide presents a framework for hiring, training, and evaluating supervisors effectively. It emphasizes the importance of monitoring supervisor performance through key performance indicators (KPIs) focusing on production costs, quality, and staff satisfaction. The guide details best practices for establishing measurable objectives, controlling costs, and achieving high-quality interviews while prioritizing staff and respondent satisfaction. By using specific metrics and conducting regular surveys, organizations can ensure supervisors meet client objectives and enhance overall operational efficiency.

luz
Télécharger la présentation

Enhancing Supervisor Performance: Metrics for Hiring, Training, and Evaluation

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Hiring, Training, and Evaluating Supervisors Supervisor Metrics Grant Benson Institute for Social Research, University of Michigan IFD&TC, Miami Florida, May 17, 2005

  2. Monitoring Supervisor Performance • Measurement Objectives • Key Performance Indicators • Production Costs • Production Goals • Production Quality • Staff Satisfaction • Respondent Satisfaction / Interview Verification

  3. Measurement Objectives • Provide Supervisors with Guidance • Meet Client Objectives • Control Costs • Achieve Response Rates • Obtain High Quality Interviews • Increase Staff / Interviewer Satisfaction • Clearly Establish Expectations • Reward Positive Behavior

  4. Key Performance Indicators – Cost • Out-of-Carrel Time, by Shift • Can be indexed by efficiency rates or approximated with minutes between non-productive calls • Efficiency rate = Total interviewing production minutes / (Average interview length * total interviews) • Minutes between non-productive calls = (Total interviewer minutes – Total time in interviewing) / (Total attempts – Attempts yielding interviews) • If shift-level time interviewer time information is not available, may be modeled on calls per hour per active interviewer • ((# iwers * shift length in minutes) – interview minutes) / (total attempts - # interviews)

  5. Shift-Based Time Between Non-Productive Calls, Detail

  6. Key Performance Indicators – Cost • Project Scheduling and Staffing • Requires that interviewer time is projected on on-going basis, not just once or twice a month • May require using part-timers or arranging for interviewers to be “on call” • % Lines Worked: Lines available during a shift divided by number of lines worked • Calls Per Available Line: Number of dials divided by the number of available lines

  7. Survey-Based Evaluation of Staffing Levels, Detail

  8. Key Performance Indicator – Production • Completed Interviews, by Shift • Requires realistic goals on a shift level • Should include related results, including screening • Missed Appointments, by Shift • Should be set to zero on hard appointments, with small tolerance for time to call by soft appointments • Indicative of interviewer prioritizing and scheduling of breaks • Rates, by Shift and Interviewer • cooperation rates and refusal conversions

  9. Shift-Based Performance Indicators, Detail

  10. Key Performance Indicator – Quality • Interviewer Monitoring Rate • Number of interviewers monitored on shift • Overall monitoring rates met • Average Interviewer Performance Score • Comparative score • Longitudinal improvement • Missing Data Rate • Can be calculated on key variables by shift interview was conducted

  11. Interviewer-Based Quality Indicators, Detail

  12. Key Performance Indicator – Interviewer Satisfaction • Trained, Reliable Interviewers Are Essential to Any Call Center • Survey the interviewers on a regular basis • Measure job satisfaction, understanding of job expectations, supervisor support, and on-the-job training • Post survey results and be responsive to short-comings

  13. Sample Interviewer Questions • “How satisfied am I that I fully understand what is expected of me as an interviewer?” • “How satisfied am I that I have received all the tools and training I require to do the job that is expected of me?” • “How satisfied am I with the support I receive from senior management?” • “How satisfied am I with the guidance/direction I receive to do my job?” Source: Deborah Morden (2002) Performance Measures for Contact Centers

  14. Summary • Supervisor Metrics Should be Used to Establish Clear Expectations • Metrics Should be Specific and Limited • Metrics Should be Public • Metrics Should Carry A Specific Reward / Retraining Component With Them

  15. Sources • Deborah Morden (2002) “Performance Measurements for Contact Centers” • Stephanie Chardoul, M. Patricia Maher, and Kathleen Santos (2005) “Centralized Telephone Interviewing Projects Monitoring / Quality Control Summary” • Grant Benson and Lloyd Hemingway (2004) “The SMS2 Management Manual” • Robert M. Groves et al. (2003) “Using Process Data from Computer-Assisted Face to Face Surveys to Help Make Survey Management Decisions”

More Related