Agent Performance Management

Scrutiny by regulators and the media has led companies to seek new ways of motivating their staff. Many are moving from sales-based to service-focused management models - using customer feedback to measure and manage agent performance.

Company-wide ‘voice of the customer’ programmes can gather sufficient volumes of feedback to ensure robust samples for each agent in any given month. Surveys can be triggered in ‘stealth’ mode, avoiding any undue influence from individual agents.

Real-time IVR surveys give an immediacy to feedback that cannot be matched by more traditional methods. By responding to feedback instantly team leaders can address individual agent performance issues while they are still fresh in the mind; trainers can deliver ‘coaching in the moment’; and good performance can be celebrated as soon as it is recognised.

ServiceTick is already being used by a number of the UK’s leading brands to manage the performance of their call centre staff:

  • A major UK bank is using ServiceTick to manage the performance of all its agents. Scores and feedback are monitored in real-time by team leaders who can respond instantly to peaks or troughs in service delivery.
  • One of the UK’s largest retail organisations uses ServiceTick to improve the performance of its contact centre staff. Customer feedback data is coupled with telephony and call-type information to give a complete view of service and identify areas for improvement.
  • A top-10 insurance company surveys customers daily to identify service issues and measure agent performance based on four key indicators. Results are included on a score-card that determines bonus levels.  

Why Customer Experience has become crucial to building brand relationships

Last week I considered how difficult it has become to build a brand by creating a unique product or a differentiated positioning. The holy grail of product superiority has been made even more elusive by globalised manufacturing processes that bring products to market more swiftly; and the heyday of advertisers telling customers how they should view their brands has been swept away by the inexorable rise of social media.


From the Information Age to the Age of Experience - how should you respond?

“Never make predictions; especially about the future” Casey Stengel, one-time manager of the New York Yankees baseball team offered many a wise word including this judgement on predicting the future. But we are all creatures of habit, particularly in the world of business; and so, at the start of the year, commentators like to predict what might happen over the next 12 months.