CMOR MRA Interviewer Assessment Identifying Managing Performance Challenges

CMOR & MRA Interviewer Assessment Identifying & Managing Performance Challenges Copyright 2007 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Module Objectives • To give supervisors guidance in… 1. Determining when to evaluate interviewer performance 2. Determining what performance to evaluate 3. Determining what action to take Copyright 2007 2 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

• We always hire the right people for the job? • We train new interviewers well and they are successful as soon as they hit the production floor? • Supervisors do not need to spend time and energy on evaluation and performance development? Copyright 2007 3 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

• The reality is that hiring and training only provide a strong foundation, but continued evaluation and performance management are crucial to the success of new interviewers. Copyright 2007 4 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

When To Evaluate Performance • There are two key areas this module will focus on when considering performance evaluation: • • During induction training On the production floor Copyright 2007 5 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Identifying Performance Challenges Why is it necessary to identify and address performance challenges early? Development Turnover Motivation & Job Satisfaction Copyright 2007 6 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Induction Training Is there such a thing as the perfect hire? • Every new hire, to some degree meets the hiring criteria -- however, some new hires do fall short • Each new hire has their unique strengths and weaknesses • Recruiters should identify each new hire's strengths and weaknesses and communicate these to the Trainer Copyright 2007 7 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Induction Training Why evaluate performance during induction training? • • So that the Trainer may make the decision that is best for the call center 1. Graduate 2. Maintain 3. Terminate Identify areas of development the production floor supervisors should be aware of Copyright 2007 8 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Induction Training Should every new hire graduate from training? • Are trainees improving on weaknesses identified during the hiring process • Are trainees maintaining the strengths identified during the hiring process • Are trainees performing at acceptable levels in the objective areas identified for induction training Copyright 2007 9 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Induction Training Objectives Induction training should have specific objectives and acceptable levels of performance the new hires are required to meet in order to pass to the production floor Copyright 2007 Getting answers to the question • Willingness to accept and implement feedback • Voice qualities and skills • Maintains the respondent relationship Reading verbatim • Accurate data/code entry • Recognizing and reacting to refusals • Identifying call backs 10 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Induction Training Measuring Training Performance • An important aspect of performance management is "Attending to the Situation" this becomes most important during the training program. – – Monitor trainees live calls Observe role play activities Review calling/dialing reports Testing and assessments Copyright 2007 11 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

The Production Floor Why evaluate performance on the production floor? • • • Identify areas of interviewer development Make the continued employment decision Identify interviewer performance challenges that may effect project performance Copyright 2007 12 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

The Production Floor What to evaluate? • When new interviewers have reached the production floor there are two main areas of performance that are measured: Copyright 2007 13 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

The Production Floor Quality Production – – – Completes per hour Incidence Refusal Rate Length Response Rate Contact Rate Copyright 2007 Refusal Conversion Gaining Cooperation Getting Answers Controlling the Respondent Rapport/Phone Presence Data Entry 14 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

The Production Floor Measuring production floor performance • The main ways that performance on the production floor can be monitored and measured would include: – Monitor live calls – Review calling/dialing reports – Review of interviewer & project production reports Copyright 2007 15 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

The Production Floor Should we retain every new interviewer? • Are new interviewers meeting set production and quality goals for their level? • These goals may be different from more experienced interviewers • Identify and deliver targeted up-training or retraining modules to address deficit areas • New interviewers often have common areas of challenge • Are new interviewers making forward progress, stagnating, or back sliding? Copyright 2007 16 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

The Production Floor Should a new interviewer have the same performance expectations as more experienced interviewers? Copyright 2007 17 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

The Production Floor Same performance expectations for new interviewers? At first – No • Determine the learning curve of new interviewers • Place performance expectations in line with the learning curve Copyright 2007 18 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Managing Employee Performance Copyright 2007 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Performance Management What is Performance Management? • Performance management is an ongoing process that begins when a new employee assumes their role and ends when they leave the company. • Performance management is the process of creating a work environment in which your employees are able to perform to the best of their abilities and are provided with the support they require to be successful. Copyright 2007 • Managing employee performance is not an easy task. It is a critical task because performance, both poor and acceptable, impacts your teams productivity, harmony, and morale. 20 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Performance Management Cycle 1. Clear understanding of objectives and expectations 2. Continuous performance monitoring 3. Consistent and constructive feedback 4. Continued development and training 5. Record keeping 6. Repeat Copyright 2007 21 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Performance Management Cycle 1. Clear understanding of objectives and expectations • Have you met with your new interviewer and discussed your expectations for their performance? • Have you reviewed the metrics their performance will be measured against? • Do they understand how these measurements are derived and how their performance affects them? • Does the new interviewer understand the progress expected of them? Copyright 2007 22 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Performance Management Cycle 2. Continuous performance monitoring • Review new interviewer performance timely and regularly • Review reports, but temper with observation • Ask the interviewer to evaluate their performance Copyright 2007 23 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Performance Management Cycle 3. Consistent and constructive feedback • Feedback should be timely • Feedback should be regular • Follow the rules of "good feedback" Copyright 2007 24 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Performance Management Cycle 4. Continued development and training • Provide the necessary development and training that will help to assure the success of the new hire • Be sure to show the WIIFM, how the training will improve their success as an interviewer Copyright 2007 25 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Performance Management Cycle 5. Record keeping • Record keeping is necessary in any performance improvement scenario • Gives you continued groundwork for future evaluation and development • Necessary when disciplinary actions are required Copyright 2007 26 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Performance Management Cycle 6. Repeat • Performance management is an ongoing process, beginning when the interviewer assumes their role and ending when they leave the company Copyright 2007 27 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Defining Poor Performance • Poor performance is defined by a variety of factors, some organization specific, some role specific, some specific to the individual. 1. Lack of knowledge 2. Unclear expectations 3. Lack of support 4. Inconsistency from superior Copyright 2007 28 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Defining Poor Performance 1. Lack of knowledge • New interviewers should not be expected to "figure it out on their own" • New interviewers need the proper knowledge and ongoing training to effectively function in their role Copyright 2007 29 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Defining Poor Performance 2. Unclear expectations • New interviewers may not understand the bigger picture of what is required of them to do the job • Supervisors should have one-on-one discussions with new team members to discuss their expectations of the new interviewer Copyright 2007 30 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Defining Poor Performance 3. Lack of support Ongoing development and interaction is required to assure a more successful interviewer. Support increased the interviewers confidence, gets them more involved, and allows them to strive to do a better job Copyright 2007 31 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Defining Poor Performance 4. Inconsistency from superiors Mixed messages, unclear directives, and poorly defined measurements can be some of the issues at the root of interviewers poor performance Copyright 2007 32 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Handling Poor Performance 1. 2. 3. 4. 5. 6. Copyright 2007 Attend to the situation Recognize the issue Involve the interviewer Stress the positives Set goals and timelines Reassess progress 33 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Handling Poor Performance 1. Attend to the situation Evaluating performance is an ongoing activity. Correction of poor performance and recognition of acceptable performance should be recognized and acted upon in a timely fashion. Copyright 2007 34 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Handling Poor Performance 2. Recognize the issue • Be sure you understand the issue and how it is affecting performance. • Review associated reports and quality evaluations to identify areas of development • Be able to associate the interviewer performance with their success and the success of the project or team Copyright 2007 35 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Handling Poor Performance 3. Involve the interviewer in identifying what is driving their performance Allow them to help establish what development they need and will receive as well as time frame and expected performance Copyright 2007 36 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Handling Poor Performance 4. Stress the positives Attempt to balance the developmental areas with areas the interviewer is doing well Identify the interviewer’s strengths and how these can be used to improve their weaknesses Copyright 2007 37 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Handling Poor Performance 5. Select goals and timelines Partner with the employee to determine manageable improvement targets and identify milestone targets Copyright 2007 38 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

Handling Poor Performance 6. Reassess progress Reassess the employees performance to identify improvement or if additional development will be necessary Copyright 2007 39 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges

In Summary – The Overall Goal… To find Interviewers who will enjoy the job, do it well, and stay on the job long enough for the organization to recoup the expense of hiring and training them. Copyright 2007 40 CMOR-MRA Training Modules: Identifying & Managing Performance Challenges