Performance Management at CalTronix

Performance Management Activity

CalTronix is a call center operator for a telecommunications company. It has over 500 call center agents that provide services to their clients who have trouble with their mobile phones.

CalTronix uses a two page performance evaluation form in order to assess employee performance. Managers are required to fill out this form every month for each employee reporting to them, based on listening to at least 10 of the employee's calls.

The criteria that are used to evaluate performance include:

• Average time spent on the call (which has to be lower than 2 minutes)
• Transfer rate to sales/paid tech support (Transfers to sales or paid tech support are more profitable) - minimum transfer rate is 20%
• Customer ratings - Indicated by follow up surveys with customers.
• Friendliness of voice - Evaluated by supervisors listening to some of the employee's calls.
• Transfer attempts - Evaluated by supervisors listening to some of the employee's calls.
• De-escalation tactics - Evaluated by supervisors listening to some of the employee's calls.

While all of these criteria appear on the form, in reality managers do not pay attention to the last four, and mainly focused on the first two (average time spent on the call, and transfer rate). Managers' bonuses are tied to average time spent and transfer rate, and everyone knows that people who end up being promoted are the ones who have excellent average call times and a high transfer rates.

The appraisal form consists of two pages. The first page includes the six criteria outlined above, while the second page has a self-assessment for the employee to complete. The form also includes space for employees to list out any questions for their supervisor at the end.

Jane has been working for CalTronix for the past 10 months. Every month, her supervisor, Sandra meets with her to review Jane's performance. During the meetings, Sandra usually tells Jane that she has no complaints about her performance, and then reveals the final score. Then she leaves the room to let her read the form and fill in the questionnaire. Usually, Sandra says something like "We don't have much to discuss, as I don't have anything bad to tell you." At the end of these meetings, Jane only knows where she stands on call time and transfer rate. However, Jane has no idea about how improve or how she did on the other four criteria.

Sandra dislikes the performance appraisal deeply. She feels that the appraisal system is simply another thing she needs to do on top of her already busy schedule. Therefore, Sandra does what most of the other managers do. She turns the calls on, but only vaguely listens to them. Instead, Sandra looks at call time and transfer rate, because Sandra's pay is tied to those two criteria, and they are more objective anyway. Then Sandra fills in the form.

Response Questions Part 1:

1. From Sandra's perspective, which aspects of effective performance management are not being met?
2. From Jane's perspective, which aspects of effective performance management are not being met?
3. For each of the five indicators of performance, indicate what type of performance ratings is being used (trait, behavior, results, goal-based)? (Note, in some cases, more than 1 type of performance rating apply).
   1. Average time spent on the call (which has to be lower than 2 minutes)
   2. Transfer rate to sales/paid tech support (Transfers to sales or paid tech support are more profitable) - minimum transfer rate is 20%
   3. Customer ratings - Indicated by follow up surveys with customers.
   4. Friendliness of voice - Evaluated by supervisors listening to some of the employee's calls.
   5. Transfer attempts - Evaluated by supervisors listening to some of the employee's calls.
   6. De-escalation tactics - Evaluated by supervisors listening to some of the employee's calls.
4. For call time and transfer rate, which rating system is being used (absolute, relative, or qualitative)?
5. How would you suggest improving the existing performance management system?

Performance Management Activity Part 2

After asking for more detailed feedback, Jane has finally received a revised appraisal. Here are Jane's results:

Performance Rating Form: Jane
Supervisor: Sandra
Criteria	Employee Performance	Performance Standard	Supervisor Feedback
Average call time	1:48	2:00	Good - Meets requirement
Transfer rate	22%	20%	Good - Meets requirement
Customer ratings (1 - 5)	3.5	Not Established	Try to improve
Friendliness of Voice (1 - 5)	4.1	Not Established	Seems okay
Transfer Attempts (1-5)	4.3	Not Established	Seems good
De-escalation tactics (1 - 5)	3.0	Not Established	Try to improve

Response Questions Part 2:

1. Looking at the performance evaluation form, what could be improved with the rating form?
2. What could be improved with Sandra's use of the rating form?

1. Based on this review. Sandra suggests improving on de-escalation and customer service ratings. However, Jane want's to also focus on increasing her transfer rate, because she is concerned about how close she is to missing the transfer rate cutoff. After some discussion, Sandra and Jane agree that Jane should work on two aspects of her performance: 1. Transfer rate, and 2. De-escalation tactics.

Set two SMART goals for Jane to work on over the next month. Remember, SMART goals include:

SpecificThe goal should identify a specific action or event that will take place.

MeasurableThe goal and its benefits should be quantifiable.

Aggressive/ActionableThe goal should require you to stretch to at least some degree - don't set goals that are too easy, and frame goals in action-oriented language not passive wants.

Realistic/RelevantThe goal should require you to stretch some, but allow the likelihood of success. The person needs to have the necessary skill and motivation for the goal to be realistic. The goal should also be applicable to your overarching goal, in this case improving performance.

TimelyThe goal should state the time period in which it will be accomplished.

Bad Example: I want to improve my performance at work so I can get a raise.

Good Example: I want to improve my sales volume by 10% next quarter, so that I can reach an additional $15,000 in commission.

1. SMART Goal 1 (Transfer Rate):
2. SMART Goal 2 (De-escalation Tactics):