Creating Learning and Coaching Strategies Based on Performance Results

HR Management for CX

Solid coaching and learning strategies are essential for even the best team.

 

Both new and long-term employees benefit from being helped by your quality analysts, team leaders and managers, but all education must be tailored to suit the individual.

Why? Taking a one-size-fits-all approach to coaching and learning is a big mistake, especially for those employees who have recently joined your company. You have to determine where your workers’ strengths and weaknesses lie, identify the most appropriate targets and help them reach each as best they can.

Simply subjecting everyone to the same educational programs is a waste of time, as you could be teaching them what they already know or neglecting the most important areas without realizing. A bespoke approach to coaching and learning is key to minimize wasted energy and resources.

And to do this properly, you have to use data gathered from employee evaluations. Creating learning and coaching strategies based on performance results maximizes your team’s efficiency in all aspects of their work, but how can you do this?

Using-performance-results-to-determine-coaching-and-learning-strategies for-your-team_post 

Improving Performance with Learning: Tailored Training Strategies

 

Measuring performance in your call center or customer service department can seem like a daunting step if you’ve never considered anything like it before. Your staff, in particular, might struggle with the prospect, assuming it’s some kind of surveillance technique to weed out the worst performers.

In truth, measuring performance does involve monitoring employees and picking up on flaws, but the goal is to help them improve — not fire them. Everyone makes mistakes at work. Absolutely everyone. As management, you need to recognize this and understand how important it is to find practical solutions that reduce the chances of the same errors being made again.

Your performance results cover different elements of employees’ work, from the way in which they manage their workloads and deal with customers to their productivity rates. Obviously, the customer experience must be a main focus: if they’re not satisfied with your services, they’re likely to just try one of your competitors instead.

After all, 47 percent of people admit to dropping a brand due to poor treatment, while 29 percent would tell their friends and relatives about it. Neither is a good outcome.

 

Spotting performance trends

Studying your team’s performance results will help you pinpoint those areas demanding attention and those which can be used to educate others in the future. For example, you should be measuring performance with several KPIs (such as Abandonment Rate, Customer Satisfaction Scores, Net Promoter Scores etc.) and collating data to compare results.

As you do this, you’ll spot performance trends that reveal critical information on each employee’s work. For example, if you discover one worker excels at prioritizing tasks and responding to customers but struggles to actually engage people, you know where their learning should be focused.

There’s no need to waste time teaching them time-management techniques if they’re already leading the company in this area. Just concentrate on helping to boost their engagement skills and exploring ways for them to make a stronger impression on consumers across all channels. Improving performance with learning can take time and effort, but it’s well worth both.

The best quality assurance software makes centralizing all your crucial performance data in one place quick and easy, negating all that time-consuming tab-switching or logging into multiple platforms. Quality analysts, team leaders and your management team can all assess performance results to devise learning strategies to suit each employee’s needs.

With targeted training, you can send in-depth quizzes and learning materials to agents at their workstations, allowing them to undertake training in their own time. This makes learning far less intimidating than if they were sitting in a room with multiple managers and colleagues. And the more comfortable they feel, the more effective your learning strategy is likely to be.

As you help workers learn and develop in certain areas, you’ll be able to assign them to specific tasks more effectively. You’ll recognize which employees perform which actions best, and maximize your business’s efficiency overall by having the right people in the right places.

 

Improving Performance with Coaching: Taking Action and Boosting Capabilities

 

Coaching complements learning processes, but while your learning strategies focus on delivering practical training to benefit the way team-member’s work (often as a one-time-only deal, if necessary), coaching is more about developing an ongoing improvement plan.

As with training, coaching should follow feedback. But while it’s be tempting for team leaders and managers to vent their frustrations by filling feedback sessions with a torrent of fiery criticisms, they need to be positive. All critiques must be constructive to avoid alienating employees and to make sure they feel motivated to perform better.

Creating a coaching strategy based on performance results is fairly straightforward. Look at each employee’s scores for your metrics, whatever they may be, and consider how they can improve in their weaker areas.

Let’s say one individual’s work is of a high standard from a customer-service perspective: they’re clearly able to engage consumers, make them feel valued and maintain a good rate of productivity. Yet they seem involuntarily distant from their colleagues and lacking motivation.

What can you do to change this through coaching? How can you help them form tighter bonds with their co-workers and push themselves to do an even better job?

 

An open-door policy for improving performance with coaching

This is where actually discussing the issues with employees is so beneficial. Talk to them about their performance results and try to get to the root of any problems that arise. When you’re on the same page about what needs fixing, you can all come up with a strategy that suits the individual together.

Coaching should be a regular part of the workplace routine, not something that takes place once every few months. You have to foster a close relationship with employees and make sure they know they can be open with any difficulties they face, even with management.

Progress should be monitored closely and acted upon as time passes. Performance results will show how successful coaching has been, and how well employees are integrating the lessons they learn into their everyday activities.

Again, there’s no sense trying to establish a generic coaching strategy for your entire workforce. Everyone in your call center or customer service department has individual goals, difficulties, hangups, quirks and preferences. Work with them to understand who they are, what they need and how they can unlock their full potential.

 

Conclusion

Improving performance with learning is entirely possible. So is improving performance with coaching. The trick is to focus on employees at an individual level, instead of treating them all the same.

A learning strategy should be designed to help each employee work at their best, hit targets and deliver the best customer experience they’re capable of. A coaching strategy is much the same, but concentrating on their ongoing development and performance at a more personal level.

While improving performance with learning and improving performance with coaching can transform your company over time, you must have the right tools in place first. The best QA software allows businesses of all sizes to track performance with simple KPIs and share data fast, helping everyone stay on the right path.

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How do you build coaching and learning strategies based on your team’s performance results? What techniques do you recommend? Let us know below!

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