Using Performance Results to Build Superstar Teams

HR Management for CX, Customer Experience, CX Culture

Every business wants superstar teams. No matter your industry, no matter your products or services, you want to build your employees into experts and become the envy of your competitors.

 

But actually getting to that position takes a lot of time and hard work. You have to evaluate your employees’ performance and determine what they can do to keep improving, based on the most important aspects of their role.

And to do that properly, you must focus on the most effective metrics and recognize what team-members need to achieve their best.

  

The Right Way to Measure Employee Performance

 

All teams are made up of individuals. All individuals have their own strengths and weaknesses, their own goals and obstacles.

Any business that forgets this could end up with a team lacking the support and guidance it deserves.

Measuring employee performance effectively hinges on utilizing the right metrics, relevant to the team’s role in the company. Are they responsible for providing support to customers experiencing technical problems with your products? Do they have to make outbound sales calls to consumers? What about those responsible for user management within your business?

All performance measurement must tie into the team’s core goals, objectives and standard processes.

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Choosing the right metrics

For example, a sales team deals with customers on a daily basis. Reps may speak with hundreds of people each week, building valuable connections and (hopefully) converting them into loyal buyers.

This creates a completely different set of goals to, say, an accounting team. The way in which the sales team’s performance is measured must keep the customer experience in mind to ensure employees make the most positive impact in each interaction.

You could look at such metrics as:

  • Average Handle Time 
  • Customer Satisfaction 
  • Cost Per Call 
  • Occupancy Rate

 

Working with these metrics would help you gauge the efficiency, productivity and cost-effectiveness of your sales team. Based on this performance data, you would be able to work with team leaders, fellow managers, admins and the sales reps themselves to address flaws.

And, by doing so, you would be able to find a way forward to achieve a higher standard of work. How? Well, let’s consider Average Handle Time. This metric is crucial in call centers, customer service departments and sales departments alike, as it reflects the length of each interaction.

Time is, as we all know thanks to this cliche, money. The more time a sales rep spends trying to persuade a client into committing to a purchase or providing their contact information, the less time they have for other calls.

On the other hand, though, interactions which move too fast may be equally bad: the sales agent might be rushing through to try to secure more sales in less time. As a result, prospective clients could be left without the information they need to make a decision, reducing their likelihood of converting.

It’s a delicate balance to get right, but focusing on improving Average Handle Time would yield positive results. When a solution is found, sales reps would become more efficient and productive, maximizing the value of each interaction and delivering a consistent customer experience.

And, over time, you’ll build superstar teams.

 

Being open to change is key

 

The same process applies to other performance metrics: careful attention, strategizing in groups and implementing changes based on data can all generate lasting improvements.

Support teams are best measured with similar performance metrics as sales teams, though others prove helpful too. Consider:

  • Net Promoter Score (NPS)
  • Ticket Backlog
  • First-call Resolution Rate

  

Customer support revolves around delivering the kind of experience consumers want: consistent; transparent; effective; personalized. You can only hope to maximize performance and efficiency by being open to criticism and working to change even the most long-established practices.

Building superstar teams in customer support can do wonders for your retention rates, reputation and — yes — revenue. PWC research shows 73 of people cite customer experience as a major factor in their purchasing choices, following price and product quality (which is fairly surprising). And they’re prepared to spend as much as 16 percent more with brands delivering a stronger experience.

Studying performance results, pinpointing areas calling out for improvement and taking whatever actions seem necessary will help your customer support become better. You have to commit to this in earnest, though: don’t assume your performance needs no more attention once you’ve hit your targets. Focus on consistency.

 

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Understanding Proper Team Members Allocation

 

Trying to adopt a one-size-fits-all approach to building superstar teams in your business is a mistake.

Not all teams have the same objectives on a day to day basis. Not every employee has the same work ethic, experience, training, personal goals and learning capabilities. We’re all different, and recognizing this makes for a much more effective process.

To ensure proper team members allocation, you have to put the right people with the right skills in the right positions. Even if one person is hired for, say, a sales agent role based on their experience in another call center, their in-depth IT skills could actually make them a better fit for your user management team.

Measuring performance in a way suited to each team will reveal when employees’ skills may be more appropriate in another area of the business. But performance data could indicate specific workers have what it takes to become a team leader or even progress to a management position with the right guidance too.

Proper team members allocation has the power to help everyone do the job they’re supposed to.

You have to approach performance management with an open mind if you want to build superstar teams. Pay attention to the right metrics and be willing to make necessary changes to drive improvements, even if they go against what you consider to be most effective.

 

Conclusion

Using performance results to build superstar teams can be challenging and daunting if you’ve never conducted performance evaluations before, but your business could be completely transformed — for the better.

Focus on those performance metrics best suited to each team’s working routines, objectives and core tasks. Look at them from a team and individual perspective. What does the team require to perform at its highest standard? What does each individual within the group need to do the same?

Over time, you’ll develop a greater understanding of your workforce, recognize opportunities sooner and achieve better results overall.

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What processes do you use to build superstar teams and ensure proper team members allocation in your business? How do you measure performance and why? Share your insights below!

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