Attitude Towards Performance

[malikyogendra]

Hi! I am in call center operations (Team Leader-Outbound), what you suggest if a TSO(tele Sales Officer) gives damm to the performance, and don't improve after feedbacks.

[NBosch]

Hi,

First of all, ( and this may sound a bit harsh ), I think it is one of the key tasks of the Teamleaders to get the CSR's or TSO's to understand the importance of performance. If this is a single case, then you can approach him in a very direct and confronting manner, that he is not doing a proper job.
However, if more TSO's have the same attitude, then you should be examining your own methods.

I think the best and easiest way to raise performance among TSO's and CSR's is to have a very clear guideline in which the organisation states that they will have the least performing 10% of the staff go different ways (fire them).
This technique is among others used at GE and is really good explained in the books about Jack Welch ( f.i. Jeffrey Krames - The Jack Welch Lexicon of Leadership ).

If this doesn't work then it is best to fire the TSO directly, because he will have a negative influence on others.

Feel free to mail me at niek.bosch@medion.com if I can be of any further assistance.

-Niek Bosch-

[n_meghanath]

"Damn to the performance" if you are so sure about what you have stated then probably that is a very serious matter however you might like to relook at the situation again. There are two things which links to the overall performance of a process. One is the agents and the other is the process itself. Well you might have good agents which actually gives their best but for instance you don't have quality leadset to convert into the required target. Another could be you have all the required resource and your agents are not giving what is expected. Now as per your statement assuming you have the required resources in place and your agents are not giving what is expected you might make certain strategies which is directly related to their motivation (assuming they are good sales guys but give damn to the performance). Now, by motivation it doesn't only mean Money. you need to create an atmosphere of competition and an urge to prove he is she is capable of her job. While you do this you would be able to find which of them are worth keeping and which of them to be shown the exit door.

[ragsy]

Hi, first of all, it is important that you understand the TSO first. Have you tried talking out to him about the performance he has shown.

Another question....how long has the agent been with you????? Have you studied about the agent strength and the area of concern.

How much pressure is the job involving? Does the agent profile fall into what your requirements are? If not, then its just that you are having the wrong resources.


Just let me know if you need any help.

[Michcall]

Some employees don't give a damn. A leaders job is to 1) clearly explain the expectations of the position 2) be consistent in monitoring how this employee and others do based on those expectations 3) give the employee suggestions on HOW to do better---it does no good to tell him to improve, if you don't also give him ideas or suggestions on how to get there. 4) ask the employee directly what you can do to help him improve or what he feels is holding him back from achieving. 5) give immediate feeback when progress is noted 6) keep track of the progress (or lack of progress) by documenting conversations and performance 7) be ready to take harsh action if necessary.

The employee's performance is their responsibility (assuming the environment doesn't have a negative impact on them---but you would know that by looking at your other team members). If you feel you've been clear with your expectations and have given the employee suggestions for HOW to improve (have him mentor with a star performer, sit side-by-side and give ideas for improvement, retrain on areas of weakness, etc.), then I would be ready to take action.

Write a contract between you and the employee clearly stating what you expect the employee to achieve and by when. Have him sign it agreeing that his performance needs to improve. Make it reasonable---what you would consider an average performer to achieve. Give him 30 or 60 days to meet the expectations and tell him you'll review his progress weekly. At each checkpoint meeting review his progress. If he continues to show no progress and still displays an attitude that he doesn't care about it, I would fire him.

This only works if you have clear expectations about what he needs to achieve---preferably metrics that he can meet. Nothing subjective like "get a better attitude".