eg would like to introduce Paul Cooper, Contact Centre Operations Manager from West Bromwich Building Society, as our first Guest Blogger.
Having spent the day at an eg user group it got me thinking re the dilemma of Quantity vs Quality. To me it is a quandary in so much as whilst each should form the basis of a balanced scorecard, how do you balance this? I’m not sure how you can truly achieve both, as each has such conflicting aims.
Consultants and “experts” over the years have moved their thinking away from quantity towards the quality angle. When working as a Team Manager 10 years ago, the aim was to shift the bits of paper from the Team Inbox to the team Outbox as quickly as possible. It wasn’t until I’d been running the team for a while that I realised that these bits of paper represented the real lives of customers – if the team got things wrong then the consequences were more than just a bit of re-work.
Now I have to take the holistic company approach for MI and forecasting purposes, I can understand completely the impact of both, with regards to reworks, complaints etc, etc… When we look at Continuous Improvement programmes the key driver is ensuring that the company does more for less, whilst ensuring that quality is of a high standard. So the focus remains on Quantity with Quality as an important Output.
The main target for processing staff is their productivity. Quality scores come second. Whilst we have dabbled with the targets, staff still work to ensure that they achieve 100% productivity at all times.
When a whole culture within a large department has been fostered towards achieving good performance measures and then the experts change their mind, how do you change the culture to focus on quality (within a short period of time), whilst also ensuring that staff do a fair day’s work for a fair day’s pay?
If anyone has achieved this successfully I would be grateful if you could share any experiences with me. Answers on a postcard please….
Please leave a comment or contact Paul by emailing ask@eguk.co.uk
October 17th, 2009 at 12:42 am
Hi Paul, its an important area for Clients of “eg” to consider. Our measurement data suggests top performance is seen when quality issues are addressed and “failure demand” and repeated Customer requests are reduced so people get quality and quantity!
November 7th, 2009 at 2:29 pm
Hi Paul
I fully appreciate the dilemma you are expressing in terms of “getting the balance” between quality and quantity.
You mention that Productivity is your most important first measure for colleagues, and quality comes second? Why is that?
In practice as a former Operations Manager in a large processing centre, the emphasis was always placed upon colleagues and Team Leaders alike, to deliver a “balanced” set of measures non of which took priority over another.
The culture we developed and the language we used was very open and honest, but most importantly “consistent” in the messages and directives we gave.
A few examples for you :-
1.We would always promote that timings were only a “good average” and not an exact science (determined by a selection of good performers).
2.We would rather a colleague took time over a complex case to resolve it and have a lower productivity result for that particular day than to achieve 100% and create a diary item or rework.
3.Our Performance Management framework clearly defined the measures that would consitute “meets expectations” for not only quantity and quality, but also behaviours.
4.We talk “customers in the queue” not number of cases (and even incur a fine to be paid to charity should anyone “slip up”! – all in good spirit of course).
5.We never relied on MI data alone to understand performance at either Operation, Team, or colleague level – “We talked to each other to understand”.
We were voted “best performing site” out of 11 in out estate throughout the U.K and what distinguished us from the rest was the behaviours and culture we developed and the delivery of all round results that were very balanced (Including within budget, absence of 1.3% etc) achieved by all Operations Managers and Team Leaders being very interactive with the colleagues. All aiming together towards the same goals.
I am a great believer that if you get the people piece right, then the drive and performance improvement culture will be the foundation, with the Tools & Techniques being aides to achievement.
If you would like me to share any further “hints & tips” used in practice, I am happy to give you a call to talk through.