Control Measures For Efficiency And Eff
Control Measures for Efficiency and Effectiveness
MGT/521
December 3, 2013
Control Measures for Efficiency and Effectiveness
The customer call center for timeshare vacations is responsible for sales and customer service. In order to have a nation-wide or global market, the timeshare company must have a strong call center. The customer service and sales representatives must be able to answer questions and convince potential buyer to invest in a timeshare. The following will discuss the authors’ methods for evaluating the employees and the call center as a whole.
Employee Efficiency and Effectiveness
In order to evaluate an employee’s efficiency and effectiveness, metrics for performance need to be established. These metrics are: calls per hour, resolved customer complaints, periodic evaluations, and sales made. An employee’s statistics are compared to the standard to see their efficiency and effectiveness. Additionally, the company should do an employee survey to find information that is not complete statistical or objective and would not be found in a performance review. For example, the survey may find a common procedure that the highest rated employees all use; this procedure could then be shared informally or through policy to the other employees to increase overall sales and customer service.
The effectiveness would be determined by comparing how many sales and resolved issues the employee had versus their number of calls. An ideal effective employee would resolve every issue from every customer service call or make a sale for every sale call. The efficiency of an employee is based off of how long they take to resolve a customer service issue or make a sale. A more subjective way of determining an employee’s effectiveness is to offer customers the opportunity to take a survey on a random basis based on their experience with the customer service representative. The employee may take longer than necessary to resolve an issue or not make an
MGT/521
December 3, 2013
Control Measures for Efficiency and Effectiveness
The customer call center for timeshare vacations is responsible for sales and customer service. In order to have a nation-wide or global market, the timeshare company must have a strong call center. The customer service and sales representatives must be able to answer questions and convince potential buyer to invest in a timeshare. The following will discuss the authors’ methods for evaluating the employees and the call center as a whole.
Employee Efficiency and Effectiveness
In order to evaluate an employee’s efficiency and effectiveness, metrics for performance need to be established. These metrics are: calls per hour, resolved customer complaints, periodic evaluations, and sales made. An employee’s statistics are compared to the standard to see their efficiency and effectiveness. Additionally, the company should do an employee survey to find information that is not complete statistical or objective and would not be found in a performance review. For example, the survey may find a common procedure that the highest rated employees all use; this procedure could then be shared informally or through policy to the other employees to increase overall sales and customer service.
The effectiveness would be determined by comparing how many sales and resolved issues the employee had versus their number of calls. An ideal effective employee would resolve every issue from every customer service call or make a sale for every sale call. The efficiency of an employee is based off of how long they take to resolve a customer service issue or make a sale. A more subjective way of determining an employee’s effectiveness is to offer customers the opportunity to take a survey on a random basis based on their experience with the customer service representative. The employee may take longer than necessary to resolve an issue or not make an
References: Robbins, S. P., & Coulter, M. (2012). Management. (11 ed.). New Jersey: Prentice Hall. Wilson, E. J. (2006). Gale encyclopedia of everyday law. (2nd ed., Vol. 2, pp. 1235-1238). Gale.