CMOR & MRA Interviewer Assessment

1. CMOR & MRAInterviewer Assessment Identifying & Managing Performance Challenges

2. Module Objectives • To give supervisors guidance in… • Determining when to evaluate interviewer performance • Determining what performance to evaluate • Determining what action to take

3. TRUE OR FALSE? • We always hire the right people for the job? • We train new interviewers well and they are successful as soon as they hit the production floor? • Supervisors do not need to spend time and energy on evaluation and performance development?

4.  FALSE • The reality is that hiring and training only provide a strong foundation, but continued evaluation and performance management are crucial to the success of new interviewers.

5. When To Evaluate Performance • There are two key areas this module will focus on when considering performance evaluation: • During induction training • On the production floor

6. Identifying Performance Challenges Why is it necessary to identify and address performance challenges early? Development Turnover Motivation & Job Satisfaction

7. Induction Training Is there such a thing as the perfect hire? • Every new hire, to some degree meets the hiring criteria -- however, some new hires do fall short • Each new hire has their unique strengths and weaknesses • Recruiters should identify each new hire's strengths and weaknesses and communicate these to the Trainer

8. Induction Training Why evaluate performance during induction training? • So that the Trainer may make the decision that is best for the call center • Graduate • Maintain • Terminate • Identify areas of development the production floor supervisors should be aware of

9. Induction Training Should every new hire graduate from training? • Are trainees improving on weaknesses identified during the hiring process • Are trainees maintaining the strengths identified during the hiring process • Are trainees performing at acceptable levels in the objective areas identified for induction training

10. Induction Training Training Objectives Induction training should have specific objectives and acceptable levels of performance the new hires are required to meet in order to pass to the production floor • Getting answers to the question • Willingness to accept and implement feedback • Voice qualities and skills • Maintains the respondent relationship • Reading verbatim • Accurate data/code entry • Recognizing and reacting to refusals • Identifying call backs

11. Induction Training Measuring Training Performance • An important aspect of performance management is "Attending to the Situation" this becomes most important during the training program. • Monitor trainees live calls • Observe role play activities • Review calling/dialing reports • Testing and assessments

12. The Production Floor • Identify areas of interviewer development • Make the continued employment decision • Identify interviewer performance challenges that may effect project performance Why evaluate performance on the production floor?

13. The Production Floor • When new interviewers have reached the production floor there are two main areas of performance that are measured: What to evaluate? Production & Quality

14. Production Completes per hour Incidence Refusal Rate Length Response Rate Contact Rate Quality Refusal Conversion Gaining Cooperation Getting Answers Controlling the Respondent Rapport/Phone Presence Data Entry The Production Floor

15. The Production Floor Measuring production floor performance • The main ways that performance on the production floor can be monitored and measured would include: • Monitor live calls • Review calling/dialing reports • Review of interviewer & project production reports

16. The Production Floor Should we retain every new interviewer? • Are new interviewers meeting set production and quality goals for their level? • These goals may be different from more experienced interviewers • Identify and deliver targeted up-training or retraining modules to address deficit areas • New interviewers often have common areas of challenge • Are new interviewers making forward progress, stagnating, or back sliding?

17. The Production Floor Should a new interviewer have the same performance expectations as more experienced interviewers?

18. The Production Floor Same performance expectations for new interviewers? At first – No • Determine the learning curve of new interviewers • Place performance expectations in line with the learning curve New Interviewer Learning Curve Performance Time

19. Managing Employee Performance

20. Performance management is the process of creating a work environment in which your employees are able to perform to the best of their abilities and are provided with the support they require to be successful. Performance management is an ongoing process that begins when a new employee assumes their role and ends when they leave the company. Managing employee performance is not an easy task. It is a critical task because performance, both poor and acceptable, impacts your teams productivity, harmony, and morale. Performance Management What is Performance Management?

21. Performance Management Cycle 1. Clear understanding of objectives and expectations 2. Continuous performance monitoring 3. Consistent and constructive feedback 4. Continued development and training 5. Record keeping 6. Repeat

22. Performance Management Cycle 1. Clear understanding of objectives and expectations • Have you met with your new interviewer and discussed your expectations for their performance? • Have you reviewed the metrics their performance will be measured against? • Do they understand how these measurements are derived and how their performance affects them? • Does the new interviewer understand the progress expected of them?

23. Performance Management Cycle 2. Continuous performance monitoring • Review new interviewer performance timely and regularly • Review reports, but temper with observation • Ask the interviewer to evaluate their performance

24. Performance Management Cycle 3. Consistent and constructive feedback • Feedback should be timely • Feedback should be regular • Follow the rules of "good feedback"

25. Performance Management Cycle 4. Continued development and training • Provide the necessary development and training that will help to assure the success of the new hire • Be sure to show the WIIFM, how the training will improve their success as an interviewer

26. Performance Management Cycle 5. Record keeping • Record keeping is necessary in any performance improvement scenario • Gives you continued groundwork for future evaluation and development • Necessary when disciplinary actions are required

27. Performance Management Cycle 6. Repeat • Performance management is an ongoing process, beginning when the interviewer assumes their role and ending when they leave the company

28. Defining Poor Performance • Poor performance is defined by a variety of factors, some organization specific, some role specific, some specific to the individual. • Lack of knowledge • Unclear expectations • Lack of support • Inconsistency from superior

29. Defining Poor Performance • New interviewers should not be expected to "figure it out on their own" • New interviewers need the proper knowledge and ongoing training to effectively function in their role 1. Lack of knowledge

30. Defining Poor Performance 2. Unclear expectations • New interviewers may not understand the bigger picture of what is required of them to do the job • Supervisors should have one-on-one discussions with new team members to discuss their expectations of the new interviewer

31. Defining Poor Performance Ongoing development and interaction is required to assure a more successful interviewer. Support increased the interviewers confidence, gets them more involved, and allows them to strive to do a better job 3. Lack of support

32. Defining Poor Performance Mixed messages, unclear directives, and poorly defined measurements can be some of the issues at the root of interviewers poor performance 4. Inconsistency from superiors

33. Handling Poor Performance • Attend to the situation • Recognize the issue • Involve the interviewer • Stress the positives • Set goals and timelines • Reassess progress

34. Handling Poor Performance Evaluating performance is an ongoing activity. Correction of poor performance and recognition of acceptable performance should be recognized and acted upon in a timely fashion. 1. Attend to the situation

35. Handling Poor Performance 2. Recognize the issue • Be sure you understand the issue and how it is affecting performance. • Review associated reports and quality evaluations to identify areas of development • Be able to associate the interviewer performance with their success and the success of the project or team

36. Handling Poor Performance Involve the interviewer in identifying what is driving their performance Allow them to help establish what development they need and will receive as well as time frame and expected performance 3. Involve the interviewer

37. Handling Poor Performance Attempt to balance the developmental areas with areas the interviewer is doing well Identify the interviewer’s strengths and how these can be used to improve their weaknesses 4. Stress the positives

38. Handling Poor Performance Partner with the employee to determine manageable improvement targets and identify milestone targets 5. Select goals and timelines

39. Handling Poor Performance Reassess the employees performance to identify improvement or if additional development will be necessary 6. Reassess progress

40. In Summary – The Overall Goal… To find Interviewers who will enjoy the job, do it well,and stay on the job long enough for the organization to recoup the expense of hiring and training them.