'A credit card company was faced with something apparently inscrutable: A negative correlation between its internal subjective perceptions of customer service and what customers actually thought, so much so that what the company defined as good service was actually bad service, and vice versa.
But the company assumed it was doing the right thing because the employees followed predetermined steps with perfect compliance, reads a narrative in Breaking the Fear Barrier by Tom Rieger (Gallup). When the company started letting customers rate their service encounter experiences and employees delivered on those expectations while still ensuring compliance with legal requirements and policy, service ratings skyrocketed, Rieger continues.
Performance metrics
The key takeaway from the tale is that subjectivity can stoke fear. Explains Rieger that when organisations base performance metrics on clearly communicated and achievable targets that pertain to objective outcomes, then everyone knows exactly what they need to do. “But when performance is determined subjectively, based on nothing more than a supervisor's opinion, an organisation opens itself up to this courage killer.” (Source: Reward the courageous employee, D. Murali, Business Line)
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