Secondly, the evaluation criteria should adhere to the principle of moderation. If the evaluation criteria are too strict, the evaluation results will make some people lose their enthusiasm for work. If the evaluation standard is too loose, it will not help to spur and motivate employees. Only when the evaluation criteria are designed loosely and appropriately can performance evaluation really play its role. Third, we should set evaluation indicators according to the nature of different positions. The setting of evaluation indicators cannot be "one size fits all". After all, the nature and characteristics of each job are different. For example, it is obviously inappropriate to ask business personnel to pay attention to attendance like security personnel. Combining evaluation indicators with work characteristics can not only improve the scientificity of overall performance evaluation, but also help organizational members to accept performance evaluation. Fourth, the formulation of evaluation indicators must go through democratic consensus. This is mainly to ensure the fairness and rationality of the evaluation index. 3. Training the personnel in charge of performance evaluation is a very important job, which is easily interfered by human factors. On the basis of ensuring that the feedback information of performance evaluation is true and reliable, it is necessary for us to carry out relevant training for such personnel, so that they can promote the performance evaluation work realistically with noble professional ethics and high work skills. Of course, the first step in training personnel in charge of performance evaluation is to define performance assessors. The so-called performance evaluator refers to the members of relevant organizations who participate in enterprise performance evaluation. Specifically, there are six types of performance evaluators: direct superiors, colleagues at the same level, direct subordinates, the assessed himself, customers, external evaluation experts or consultants. Only when the performance evaluators are clear can evaluation training be carried out in a targeted manner. As for the content of training, it mainly starts with professional ethics, job requirements and skills. Professional ethics training refers to shaping the evaluator's responsible work attitude and work spirit through learning and cognition of stakeholders. The training of job skills is mainly to let examiners know how to choose evaluation tools, how to grasp evaluation standards and how to interpret relevant policies of enterprises. 4. Implementation stage of performance evaluation The implementation stage is the key stage of the whole performance management. Because the effect of implementation will directly relate to the fairness of performance evaluation results, and then to the correctness and operability of human resource management policies formulated according to the evaluation results. As far as the implementation of evaluation is concerned, it mainly includes two aspects: first, the selection of performance evaluation methods. How to choose the appropriate method to obtain true and reliable performance information after drawing up performance indicators is still a key issue to be grasped.
The second is to monitor the implementation process, focusing on preventing the implementation details from deviating from the performance plan. 5. The feedback communication stage of performance evaluation results is ignored or despised in many enterprises. Before the results of performance summary are fed back to employees, we should communicate formally and effectively with employees in time to discuss the existing problems and formulate corresponding countermeasures. The essence of carrying out feedback communication is a process of enhancing the humanistic care and cohesion of the organization and realizing the mutual benefit of the enterprise goals. Through the performance feedback interview, it not only expresses the organization's concern for employees, enhances employees' sense of organizational belonging and job satisfaction, but also helps employees find the reasons for poor performance, and makes plans for the next performance cycle with employees to improve employees' performance and promote personal career development. In the implementation of performance feedback communication, we should pay attention to the following issues: 1) classification of communication objects. The first step to implement feedback communication is to classify the appraisees according to the information reflected in the evaluation form and evaluation results. According to the evaluation forms and results, the communication objects are classified from horizontal and vertical levels. 2) Positioning of the overall goal and sub-goal of performance communication. The overall goal of performance communication is to improve employees' work performance through communication with employees, thus promoting the realization of corporate strategic goals. The sub-goal of establishing performance management is actually the communication expectation for each specific communication. What information should I convey to employees through this communication? What kind of communication effect should be achieved after communication, and some more specific and detailed goals. However, it should be noted that the establishment of sub-goals must be targeted, and the basic information should be extracted from the evaluation table and job analysis table. 3) Comprehensive interpretation of performance appraisal results. To interpret the results of performance appraisal, we should complete four questions: first, what should the communication object do; Second, what did the communication object do; Third, why do the communication objects get such evaluation results; Fourth, in what direction should the communication object be improved? 4) Choose the right place and opportunity. Generally, the appropriate communication time should be chosen in a time period that is recognized by both parties and has free time. Shu Yue's communication environment should be able to make communication undisturbed, such as personnel entering and leaving, telephone ringing, etc. 5) Develop a communication outline. Specifically, the communication outline should be divided into two categories. One is the communication plan, which is mainly a pre-arrangement of the whole communication process, such as when and where to communicate and who should participate in the communication. The other is the interview outline, which mainly refines the communication arrangements of specific communication objects, such as what questions to ask, how to record them and which questions to ask first. When formulating the communication outline, we should pay attention to pertinence and selectivity, on the one hand, we should achieve good results in performance communication, on the other hand, we should pay attention to communication efficiency.
6. In the application stage of performance evaluation results, performance evaluation results are mainly concentrated in two aspects: on the one hand, performance rewards and punishments, such as the adjustment of employees' salaries, the promotion or punishment of relevant personnel, and the issuance of performance bonuses; On the other hand, it is performance improvement, and enterprises need to make the performance improvement plan for the next cycle through the problems reflected by the performance evaluation results. As far as the relationship between the two aspects is concerned, they complement each other, promote each other and develop. Performance incentives mainly adopt the strategy of combining positive incentives with negative incentives, adhere to the fair principle of giving key rewards to this reward and giving strong punishment to this punishment, and avoid entering the situation where rewards and punishments are invalid. The characteristics of customer service performance management 1 emphasize that systematic customer service performance management is a complete system, not a simple step. However, in theoretical elaboration and management practice, we will encounter such a problem: equating performance management with performance appraisal. Therefore, when many enterprises implement performance management, they often think that they have done performance management by making a performance appraisal form and quantifying the assessment indicators, and implementing the assessment at the end of the year. In fact, the most important work in the implementation of performance management is to set goals, communicate management, and some necessary performance management skills and skills. If performance management ignores these tasks, the performance management of enterprises is at a low level. We must treat performance management systematically and strategically. 2. Emphasize that target customer service performance management should also focus on target management, and the target+communication performance management model is widely advocated and used. When the enterprise goals are clear, employees know the direction of efforts, and managers also know how to better manage employees through their goals and provide support and help. Managers and employees will be more United, * * * committed to the realization of performance goals, * * * improve performance capabilities, and better serve the strategic planning and long-term goals of enterprises. 3. Emphasize the decisive role of communication in customer service performance management. Making performance, helping employees achieve goals, year-end evaluation, analyzing reasons and seeking progress all require communication. In short, the process of performance management is the process of continuous communication between employees and managers. Without communication, the performance management of enterprises will become a mere formality. Performance management needs to devote itself to the improvement of management communication, comprehensively improve managers' communication awareness and skills, and then improve the management level and quality of enterprises. Customer service performance management scheme 1. Purpose 1. Standardize the daily sales work of the customer service team of the company's online shop, and clarify the scope and focus of work.
2. Make the company reasonably control the work of the customer service team and make clear the assessment basis. 3. Encourage the advanced and promote development. Second, the scope of the online store customer service group Third, the assessment cycle adopts the method of monthly assessment to assess the work performance of the online store customer service group staff in the current month. The implementation time of assessment is June 7th, 20 1 1 year. Four. Assessment contents and indicators (1) Assessment contents 1, service-oriented communication (consulting conversion rate, average response time, customer churn rate), order-oriented communication (total order amount, effective order proportion, payment proportion, refund proportion, average customer unit price), and other categories (customer complaint proportion, abnormal order proportion). 2. Manage the timely submission of company reports, the authenticity of report data and the overall quality of reports. (II) Data source of assessment indicators 1, and real-time monitoring of relevant performance software. 2. Visit the Customer Service Group. Five, the implementation of performance appraisal assessment is divided into self-evaluation and store manager assessment. The weights and assessment contents of the two types of assessment subjects are shown in the following table. The weight assessment of appraisers focuses on the completion of 30% of the appraisers' work tasks and 70% of the managers' "work performance, work ability, work cooperation and service". The intransitive verb evaluation results should be 1, ranking first in the comprehensive monthly evaluation, with a reward of 100 yuan; At the end of the comprehensive ranking, deduct the commission 100 yuan. 2. Rank the last two in the monthly performance appraisal comprehensively, carefully analyze the reasons for backwardness, find improvement measures for the reasons, and submit the rectification plan within one week after the monthly performance appraisal report is issued. 3 for three consecutive months (quarterly) comprehensive evaluation ranked last, considering post adjustment. What are the methods of customer service performance management?
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What are the methods of customer service performance management?
What are the methods of customer service performance management?
Customer service performance management is a performance management scheme formulated by many companies, so many customers should understand the content of customer service performance management. The following is a careful recommendation of customer service performance management skills, hoping to help you.
Customer service performance management method
1, performance planning stage
Performance planning refers to a management process in which managers and employees discuss and communicate with each other on the time, responsibility, method and process of achieving goals, so as to determine what kind of work employees use to complete and what kind of performance goals are achieved. The performance plan mainly includes two parts, one is the specific plan for the implementation of performance management, and the other is the determination of performance objectives. Generally speaking, to formulate a specific performance implementation plan is mainly to plan the whole process of performance management from tasks, time, methods, macro and micro levels, such as what work to be carried out in a specific time period, who will do it, and what level and level the specific effect will reach. When making a specific performance implementation plan, it should be noted that the performance implementation plan should be practical and detailed, and not grandiose.
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To formulate performance goals, enterprises need to grasp two key issues: first, performance goals should come from and support the realization of corporate strategic goals; Second, try to use participatory methods to formulate performance goals that are recognized by the majority of employees. Only the performance goals recognized by both enterprises and employees can have a substantial incentive and guiding role for employees. A feasible performance goal should generally do well in three aspects: first, make clear the future strategic goal of the enterprise; Second, clarify the responsibilities of departments and posts; Third, we should understand the internal and external environment of enterprises and departments when setting performance goals.
2, the preparation stage of performance evaluation index
Generally speaking, the establishment of performance evaluation indicators can be set by SMART principle, and s stands for Specific, which means that performance evaluation should pay attention to specific indicators; M stands for measurable, which means that performance indicators should be quantified and analyzed as much as possible; A stands for achievable; R stands for Realisitic, which means that performance indicators are real, measurable and observable; T stands for time limit, which means that there is a specific time limit for completing performance indicators.