mprove performance. Coaching is best done in a one-on-one setting using self discovery dialog. By coaching throughout the review period supervisors provide opportunities for team members to reach and exceed their performance goals and objectives.

Performance Reviews

At the end of the review period, the supervisor and team member meet to discuss each performance-expectation and the employee's actual performance and results. This is the annual performance review. A performance rating is assigned for each principal function based on the comparison between the performance expectation and the employee's actual performance. An overal

Establishing an effective performance management system, with-in the call center/customer service arena, is critical when you desire to deliver "best in class" service and sales.

Outlined below is an example of an effective model that you can utilize in your department to deliver exceptional performance. I like to refer to this as the performance management cycle:

The Performance Management Cycle has four elements:

1. Setting goals and objectives;

2. providing ongoing feedback;

3. coaching, and

4. performance reviews

These elements are described below.

Setting goals and objectives

The first element of the cycle is setting goals and objectives. This phase includes supervisor-employee meetings and discussions about the goals and objectives that will be measured during the review period.

One of the most important parts of the performance management process is the communication of these goals and objectives. If the representative is a new employee, the goals and objectives are clear; the efforts are focused on the employee meeting goals to be effective at their new position.

If the representative is a more tenured employee the focus will be on meeting or exceeding existing goals, setting new goals and ongoing development.

The purpose of this meeting is to come to an understanding of the primary functions and the levels of performance expected for "Good" performance. The supervisor and the employee work to resolve any items that are unclear. Any activities included in the development plan are also discussed. Employee input is encouraged.

However, management retains the authority and responsibility for determining the content of the work plan. These goals and objectives become the road map for success for the manager and employee.

Providing Ongoing Feedback

The second element of the cycle is ongoing feedback. Managing includes day-to-day supervision, training, reinforcing, tracking actual performance, and discussing employee progress toward achieving the performance expectations of the goals and objectives. Supervisors must provide feedback related to these day-to-day findings in order for the representative to be aware of their performance.

Ongoing feedback provides opportunities for the team member to improve. This feedback does not have to take up a lot of time, but it should be specific, timely and consistent.

Coaching

Using the Performance Management Cycle managers and supervisors must observe behaviors and then coach to improve performance. Coaching is best done in a one-on-one setting using self discovery dialog. By coaching throughout the review period supervisors provide opportunities for team members to reach and exceed their performance goals and objectives.

Performance Reviews

At the end of the review period, the supervisor and team member meet to discuss each performance-expectation and the employee's actual performance and results. This is the annual performance review. A performance rating is assigned for each principal function based on the comparison between the performance expectation and the employee's actual performance. An overal

ctives

The first element of the cycle is setting goals and objectives. This phase includes supervisor-employee meetings and discussions about the goals and objectives that will be measured during the review period.

One of the most important parts of the performance management process is the communication of these goals and objectives. If the representative is a new employee, the goals and objectives are clear; the efforts are focused on the employee meeting goals to be effective at their new position.

If the representative is a more tenured employee the focus will be on meeting or exceeding existing goals, setting new goals and ongoing development.

The purpose of this meeting is to come to an understanding of the primary functions and the levels of performance expected for "Good" performance. The supervisor and the employee work to resolve any items that are unclear. Any activities included in the development plan are also discussed. Employee input is encouraged.

However, management retains the authority and responsibility for determining the content of the work plan. These goals and objectives become the road map for success for the manager and employee.

Providing Ongoing Feedback

The second element of the cycle is ongoing feedback. Managing includes day-to-day supervision, training, reinforcing, tracking actual performance, and discussing employee progress toward achieving the performance expectations of the goals and objectives. Supervisors must provide feedback related to these day-to-day findings in order for the representative to be aware of their performance.

Ongoing feedback provides opportunities for the team member to improve. This feedback does not have to take up a lot of time, but it should be specific, timely and consistent.

Coaching

Using the Performance Management Cycle managers and supervisors must observe behaviors and then coach to improve performance. Coaching is best done in a one-on-one setting using self discovery dialog. By coaching throughout the review period supervisors provide opportunities for team members to reach and exceed their performance goals and objectives.

Performance Reviews

At the end of the review period, the supervisor and team member meet to discuss each performance-expectation and the employee's actual performance and results. This is the annual performance review. A performance rating is assigned for each principal function based on the comparison between the performance expectation and the employee's actual performance. An overal

and ongoing development.

The purpose of this meeting is to come to an understanding of the primary functions and the levels of performance expected for "Good" performance. The supervisor and the employee work to resolve any items that are unclear. Any activities included in the development plan are also discussed. Employee input is encouraged.

However, management retains the authority and responsibility for determining the content of the work plan. These goals and objectives become the road map for success for the manager and employee.

Providing Ongoing Feedback

The second element of the cycle is ongoing feedback. Managing includes day-to-day supervision, training, reinforcing, tracking actual performance, and discussing employee progress toward achieving the performance expectations of the goals and objectives. Supervisors must provide feedback related to these day-to-day findings in order for the representative to be aware of their performance.

Ongoing feedback provides opportunities for the team member to improve. This feedback does not have to take up a lot of time, but it should be specific, timely and consistent.

Coaching

Using the Performance Management Cycle managers and supervisors must observe behaviors and then coach to improve performance. Coaching is best done in a one-on-one setting using self discovery dialog. By coaching throughout the review period supervisors provide opportunities for team members to reach and exceed their performance goals and objectives.

Performance Reviews

At the end of the review period, the supervisor and team member meet to discuss each performance-expectation and the employee's actual performance and results. This is the annual performance review. A performance rating is assigned for each principal function based on the comparison between the performance expectation and the employee's actual performance. An overal

anaging includes day-to-day supervision, training, reinforcing, tracking actual performance, and discussing employee progress toward achieving the performance expectations of the goals and objectives. Supervisors must provide feedback related to these day-to-day findings in order for the representative to be aware of their performance.

Ongoing feedback provides opportunities for the team member to improve. This feedback does not have to take up a lot of time, but it should be specific, timely and consistent.

Coaching

Using the Performance Management Cycle managers and supervisors must observe behaviors and then coach to improve performance. Coaching is best done in a one-on-one setting using self discovery dialog. By coaching throughout the review period supervisors provide opportunities for team members to reach and exceed their performance goals and objectives.

Performance Reviews

At the end of the review period, the supervisor and team member meet to discuss each performance-expectation and the employee's actual performance and results. This is the annual performance review. A performance rating is assigned for each principal function based on the comparison between the performance expectation and the employee's actual performance. An overal

mprove performance. Coaching is best done in a one-on-one setting using self discovery dialog. By coaching throughout the review period supervisors provide opportunities for team members to reach and exceed their performance goals and objectives.

Performance Reviews

At the end of the review period, the supervisor and team member meet to discuss each performance-expectation and the employee's actual performance and results. This is the annual performance review. A performance rating is assigned for each principal function based on the comparison between the performance expectation and the employee's actual performance. An overall evaluation is also assigned. New goals and objectives are created based on the level of performance displayed during the review period.

My recommendation is to go a step further and conduct mini reviews on a monthly basis. This gives the employee an opportunity to correct any behavior or performance issues, helps faciliate ongoing feedback, improves morale and helps you achieve your goals quicker.