A Harvard Business Review article warned business leaders of “Vanity Metrics”, or numbers that look good on paper but don’t give any insight into action that needs to be taken. We’re not talking about that. Too often we use metrics as the whip to keep our people in line. We punish our customer service teams with the metrics whip until we start seeing the results we think we should have.
Because of this, customer service team members generally HATE metrics. And that’s a problem if you want to deliver fantastic customer service on a consistent basis.
Martin Klubeck wrote the book “Metrics: How to Improve Key Business Results” which gives a fantastic insight into how to REALLY use metrics effectively in business, especially in customer service. The problem with how metrics are used today is that we destroy employee morale by beating them with metrics.
For example, “Conversion rate is at .98%, let’s make it a 2% by end of the year.” We then slave drive our teams into working harder, longer, and cut incentives and rewards until the desired metrics number is increased. The result? Your metrics number may go up, but it may also go down. You haven’t outlined any actionable plan that will help drive that statistic. The greater the pressure to achieve, the greater the incentive for your people to cut corners and cheat on quality in order to get the result.
Properly used, though, metrics should be an exiting component of a customer service strategy. If you’re using metrics correctly, your customer service team members should LOVE them, celebrate them, and constantly be thinking about and asking about metrics because of what it represents to them and their team.
1. Metrics tell a complete customer service story
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Lisez cet article : 3 Reasons Your People Should Love Customer Service Metrics
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