Customer service metrics are MUCH more than a number, they’re the key to tell your people where they’ve been, where they are, and where they can go in their quest to deliver an exceptional customer service experience.
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?
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