In a statistical driven environment such as the case of a calling center, an objective appraisal measure of job performance is necessary to pin points and distinguish performs between the agents and their counterparts, the first point an analyst might need to impose is to be able to create evaluations or metrics which are relevant to job, measures which reflect back to the performance of the associate performance and related to what constitutes a successful execution of the job tasks. The calling center relies on three metrics which to measure performance with, first is average handle time (AHT), in which here this metric measure the amount of seconds it took for the agent to complete a client 's request, the lower the AHT, the better performance,
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was his/her tone professional? would you recommend the bank to your friends and family, etc. NPS goals is not only as a way to asses the agent proficiency about the bank’s product in a certain call, but it works also the agent 's ability to work as a promoter to the bank, as the results are provided to the manager in regards to an agent 's NPS performance, a rating is provided through the result of assessment which ranges the promotion level to the bank between detractor ( the cardholder would never recommend the bank to any of his/her relatives and would advise against it) passive (not upset with the bank, but yet would not recommend against or for the bank) and promoter (the cardholder is pleased with the bank and agents service and would recommend the bank’s service to other). NPS can be argued as an subjective performance appraisal for both the agents and the bank performance, but yet it is applied as objective on the agents, as scales of detractor, passive and promoter are eventually accounted as a statistic and compared against the agent performance to the required benchmark. In addition, Financial performance is also an important part of the performance appraisal, the bank sell a range of different type of products, dividing from insurance policies which spans from medical, travel and car rental insurances, to credit card limit increases, secondary cardholder approvals, and electronic balance transfer processing. The performance is measured here by the amount of products are sold within a given month, as the goals differ from one month to
was his/her tone professional? would you recommend the bank to your friends and family, etc. NPS goals is not only as a way to asses the agent proficiency about the bank’s product in a certain call, but it works also the agent 's ability to work as a promoter to the bank, as the results are provided to the manager in regards to an agent 's NPS performance, a rating is provided through the result of assessment which ranges the promotion level to the bank between detractor ( the cardholder would never recommend the bank to any of his/her relatives and would advise against it) passive (not upset with the bank, but yet would not recommend against or for the bank) and promoter (the cardholder is pleased with the bank and agents service and would recommend the bank’s service to other). NPS can be argued as an subjective performance appraisal for both the agents and the bank performance, but yet it is applied as objective on the agents, as scales of detractor, passive and promoter are eventually accounted as a statistic and compared against the agent performance to the required benchmark. In addition, Financial performance is also an important part of the performance appraisal, the bank sell a range of different type of products, dividing from insurance policies which spans from medical, travel and car rental insurances, to credit card limit increases, secondary cardholder approvals, and electronic balance transfer processing. The performance is measured here by the amount of products are sold within a given month, as the goals differ from one month to