CRYSTAL WIERL

On the surface the measurements were lagging indicators but as the process of reviewing the data became familiar and routine I could see opportunities to view the data differently. For example, technology measured phone volume in real time. This could be monitored and used to predict what we could expect that day. Operations resources were tasked with predicting this and making the necessary adjustments to how we allocated resources. Daily, weekly and monthly data was still collected but the method of collection was used to predict volumes at different access points and immediate changes could be made. Tracking absences and late arrivals could also be used to track patterns. This was used to predict future behaviour and adjust the schedule or have a conversation with the employee to aid in preventing the absence.   

 

The measurements also included volume at out of office locations. I had a continued focus on process improvements and efficiences and as the numbers were declining at these locations the phone traffic was increasing. By assessing the data I was able to decease the amount of locations we attended and the frequency, adding 2.5 resources to the areas we needed to meet higher volume demands and saving costs in travel.

 

Finally, quality service was measured through file reviews. It helped to identify those that could successfully achieve high volumes of clients and score well on file review results. By observing the behaviours, habits, skill sets, work ethic, computer techniques and discussing with those that performed high in both areas this was used to inform what training was needed and who could assist in that training to share their techniques. 

 

Did I meet my objectives?

• 95% of files had clearly documented decisions for service delivery and performance discussions took place with those struggling with this concept. This ensured good quality client service was being provided and that proper referrals and services were being delivered to aid the client in reaching a resolution to their issue.

• Through performance management plans all employee goals were aligned with the organization's strategic priorities and evolved over the three year period. Employees gained a good understanding of how to set measurements and saw the connection between their daily work and the organizational vision.

• Call volumes handled saw an increase monthly of 2-3% increasing overall from approximately 21% to a fluctuating average of 45-65%. By defining the administrative support roles more clearly, assigning specific responsibility, and providing training, it increased the support services they could provide to the front line staff allowing client facing staff to spend less time on adminstrative tasks and more time with clients.

 

Incorporating measurements into the business unit did have some challenges. There was resistence and concern that quantity would win over quality. Change management techniques were key in communicating performance results and issues effectively. Transparent communication was needed, as well as training. I found having individual conversations in addition to group meetings helpful to the transition. Over the three year period familiarity with the concepts of measurements increased and individuals became better at identifying them and setting them in their own performance management plans.