Findings of the performance review

Area of concern
The customer service call centre has been experiencing problems with
customer satisfaction, efficiency, staff morale and engagement. This area is
dragging down the bank’s overall brand strength.
Russell Jack man manages the call centre. He is aware that performance of
the call centre is below the expectations of senior management and shareholders.

The data that has been collected:

1. Customer satisfaction survey results
2. Staff engagement results
3. Call Centre KPIs as part of the Customer Service Call Centre’s balanced
scorecard

Method
1. Customer Satisfaction Survey (CSS) which is send via email to customers.
The CSS has been conducted every 6 months, one in May and another in
November, for the past four years.
2. An Employee Engagement Survey (EES) through Viv Richards Consulting
(VRC) across all departments. From April 2007 and the survey has been
done annually by VRC every April since then. The questions VRC have
asked in their survey have not changed since the first one 5 years ago.
3. The Customer Service Department Call Centre uses a number of key
performance indicators as part of its Balanced Scorecard reporting ad
performance assessment process. The KPIs for the past 8 quarters (2
years), grouped into their Balanced Scorecard categories, are listed
below: