Every manager has his own expectations about his individual performance. However, the managerial performance measured based on the overall team performance. In many cases, managers found competitive and high performing, however, his team shows abysmal performance.
Each department has its own metric to measure for performance. For example, marketing department performance based on effectiveness of marketing campaign, lead generation, and brand awareness, sales department performance based on net sales amount versus budgeted, percentage of sales returns versus total sales etc. The measurement system is mostly quantitative.
Nevertheless, performance measurement of service department such as information systems considered mostly qualitative. How one can determine kind of performance parameters measured for a service department? In information systems department, for example, we measure the time to resolve a technical support ticket, in addition to, measuring database server, mail server, and internet availability. Notwithstanding, most of performance metrics are highly automated. They are easy to measure, monitor, and enhance. The question is, however, how to measure service employee performance?
The manager needs to define her own set of qualitative performance parameters. To make qualitative analysis, the manager may chose to develop a 360-degree survey to capture data from all actors on the stage or stakeholders. They are the manager, his team members, and, indeed, his customers.
The 360-degree survey designed to collect feedback in a concise and unambiguous multiple-choice type of questionnaire from the manager, his staff, and his customers. Further, the manager can take the help of Human Resource Development department to design the survey.
Survey, so designed, eventually provides side-by-side comparison of all three responses. Once survey completed, the manager can compile the survey results and find out the gap between perceptions of departmental performance in three different perspectives. They are of managerial, staff, and customers.
This survey helps the manager to identify areas for improvement. They related to overall technical proficiency, staff responsiveness, and image, to name few. More often than not, survey result throws surprising, if not shocking, revelations during comparison. Once the manager knows weak areas in his department, he can call team meeting, discuss the survey results, and draw an action plan to reduce or eliminate the gap that exposed by survey exercise. If this done properly, the manager can effectively enhance the quality of service delivered to his customers. You can delight your customer with better knowledge of their needs.
Managerial Performance Measurement and Feedback System for Service Departments
No comments:
Post a Comment