Reference no: EM133792847

Assignment

Provide constructive feedback to team members to develop and improve their performance.

Read the case study and write constructive feedback that manager would provide to employee. Use suggestions below as guidelines to write constructive feedback

Alice has been looking at the call statistics for her team. Although team members aren't set targets for call duration, the times are monitored. One team member, Saroya, seems to have much shorter calls than the others, and takes about 20% more calls in a day. Alice listens in to some of her calls and then goes to speak to her.
Alice: "Saroya, I noticed that you are taking more calls than everyone else. When I listened in to some I felt that you weren't letting people tell you exactly what they wanted. It was all a little bit rushed. We like to give our customers full attention, you know."
Saroya: "I know, but when I worked at National Direct Bank we had to keep calls as short as possible. I find it really difficult not to do the same."
Alice: "I know, but it is important, Would you like me to sit with you for a while and coach you?"
Saroya: "Yes, that would be really useful. Thanks."

Some suggestions to follow when providing feedback to employees:
Advise the employee the specifics of the behaviour and how the behaviour is affecting their work.
Be specific and compare current performance to expected performance or behaviour. Give examples.
Avoid comparing the employee with other employees.
Show empathy - explain your understanding of the situation.
Be a positive listener - let the employee know your understanding of the situation.
Negative feedback is best delivered using a technique called the „Positive-Negative-Positive" sandwich.
Establish how and when to follow up on commitments for improvement. There should also be a date set to review.
Close on a friendly note ensuring that anything raised in the discussion will be kept confidential.
Encourage the employee to keep open lines of communication for future discussion.

Sam: "I work for National Direct Bank. I'm a team leader in their call centre. What about you, what are you doing?"
Alice: "That's weird! I'm a team leader, except for Premier Trust, in their call centre. I love it. What about you?"
Sam: "I hate it. All the time it's ‘Keep the calls quick. Don't let people talk too much. You must make more calls a day.' We're monitored on how long each call takes, how many we take an hour, how long we spend not taking calls. It's a nightmare."
Alice: "That's awful. We're really different. Although I do keep a record of how many calls everyone deals with, and how long they take, the bank don't make any fuss about it, it's just to see if someone's having problems and to make sure we've got enough people on. The one thing the managers keep close tabs on is customer satisfaction.
"They survey 500 people a month and ask how well they were dealt with. We get the highest satisfaction rates and the lowest call back rates in the industry. We also have the highest level of customer recommendation and the lowest level of customers leaving us."
Sam: "We're always getting people call back because their problem wasn't solved. The trouble is, all we want to do is fob them off and get on to the next call."