Discovering Best Practices From Your Team Fin Analytics
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Discovering Best Practices From Your Team


Frequently specific front line team members know more about the best practices for running your workflows than even managers. How do you identify the ‘best’ team members at given workflows and help your team learn their process?


There is no such thing as a ‘best’ operations agent. In reality, different people are good at different things. One agent might be the fastest at a certain type of task, while another agent sets the bar on quality. And these leaderboards may change from week to week, depending on a number of factors.

As we get more scientific about measuring and instrumenting operations and CX work, we need to let go of the notion of the ‘ideal’ agent, and instead look at these metrics with an aim to uncover individual strengths and weaknesses.

Once you can begin to recognize individual agents for their unique abilities and experience, you begin to unlock opportunities for coaching and improvement at the peer-to-peer level.

How to Identify Top Performers

Identifying your top performers can be hard if you only look at averages of performance statistics, such as number of tickets closed, or CSAT. To get a real picture, you have to cut the data and go deeper to understand who is best at what.

First, you can look by workflow. It’s fairly easy to see by examining the data that different people are differently talented at different workflows. Start by looking at CSAT scores, close rates, first contact resolution rates, or some other outcome metric by agent across different workflows, and you will start to see who is consistently setting the bar for which types of tasks.

Or, to be even more granular in your analysis, look at the data broken out by tool usage. In doing so, you’ll be able to see which agents are good at using which tools, who navigates the tool/resource most efficiently, who does the least amount of rework (measured by screen behavior), and more.

Every person has something they’re good at and something at which they could improve. The key is to identify where these strengths and weaknesses exist, and use them to inform the entire group.

Creating a Culture of Transparency

People are usually quite self aware when it comes to recognizing what they’re good at and what they struggle with at work. The benefit of surfacing the data, recognizing agents for their good work, is that you can create a culture where people are willing and able to talk about their own strengths and weaknesses, and be open to feedback that helps them to improve.

Many orgs focus solely on metrics that are zero-sum, or overly competitive, and in doing so, create a negative culture of competition, causing agents to be reluctant to ask for help or admit where they are struggling.

The more you can help create a culture where you’re highlighting what people are good at, offering support to those who are struggling, and having even your top performers be vulnerable to their peers about where they’re looking to improve, the more your team will be willing to identify where they can improve.

Conclusion

Everyone needs help on something. By using data to recognize top performers, foster peer-to-peer learning, and create a culture of transparency, you are equipping your team to own and drive their own success in their work.


GET STARTED WITH FIN ANALYTICS

Fin Analytics gives your team ‘full funnel’ insights into your team’s work. Continuous live video and action logging you get the insights you need to provide better coaching and training, and the analytics you need to know where to focus process and engineering resources

We are happy to share with you industry specific case studies, and give you a custom walkthrough of the tool, or you can review our