Suppose you are a human resource professional helping to improve the performance management system of a company that sells and services office equipment. The company operates a call centre that takes calls from customers having problems with their equipment. Call centre employees are supposed to verify that the problem is not one the customer can easily handle (e.g., equipment that will not operate because it has come unplugged). Then, if the problem is not resolved over the phone, the employees arrange for service technicians to visit the customer. The company can charge the customer only if a service technician visits, so performance management of the call centre employees focuses on productivity – how quickly they can complete a call and move on to the next caller. To measure this performance efficiently and accurately, the company uses employee monitoring.
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- What are the disadvantages of measuring performance in terms of number of calls?
- Besides productivity in terms of number of calls, what other performance measures should the performance management system include?
- How should the organization gather information about the other performance measures?
