1. Performance
indicator A: The extent to which agencies recruit and promote those with
customer service skills. According to Yunus, there is need to avoid placing the
wrong people in sensitive positions, for example, frontline positions, and
direct supervisory and management positions. It should be noted however that
competencies can be used to improve job descriptions and selection criteria,
and inform training agendas.
2. Performance
Indicator B: The extent to which
agencies train staff appropriately in customer service methods-training is
relevant here and it needs to be done properly, and in a well-designed and
targeted way. As indicated above, desirably new training activities should be
competence based and devised after training needs analysis, aimed at
identifying competency gaps related to service delivery. Simulation methods may
be helpful, based on feedback from employees about their perception of service
delivery standards.
3. Performance
Indicator C: The extent to which agencies ensure internal support operations
are customer focused, so that front-line customer service staff get the same
quality of internal service that they are expected to give to the
organization’s external customers-without this quality of standards, there will
be internal stress which will flow through into the external environment. In
order words, external delivery standards will suffer; if internal standards of
service delivery are below average.
4. Performance
Indicator D: The extent to which staff is motivated to achieved a high level of
service to customers-this can involve special recognition and rewards for
contributions to improved service delivery. It is important that front-line
staff, and their managers, are placed in a career structure and look forward to
adequate remuneration and career path advancement.
5. Performance
Indicator E: The extent to which staffs are empowered to make decisions about
relevant aspects of their work-service can be more efficient, and enhanced, where
staff have the capacity and authority to make decision on the spot. Continually
referring routine decisions to a higher level is frustrating to customers, and
reduces the staff to a mere paper processor, who can end up feeling that their
work lacks meaning. Of course. Empowerment of this kind has to be carefully
linked with appropriate accountability arrangements.
6. Performance
Indicator F: The extent to which managers and executives have the competencies
to create and sustain a customer service environment-this recognizes the need
for senior managers and executives to play their part in improving services
delivery. It is not enough to pass the responsibility to junior staff and hope
for the best, while managerial attention is devoted to high level exchanges and
debating policy nuances. Therefore to determine whether an organization is
performing or not, takes a whole lot of things into consideration, not just
comparing input and output with the set standards.
Jim (2010)
performance indicator or key performance indicator (KPI) is a measure of
performance. According to him, such measures are commonly used to help an
organization define and evaluate how successful it is, typically in terms of
making progress towards its long-term organizational goals.
Key performance
indicator (KPI) can be specified by answering the question “what is really
important to the stakeholder”? It may be monitored using “Business Intelligence
Techniques (BIT)” to assess the present state of the business and assist in
prescribing a course of action. The act or practice of monitoring key
performance indicator in real-time is known as Business Activity Monitor (BAM). Key performance
indicators are frequently used to evaluate difficult to
measure
activities such as the benefits of leadership development, engagement, service
and satisfaction. Key performance indicators are typically tied to an
organizations strategy using concepts or techniques such as the ‘balanced
scorecard’.
A key
performance indicator differs depending on the nature of the organization and
the organization’s strategy. The help to evaluate the progress of an
organization towards its vision and long-term goals, especially towards
difficulties to quantify knowledge based goals.