What should a manager do when an employee’s performance falls short? Consider the following scenario: An employee isn’t reaching his personal performance requirements. Maybe his sales are low, his ability to open new accounts is subpar or he receives weaker customer satisfaction scores than his colleagues. During a performance review, the employee is informed of his low performance, and feels pressure to improve. He worries about his job security and thinks if he simply tries harder, he’ll achieve better results. However, two weeks later, his willpower is drained and he resorts to the same ineffective behaviors.
In this scenario, the employee gets lost in a cloud of ambiguity and stress. Employees want to perform well, and when they don’t, managers need to treat the moment as an opportunity to teach, rather than to scold. Benchmarking makes this teaching moment possible.
Benchmarking is the process companies use to identify and establish key performance standards, or benchmarks, and measure their performance against those standards over time. These standards are usually achieved by quantifying performance based on customer feedback scores. Coaching employees to achieve benchmarks is highly effective for a few reasons:
When a manager discusses poor performance with an employee, the conversation feels highly personal. However, the ability to look at a benchmarking score as an external performance metric helps things feel less personal, and shifts the conversation in a positive way. Rather than the manager telling the employee he’s underperforming, the manager speaks in terms of improving customer relationships through specific behaviors. The result of a non-personal conversation leaves the employee feeling supported, rather than attacked.
Benchmarking helps managers give specific feedback and learn about their employee’s personality traits. Different personality types yield different performance strengths and weaknesses. For example, an extroverted, persuasive personality may do well to promote add-on purchases, but rub certain customers the wrong way by being too abrasive. Conversely, a perceptive and introverted personality may do well at highly analytical tasks for high-maintenance customers. Benchmarking illustrates performance strengths and weaknesses in clear terms the manager and employee can look at together. Additionally, this process gives an opportunity to talk about the employee’s highest scores. The manager learns about the behaviors which achieve stand-out scores, and the behaviors are taught across the company as a best practice.
Benchmarking is done using scales, such as a numeric 1-10 scale. Seemingly small differences, like a customer giving a “7” versus an “8” in overall experience, have major implications in terms of the loyalty of the customer and the customer’s likelihood to recommend the brand to others. Therefore, employees should be encouraged with realistic and specific targets. When an employee is told he isn’t doing well enough, he might feel discouraged. A good manager offers specific strategies to employ, and encourages the individual to see if he can improve his score marginally over the next three months, maybe from a score of 7.5 to 7.8. Presented in this context, the goal feels realistic and achievable, easing the anxiety of the employee and inspiring hope that the strategies recommended by the manager will work.
Good managers should always consider the emotional impact of the feedback they give their employees, make sure their feedback is precise and give the employee a clearly defined path to success. CSP’s Manager Development and Training uses Voice of the Customer data to coach managers and employees on the specific behaviors that improve key drivers of both employees’ engagement and customers’ satisfaction.