1.

How to evaluate a customer service representative (menurut Spencer Frandsen):

Step One: Determine Your Criteria for Evaluation
There are no hard rules when it comes to evaluating a customer service representative. For some
companies, their biggest priority is not necessarily call volume, but rather the results of customer
satisfaction surveys. Other companies might put some emphasis on their post-call surveys, but
their main focus is on employing customer service reps who can handle a large volume of
calls quickly and efficiently.
Before you begin your evaluation procedure, its important to determine which qualities are most
important to you as an employer. While you should certainly look at both call times and
customer satisfaction, you should identify which of these is your biggest priority.
Step Two: Create a Call Time Spreadsheet
To evaluate call time, you need to have a system in place that creates an easy-to-read spreadsheet
that shows you how long calls took and how many calls a representative was able to handle in an
hour. No two companies will have the same preference for call times. Some companies do not
deal with complicated matters and therefore expect their customer representatives to handle
many calls in an hour. For technology or financial institutions, however, calls that last for over
an hour are not uncommon.
It is ultimately crucial that you have a system in place that allows you to easily track how long
your customer service reps are spending on the phone and how many calls, on average, they can
handle in an hour.
Step Three: Analyze Customer Feedback
It is imperative that your company conducts regular customer satisfaction surveys in order to
analyze your customer service department. For example, you may have a customer service
representative who processes few calls in an hour, but who receives only stellar reviews from the
customers that he or she assists. In that scenario, you have a representative who may not be fast,
but who pays attention to detail and truly handles customer inquiries.
Alternatively, you might find that you have a representative who handles a large volume of calls
in short time spans, but who consistently receives poor marks on customer satisfaction surveys.
In that scenario, you have a representative who is more interested in getting their call time
numbers up than they are in actually helping your customers.
Step Four: Listen to Calls
While survey and call time data is invaluable in an evaluation, nothing beats actually listening to
a call for yourself. When listening to a call, listen for whether or not the representative is
following the company-approved script. Monitor the representatives tone and determine if they
are consistently polite when dealing with callers. Listening to calls where a customer became
angry or upset is an invaluable tool in an observation. The ability to remain calm and polite when
dealing with an irate customer is one of the most important traits that a customer service
representative can possess.
Step Five: Talk to the Employee
The final step in any customer service representative evaluation is actually sitting down and
talking to the employee. This wont be where you analyze their performance, but rather where
you are able to directly listen to the representatives opinions about their own job performance
and future with the company.
This will also be where you address any concerns that you found during the course of the
evaluation. Not every representative will score excellently in all categories, as there is no such
thing as a perfect employee. However, it is during this one-on-one meeting where you will be
able to address specific concerns. If the employee is receptive and eager to grow with your
company, you will find that they make the corrections you suggest and improve over the coming
months. If not, it may be time to reconsider the individuals employment with your organization.

2. the prevention, appraisal, and external failure aspects of the cost-of-quality framework
might be applied to customer service processes:
Prevention costs are associated with the design, implementation and maintenance of the TQM
system. They are planned and incurred before actual operation, and could include:
Product or service requirements setting specications for incoming materials, processes,
nished products/services
Quality planning creation of plans for quality, reliability, operational, production, inspection
Quality assurance creation and maintenance of the quality system
Training development, preparation and maintenance of programmes
Appraisal costs are associated with the suppliers and customers evaluation of purchased
materials, processes, products and services to ensure they conform to specications. They could
include:
Verication checking of incoming material, process set-up, products against agreed
specications
Quality audits check that the quality system is functioning correctly
Vendor rating assessment and approval of suppliers, for products and services
External failure costs occur when the products or services fail to reach design quality
standards, but are not detected until after transfer to the customer. They could include:
Repairs and servicing of returned products or those in the eld
Warranty claims failed product that are replaced or services re-performed under a guarantee
Complaints all work and costs associated with handling and servicing customers complaints
Returns handling and investigation of rejected or recalled products, including transport costs