
One of the most powerful ways of looking at performance is
to segregate individuals into quartiles by VoC performance and use these
cohorts as a basis for cross inspection with any number of operational metrics.
NICE Fizzback compared a population of cash collection
agents – whose mandate is to collect funds due from customers in the B2B
environment – by considering their VoC quartile in addition to their cash
collection performance and their average call handle time. The results paint a
fascinating picture of the relationship between VoC and operational metrics.

Quartile 2 agents sit in the optimum VoC-operational groove:
achieving above-average customer ratings, collecting the most cash – and doing
all of this across the lowest call handle time. Takeaway: reward & recognise performance.
Quartile 3 agents perform well in terms of cash collection
and call handle time – but are below average in the eyes of the customer. Takeaway:
work on customer manner.
Quartile 4 agents exhibit the worst scores in the eyes of
the customer – and in this case compound poor VoC scores with lower than
average cash collection at the highest average call handle time. Takeaway: monitor performance closely &
look for imminent improvement.
This is undoubtedly a case of how a synergised consideration
of Operational and VoC metrics as a cohesive tranche of analysis provides more
value than the sum of the parts – and NICE Fizzback harness this cohesion to
provide cutting edge performance management insights to our growing client
base.
Andrew Robson
For more info on NICE Fizzback please visit www.nice.com/fizzback