At CharterOneBank, Cleveland, USA an examination of its customer survey processes revealed that whilst the surveys gathered responses as to how customers felt about the bank as a whole, the data was used to hold the call centre representatives accountable for the brand rather than call handling quality. Scores would inform the individual representative of the need for improvement but no incentive was attached. The bank changed the process and began to mail 90 surveys per representative per month...

BPIR Categories

9.5.4 Develop & manage base & variable compensation
1.1.5 Conduct customer surveys

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