improving performance improvement (market requirements document - mrd)

Future Capabilities:Improving Performance-Improvement

Discussion Document By: Adam B. Bloom

March 09, 2004

Teaching High PerformanceTeaching High PerformanceUnderstanding High PerformanceUnderstanding High Performance

Executive Overview

Executives and Managers have the Responsibility of managing the performance-of and improvements-to: People, Process, Assets/Technology/$, & Information

CapturePerformanceMetrics

AnalyzePerformanceMetrics

DetermineCauses ofHigh and LowPerformance

Drive HighPerformanceBehaviors

Feedback Loop

This Presentation’s Purpose: Define a more effective approachfor management to improve people’s performance.

Improving Performance Improvement

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Executive OverviewStoryline: Current State & Future State

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Example Current State “Inbound Call”:

Example Future State “Inbound Call”:

Methodology Expert

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Management’s Current State:• Call handle times and opportunity

cycles are generally known.• We have a good general sense of time

spent and the processes performed.• Walking the floor gives all the

feedback we need to improve.• Implementing a new process with

training and incentives takes months.

Management’s Future State (w/ New Capabilities):• For March, “Inbound Call” is a top-3 business

process where 80% of my employees spend 40% of their time. The process takes an average of 8 minutes. Step 3 of “Inbound Call,” takes average 5 minutes.

• April 2: My top 20% of employees got through “Inbound Call” in 4 minutes (on average). They get through step 3 in 1 minute. They keep very good customer satisfaction ratings.

• By April 6: We developed and deployed a training/incentive program to the other 80%.

• By April 20: All of our 80% had taken the training.• By the end of April: We knew the majority of that

80% had reached the same effectiveness and the early-performers.

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Overview: Goals, Solutions, & Capabilities

Understanding High PerformanceUnderstanding High Performance: : How do people perform processes?How do people perform processes?

Teaching High Performance: Teaching High Performance: Capture high-performing employees’ Capture high-performing employees’ practices, apply to lower-performers.practices, apply to lower-performers.

Goals

Resolutions

Capture Performance Metrics:• Processes and

Activities• Time spent on• Quality of result

Analyze Performance Metrics:• Effectiveness• Efficiency• Quality

DetermineCauses of HighPerformance• Capture excellent

process, people, & technology interactions. Then create training.

• Review “artifacts” of great results.

• Create Knowledge

Drive HighPerformanceBehaviors• Distribute training

and incentives in order to encourage behavior change and performance improvement.

• Start tracking results.

Capabilities• Process/Goal Oriented Homepage• Process-driven navigation• Cross-application GUI• Analytics Clickstream Report

• Capture Content• Enhance/Incent• Distribute/Track

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Understanding Performance: Goal/Problem

Which processes and activities Which processes and activities are performed by which are performed by which employees?employees?

How much time is each How much time is each spending on a process or spending on a process or activity?activity?

What is the resulting quality?What is the resulting quality?

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Example Employee A Today: 10 minutes to complete

process 100 Defects per million

(DPM) “OK” Customer Satisfaction

Example Employee B Today: 4 minutes to complete

process 10 Defects per million (DPM) “Great” Customer

Satisfaction

1. Phone call between customer and employee2. Employee looking up info in Siebel ERM.3. Employee entering info in another application like

an intranet, portal, etc.4. Employee filling out word document & email it.5. Employee making a decision.6. Employee updating Siebel.

==> *Only 20% interactions captured <==

Example Current State “Inbound Call”:Understanding High Understanding High PerformancePerformance: : How do How do people perform processes?people perform processes?

*Note: The people/process steps 1-6 are supported by different applications or no applications. Only two of the steps above use Siebel and are captured.

If silos of interaction didn’t exist, then there would be a complete, consistent set of data.

Understanding Performance: Resolution

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1. No system, no automatic capture of activity.2. Siebel ERM captures click-stream.3. Another application captures click-stream.4. Email system captures word document and

email.5. No system, no automatic capture of activity.6. Siebel Call center captures click-stream.

Example Current State “Inbound Call”:

Capture Performance:

• Processes and Activities

• Time spent on• Quality of result

Analyze Performance:

• Effectiveness• Efficiency• Quality

Understanding High Understanding High PerformancePerformance: : How do How do people perform processes?people perform processes?

Example of Capture and Analysis –

Web Site Click Stream Analysis:> This IS NOT Just Data Entry> This IS User Interaction

Understanding Performance: Capabilities

Find, Edit, Create AccountsFind, Create, Edit Accounts’ SRFind, Edit, Create Accounts’ Msg.

Manage Accounts

Find, Edit, Create SRs Find, Edit, Create SRs AttchFind, Edit, Create SRs ContactsFind, Edit, Create SRs Solution

Manage SRs

Incoming Call Management Find Customer Find SR Find Order Find Customer Profile Find Contact Find Complaint Find Asset Find Quote

Incoming Call Management

Log CallLog AppointmentLog Event

Offline Activity Quick Launch

Process-orientation allows system to capture the process started. Upon clicking, the appropriate view is navigated to and tracked in the system.

Goal-orientation allows system to capture the goal started. Upon clicking, the appropriate view is navigated to & tracked.

Need simple ability for logging “offline activities” (e.g. system pop-up input-box allows capturing of key information quickly and conveniently).

Siebel Capability Today

6 7 7.5 7.7

Goal/Process-based homepage

X X X X

Process-driven navigation - - -

Cross-Application GUI X - - -

Process/Goal Oriented Homepage

System tracks data of which process was initiated





7.7. iHelp:• Pane is context sensitive• Related to screen focus• Drill down to launch

task/process• Analytics captures

clickstream


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X X X X



Process-driven navigation

Supports and tracks initiated process





Siebel ERM Information:• Context-sensitive information

supporting users on process or technology.

• Instructional/reference content embedded

• System tracks user’s interactions with informational content.

External Applications: • Other applications functions

or content is embedded• System tracks user’s

interactions with this application.


6 7 7.5 7.7


X X X X



Cross-Application GUISystem not only tracks “Doing,” but “Learning” (and other apps).




Note: Screenshots directly below from MySiebel

Note – Product/Services Opportunity:• Products: Back port just some of the capture

and analyze capabilities to Siebel 6, 7, 7.5.• Services: Solution Set Customizations.• Target: Non-upgrader who wants low hanging

fruit with considerable benefit.• Estimated Potential Revenue: TBD


Problem: Most Siebel Customers Today:Have business data capture/analysis

(Actuate, Analytics).DO NOT have human-computer-interaction

(HCI) capture/analysis. Instead, they perform time studies and task analysis with expensive workflow/usability consultants.

Analyze Business Data and Human Performance

Understand time-spend

Analyze Performance:

• Effectiveness• Efficiency• Quality


6 7 7.5 7.7

Capture Business Data (e.g. Opportunity Status, SR Status)

Automatically Capture Human Computer Interaction (HCI; e.g. performed a process or activity)

X X -

Analyze Business Data

Analyze Human Computer Interaction (e.g. click-stream analysis)

X X X

Siebel 7.7 Analytics

Understanding Performance: Summary

Insights which Capture and Analysis Provide:

For the Month of March… “Inbound Call” is one of my

top 3 most commonly performed business processes

80% of my employees spend 40% of their time on “Inbound Call”

Step 3 of “Inbound Call,” takes 5 minutes on average and the whole process takes an average of 8 minutes.

My top 20% of employees get through “Inbound Call” in 4 minutes on average. They get through step 3 in 1 minute. With their speed, they still have very good customer satisfaction ratings.

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Example Future State “Inbound Call”:

So, how do you turn this knowledge into actionable programs that deliver

value?

Capabilities:• Process/Goal Oriented Homepage• Process-driven navigation• Cross-application GUI• Analytics Clickstream Report

Note:• 100% Process

Support via Siebel ERM/CRM

• 100% view into activities and performance

Teaching High Performance: Overview

With “Understanding Performance” capabilities, performance is clearly known.

People, Process, or Technology can be analyzed and improved.

Teaching High PerformanceTeaching High PerformanceUnderstanding PerformanceUnderstanding Performance





Feedback Loop

Driving People-Performance Today:

Look at performance Determine improvement areas Build process diagrams,

requirements, training content, and/or incentives.

Deploy, measure, and track progress.

Teaching High Performance: Problems

Get through Step 1 in 1 min. and do it “this” way.

Get through Step 2 in 30 sec. and do it “that” way.

Get through Step 3 in 1 min. and do it “this” way.


Get through Step 5 in 30 sec. and do it “this” way.


Managers have 360-degree review, Managers have 360-degree review, but don’t have detailed, day-to-day but don’t have detailed, day-to-day performance information without performance information without “walking the floor.”“walking the floor.”

Need a consolidated, activity-level Need a consolidated, activity-level performance management performance management (monitoring/analysis) system which (monitoring/analysis) system which will help execute improvements.will help execute improvements.

To improve today: hire consultants, To improve today: hire consultants, usability experts, workflow and usability experts, workflow and methodology experts, instructional methodology experts, instructional designers, and trainers to review top designers, and trainers to review top performers (time/motion studies). performers (time/motion studies). They create training so that lower They create training so that lower performers or less-experienced performers or less-experienced workers can improve. workers can improve.

Improvements discovered typically Improvements discovered typically include people, processes, and include people, processes, and technology.technology.


Findings:

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Methodology Expert’s

Example Current State “Determining and Driving High Performance for Inbound Call”:

Teaching High Performance: Resolution

Example Witness Systems Call Capture:

Methodology Expert

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Develop Training Today:1. What do people do during this step on the

phone?2-6. What do they do within the system? Are

they capturing the information we need and is it accurate?

Next:Once we identify who is managing the most accurate, highest quality, and most expedient processes – how do we distribute this knowledge to other workers globally and track progress?

==> Automate this process.

Determine Causes of High Performance:

• Capture excellent process, people, & technology interactions. Then create training.


• Create Knowledge

Drive High Performance Behaviors:

• Distribute training and incentives in order to encourage behavior change and performance improvement.



Example Current State “Determining and Driving High Performance for Inbound Call”:

Teaching High Performance: Capabilities

As people’s phone calls, emails, chat sessions, or other activities generate interactions with the system, they are captured within a capability behind the scenes (exposed on GUI here).

Note: The content captured can drive people, process, and technology improvements.

# Process Activity Multimedia File Duration Quality Score1 Enter SR VoiceCall ABC02345.mpg 00:02:43 High 90%2 Enter SR Add Activ ScreenShot.jpg 00:03:15 High 87%

Process Generated Content


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Capturing Content X X X XEnhance/Incent - - - -Distribute/Track - - - -

Determine Causes of High Performance:

• Capture excellent process, people, & technology interactions. Then create training.


• Create KnowledgeExample: Service Request Content Captured

Capturing Content

System captures the multi-media information (i.e. screenshots, audio, video) which demonstrate activities.


Training/Performance administrators can build a training program by taking content from the “Process Generated Content Library” or adding their own content.

# Title Version1 Enter SR VoiceCall ABC023452 Enter SR Add Activ ScreenSho

Training Program

# Process Activity Multimedia1 Enter SR VoiceCall ABC023452 Enter SR Add Activ ScreenSho

Training Program Content

# Process Activity Multimedia1 Enter SR VoiceCall ABC023452 Enter SR Add Activ ScreenSho

Process Generated Content Library

Tests/Scores can be analyzed over time.

Image Here

Training Program Content Thumbnail

# Content Question Answers1 I.A.1 What is t.. A. ABC [X]2 I.A.2 What is t.. C. XYZ [X]

Training Tests/Scores

# Incentive Description Amount1 Best Call... Dinner for… $100.002 Big Sale… Paid for… Tickets

Training Program Incentives

Program Incentives can be aligned with a program.


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Example: Enhance/Incent




Enhance/Incent

Managers can take multimedia of high-performing reps and add additional program info or incentives.


Managers can assign training programs to employees and track progress.

# First Name Last Name Title1 John Glasgow Mgr.2 Sue Berrymore Mgr.

Employees

Incentives Attained

# Process Activity Score

1 Enter SR Voice Call 90%2 Incoming …3 Outgoing …4 Build Enviro…

Job Performance

Managers can review incentive attainment.

# Incentive Percentage Approval1 Best Call... 100% []2 Big Sale… 100% []

Training Program Scores

Managers can review and track actual performance and identify improvements for certain processes.

# Incentive Attained Approval1 Best Call... 80% [X]2 Big Sale… 100% []


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Example: Distribute/Track




Distribute/Track

Managers can take multimedia of high-performing reps and add additional program info or incentives.

Teaching High Performance: Summary

Value of Teaching High Performance:

In March, only my top 20% of employees got through “Inbound Call” in 4 minutes with very good customer satisfaction ratings.

In the first week of April, we developed a training program which included incentives that were assigned with deadlines to “the other 80%.”

By the 20th of April, all of our “80%” had taken the training.

By the end of April, we could see that the majority of that “80%” had reached the same effectiveness and the early-performers.

Now, 90% of employees take 4 minutes to complete the process with 10 defects per million and great customer satisfaction.

Capabilities:• Capture Content• Enhance/Incent• Distribute/Track

Example Future State “Determining and Driving High Performance for Inbound Call”:

Methodology Expert

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Note:• Determining high

performance automated in Siebel.

• Driving high performance automated in Siebel.

By leveraging the approach, resolutions, and capabilities outlined, executive management will be able to improve human performance more effectively.

Cycle time for feedback will be drastically reduced – “Improving Performance Improvement.”

SummaryImproving Performance Improvement

Teaching High PerformanceTeaching High PerformanceUnderstanding PerformanceUnderstanding Performance





Feedback Loop

improving performance improvement (market requirements document - mrd)

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