According to the survey, best-in-class companies actively management employee performance.
There's no question that sophisticated cloud-based technology can help improve both individual agent and overall contact center productivity and performance. We certainly work hard day in an day-out on innovations to help contact centers - and companies - improve performance. But some research from Aberdeen Group suggests that active management plays a role too.
A recent research brief from Aberdeen Group shows that best-in-class companies have managers and employees jointly develop performance goals and growth plans, and managers are held accountable for growth progress of team members.
The brief defines 'best-in-class' as the top 20 percent of aggregate performers, as measured by the organization and employees achieving or exceeding their goals over the past year, and whether or not the firm has identified key roles and at least one ready and willing successor for those roles.
The average best-in-class firm reported achieving 92 percent of organization goals over the prior year.
Overall, 45 percent of best-in-class firms reported that "managers are held accountable for development progress of their team members," compared to 29 percent for all other surveyed companies.
This managerial focus on a culture of performance translates to revenue. Best-in-class companies saw eight percent year-over-year revenue growth compared to five percent for other firms. They also saw a doubling of improvement in customer retention (12 percent versus six percent) and 37 percent greater employee engagement.
The "trick," if there is one is to align individual employee goals with overall organizational goals, and managers are the link between employees and the company.
Unsurprisingly, the surveyed firms are relying on technology for goal alignment. The vast majority of firms that report alignment leverage employee performance management systems. And companies with automated performance management are roughly twice as likely to have performance conversations two or more times per year.
Technology, tools for managers and a positive mindset around having performance conversations all seem to be necessary ingredients driving higher performance.