In most organizations, the top 10 percent of employees deliver the best service. They are the same employees who are very visible, earning the most recognition and receiving most of the promotions. The strategy described here gives us access to the other 90 percent. If we utilize these measurement techniques, we are going to end up with a ranking of people in accordance with their ability to deliver consistently high service quality. We will have correlated this ranking with direct revenueproducing measures of the organization.
Some employees apparently work more effectively with customers than others.
Not exactly startling information, except now we know generally which ones deliver service quality and which do not. We now have two major opportunities. It is almost impossible to motivate people beyond their own set of expectations of themselves. We can, however, present an opportunity for change. In this case the opportunity is feedback from customers.