What's your reward system for top-performing customer service staff?

There are three levels of "rewards." 1. The first is simple recognition for a job well done. The manager/leader personally talks to the employee. 2. The second is public recognition. Some type of announcement is made - it could be at the next weekly meeting, in a newsletter, etc. 3. The third is a tangible reward. It could be a financial reward, an incentive trip, or something that is useful and meaningful to the employee. Note: A trophy or plaque is more of public recognition than a tangible reward.

It's important to come up with areas of assessment for these rewards and not just something that came out at a whim. There were some places I visited and found out that employee of the month was based on a ROTATIONAL BASIS which pretty much snuffed out the importance. That also leaves the question, who does the assessment and can biasedness be removed the equation? Even getting customers to fill up a feedback form, even with a few touches of a screen, can often lead to incorrect results. Most people aren't that bothered. This is possible in a training setting, where staff are tested and bonus points given when they receive recognition in actual operations.

Rewards are crucial for rewarding top performers in the organization. Top-performing staff may be motivated by recognition and rewards for their hard work. It can keep them engaged and motivated to continue doing their best Recognition and rewards can be effective in retaining top-performing staff. People tend to stay where they can grow and feel appreciated Rewards are an effective way to boost job satisfaction. When staff feel appreciated and valued, they are more likely to enjoy their work and take pride in their job. By recognizing and rewarding top-performing staff, they are more likely to continue providing excellent customer service. This, in turn, can have a positive impact on customer loyalty and satisfaction.

Creativity and thoughtfulness can go a long way in motivating and inspiring our team. We can cultivate a positive, empowering work culture by aligning recognition with personal interests. I recall this experience where one of my stellar team members poured her heart into every interaction. Her genuine warmth & dedication transformed a simple cup of coffee into a memorable experience. I wanted to reward her with something unique & memorable to show her my appreciation. Knowing Mary was a huge theatre fan, I arranged for her & her husband to attend a show at the prestigious Theatre Royal Drury Lane. This not only rewarded her work but also allowed her to spend quality time with her husband. The joy & excitement on her face were priceless.

It's vital to assess the individual preferences and aspirations of the customer service staff. Tailoring rewards to align with their personal values and passions builds a more profound sense of appreciation and motivation. Another unique way to celebrate excellent team performance is to create a "Recognition Wall" adorned with personalised notes from colleagues and customers, celebrating exceptional service moments. We can also offer skills development and career advancement opportunities, nurturing growth and fulfilment.  At my core, I believe that true recognition is not just a token gesture but an opportunity for growth and inspiration.

1. Cash rewards 2. Choice of rewards 3. A badge that the staff wears for the month 4. Service awards as bonus points during an appraisal The setting and roles are important to note, as not all staff would be motivated to "chase" after these accolades. This might also lead to targeting of these high performers by colleagues, so a proper system needs to be put in place.

Le défi principal de la mise en place de récompenses est l'effet pervers décrit par la loi de Goodhart. "Lorsqu'une mesure devient un objectif, elle cesse d'être une bonne mesure" Quand on veut améliorer un KPI, on a tendance à vouloir se focaliser dessus. Mais si on ne récompense que la productivité, la productivité s'améliorera ... au détriment de la qualité. Si on ne récompense que la qualité, c'est la productivité qui en pâtira. Il faut donc définir un objectif général quantifiable, sur plusieurs critères, avant même de définir les règles d'obtention ou la nature même des récompenses.