BSBCUE307 – Manage Personal Performance Copy

BSBCUE307 – Manage Personal Performance Copy


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Element 2: Manage Personal Performance

Performance Criteria Element 2

2.1 Use available resources, systems and support effectively
2.2 Identify key performance indicators (KPIs) and comply with organisational processes and reporting protocols, policies and procedures
2.3 Comply with organisational, regulatory and legislative requirements
2.4 Identify personal performance requirements and expectations and adopt strategies to achieve them
2.5 Identify and participate in performance management and development processes.

Use Available Resources, Systems and Support Effectively

The cost of establishing a contact centre is huge – and it does not stop with the equipment, accommodation, and staff. There is a tremendous ongoing investment to be made in training and supporting staff. Therefore, it makes sense that you should take great care to use resources sensibly and carefully – avoiding waste, misuse, and other misdemeanours.

The systems may include, but are not limited to:

• Automated Call Distribution (ACD)
• Customer Relationship Management (CRM)
• Complaint management database
• Information database
• Knowledge management applications
• Schedules
• Voice Over Internet Protocol (VOIP) applications.

During your induction and initial training, you will be taught how to use the systems and equipment. You may possibly be taught how to maintain and care for it. You must follow these instructions to maintain the condition. If you have a question, it is crucial that you follow the policy outlined by your organisation during your induction. That may be to refer to the Frequently Asked Questions (FAQ) before you contact someone personally.

All of the systems for care have been thought through carefully before installation and therefore, you should follow them precisely. Later, when you have a little more experience, you will probably find that your suggestions for improvements will be welcomed.

But until you have the experience, follow the guidelines of your organisation.

Identify Key Performance Indicators (KPIs) and Comply with Organisational Processes and Reporting Protocols, Policies and Procedures

Key Performance Indicators (KPI)

KPIs are the standards by which your performance is assessed as successful or needing improvement. They are usually found on your job description and are the measures used during performance appraisals. Some examples of KPIs are:

• Those on customer satisfaction
• Those on customer effort
• Monitoring time taken to answer calls
• Operating within reporting protocols
• Score tools, such as net promoter
• Understanding metrics

It is these KPIs that when achieved by you and the other individuals in the team, contribute to the achievement of the team goals. And, as said earlier, the team goals contribute to the organisational goals – which are the reason that you are needed to perform the tasks you do.

Do you know the KPIs that you are required to meet to be considered successful?

Organisational Processes

Organisational process is the careful planning of the processes necessary to efficiently manage a business to be successful. The work that must be completed to achieve the goals of the organisation must be determined. The work must then be assigned to the workforce and even the workforce requires reporting processes. An organisation is a whole that consists of unified parts acting in harmony to execute tasks to achieve goals effectively and efficiently.

Therefore, the processes for reporting, the policies and procedures that you are taught were developed for a reason, to facilitate an effective process. Not following the procedures means that the whole organisation is impacted.

Every individual who is employed in an organisation has responsibilities. In the case of a contact centre these will include:

• Attending to forecasted calls

• Working in a team.

If there is a schedule of calls, or any tasks to be completed, it is your responsibility to get on with it quickly and efficiently. Chatting with others before commencing work is a great cost to the organisation. It distracts you and others from focusing on their responsibilities – the purpose of their job.

Effective teamwork is another essential. If another team member is struggling with their workload and you have a little time, a good team player will offer to help. Teams are commonplace in all business now and useful for:

• Effectively learning from each other
• Being more effective when working on complex projects than individuals
• Development of interpersonal skills. This extends to managing conflict, developing interdependence, and accountability. It helps build self-esteem which helps success in business and personal life.

A good, highly functional team:

• Is a combination of the effort of all team members
• Have clear goals
• Have open communication
• Are focused on learning
• Trust each other and provide support
• Incorporate democratic processes.

The qualities of a good team member include:

• Being proactive and volunteer for work
• Sharing ideas and information
• Working together, cooperatively
• Respecting each other
• Using time wisely and productively defining clear goals
• Meeting regularly
• Keeping a sense of humour

Comply with Organisational, Regulatory and Legislative Requirements

We have discussed the importance of complying with organisational procedures. There is also a need for you to comply with regulatory and legislative requirements.

• Legislation:

Legislation is the act of making or enacting laws. When people talk about ‘the legislation’, they mean a law or a body of laws. The legislation in a State or Territory are all the laws enacted specifically to control and administer the State or Territory.

• Regulations:

Regulations are the way that the legislation is applied. They are generally very specific in nature, and are also referred to as ‘rules’ or ‘administrative law’.

• Codes of Practice      

Codes of Practice are sets of guidelines and regulations to be followed by members of some profession, trade, occupation, organisation, etc. They are not usually covered by law, but rather by agreement of participants or members. Data in the Codes of Practice database consists of several different types – Codes of Practice (Australian & International), Standards (Australian & International), Australian Design Rules, and ‘Other’.

Legislation and regulations that impact on contact centres come from different sources. Some of these include:

• Privacy laws                       

Privacy laws regulate the type of information which may be collected and how this information may be used and stored, and ensures information is not misused or abused.

Organisations must not involve unnecessary intrusion on an individual’s privacy. They must take reasonable steps to maintain data quality and consider the following when using information about others.
There are some things that an organisation can do to make it easier to comply. Firstly, transacting anonymously with individuals where it is lawful and practicable to do so, can reduce the amount of personal information that is collected. Secondly, limit the collection of personal information to the minimum necessary to complete a transaction. Thirdly, make it as easy as possible for individuals to access and correct their own information.

• Work Health and Safety (WHS) 

Governed by the Work Health and Safety Act 2011, the harmonisation of work Health and Safety (WHS) laws is part of the Council of Australian Governments’ National Reform Agenda aimed at reducing the regulatory burden and creating a seamless national economy. The objects of harmonising WHS laws through a model framework are to protect the health and safety of workers, improve safety outcomes in workplaces, reduce compliance costs for business, and improve efficiency for health and safety regulators.

Under Work Health and Safety (WHS) legislation, both employers and employees each have a legal responsibility and duty of care to ensure the health, safety, and welfare of all the people at the workplace. The Code fully supports the basic principles of a safe work environment and imposes upon contact centres the need to follow the various guidelines that cover their centres.

In order to fulfil their obligations, contact centres are required to provide:

• A safe workplace, and safe means of entry to and exit from the workplace
• Equipment, machinery, or chemicals that are clearly identified, safe, and are used properly
• A safe and healthy working environment, and safe and healthy methods and procedures (systems) for working
• Adequate information, instruction, training, and supervision for all workers
• Adequate facilities and first aid for employees
• A process for consultation with employees
• Processes for identifying hazards, assessing risks, and eliminating or controlling those risks.

WHS Regulation

WHS is regulated by Commonwealth, and State and Territory government bodies. General information on their roles and responsibilities can be found at the following website:

• Codes of Conduct

The Australian Teleservices Association (ATA) produces a Code of Conduct for contact centres. In the Introduction they say “The Australian Teleservices Association Ltd (ATA) is a not for profit Australia wide organisation founded in 1989 to represent the Contact Centre Industry in Australia.

The ATA is committed to meeting the needs of its members, as well as protecting the rights of consumers and businesses who are the users of the services provided by our members.

The ATA advocates adherence to the highest standards of professionalism and ethical behaviour for all contact centre operations. These standards, when conscientiously adopted and practised on a call-by-call basis, will ensure the long-term satisfaction of our members, their employees, and their customers.

It details all aspects of what are appropriate behaviours. You can view a copy at

• Do Not Call Register

The ‘National Do Not Call Registry’ is managed by the Federal Trade Commission (FTC), the nation’s consumer protection agency. The FTC amended the Telemarketing Sales Rule (TSR) to give consumers a choice about whether they want to receive most telemarketing calls. As of October 1, 2003, it became illegal for most telemarketers or sellers to call a number listed on the National Do Not Call Registry.

• Industry-Specific Regulatory Codes and Guidelines

In regard to compliance, the ATA Code of Conduct states:

“It is expected that organisations and individuals will comply with any and all legislation covering their operations. There is a responsibility on all Contact Centres to be fully aware of their legislative obligations and any industry codes of any client they may represent in taking and making calls. Whilst this Code does not seek to cover all of these obligations, the primary legislation covering Contact Centres is detailed below for information purposes only.

Where there is any conflict or inconsistency between this Code and any Commonwealth, State or Territory legislation, that legislation shall prevail to the extent of the conflict or inconsistency.”

• Quality Management and Assurance

Quality Management is increasingly important for call centres, as it gives management insight into contact centre performance and enables the company to address issues on a timely basis. Monitoring of planning, measuring, and evaluating quality and operations performance criteria are all crucial to the successful management of the business. Computer programs have been developed for this purpose and are commonly used throughout the business.

Australian Consumer Law           

From 1 January 2011, Australian businesses – wherever trading in Australia – will operate under a single, national consumer law: the Australian Consumer Law (ACL).

The ACL will replace different national, State and Territory laws that set out consumer rights and business obligations when selling goods and services with a single, national set of rules.

The ACL is a national consumer law which is to apply to all business sectors. It covers general standards of business conduct, prohibits harmful practices, regulates specific types of business-to-consumer transactions, provides basic consumer rights for goods and services, and regulates the safety of consumer products and product-related services.

Contract law encompasses any laws or regulations directed toward enforcing certain promises. In Australia contract law is primarily regulated by the ‘common law’, but increasingly statutes are supplementing the common law of contract – particularly in relation to consumer protection.

Consumer protection legislation, which in some cases, implies terms into consumer contracts and in others might provide remedies for ‘unconscionable contracts’, or provide mechanisms for avoiding ‘unfair terms’.

• Competition and Consumer Act 2010

The Competition and Consumer Act 2010 is an Act of the Parliament of Australia. On 1st January 2011 the Trade Practices Act 1974 was replaced by the Competition and Consumer Act 2010. The Act provides for protection of consumers and prevents some restrictive trade practices of companies. It is the key competition law in Australia. It is administered by the Australian Competition and Consumer Commission and also gives some rights for private action.


Identify Personal Performance Requirements and Expectations and Adopt Strategies to Achieve Them Identify and Participate in Performance Management and Development Processes Making the Fit – Personal Operation and Customer Infrastructure

So, how or what do you personally have to do to ‘fit’ into the customer infrastructure? It all starts with your induction. You need to know the expectations of the organisation. You need to know, for example:

• What is the schedule? Are you expected to perform certain tasks at particular times?

• What number of calls is expected to be made in what period of time? How many calls are expected to be converted?
• How is customer satisfaction measured and what measure must you meet?
• What are the data entry requirements?
• What are the expectations regarding first contact resolution?
• How are the quality targets measured and what measure must you meet?
• How are the sales targets measured and what measure must you meet?

The ‘fit’ occurs when you are able to meet the measures and standards. We have previously discussed the need to follow the systems and processes established and why, this is where the application kicks in.

If you want to continue to be employed by your organisation, you must comply with their systems and processes. The ‘fit’ must be neat and you must be a credit to the organisation.

Key Points

• Use available resources, systems, and support effectively

• Identify key performance indicators (KPIs) and comply with organisational processes and reporting protocols, policies, and procedures

• Comply with organisational, regulatory, and legislative requirements

• Identify personal performance requirements and expectations and adopt strategies to achieve them

• Identify and participate in performance management and development processes.