The document provides a performance review of a customer support team for the previous quarter. It highlights that the team struggled to meet response time goals but still closed 93% of tickets. It identifies challenges like lower work hours and more complex tickets. Opportunities include improving response times, increasing job activity views, and virtual meeting attendance. The review proposes maintaining targets for the next quarter and implementing coaching, feedback, and a team incentive program to promote accountability and knowledge sharing.

2. Q2 Performance Review
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3. Customer Support Performance Dashboard
Highlights: Challenges/Opportunities:
 Though the team struggled last quarter to meet the Response Time Response Time went down last quarter due to site changes/updates, and members’
goals, we were still able to end and burn 93% of Zendesk tickets last low work hours due to health, family & personal issues.
quarter. < 2 hours: 50% actual vs 63% goal; 13% ↓ from Q1’s 63%
 Consistent performance was seen for Job Activity view since we bumped < 6 hours: 75% actual vs 84% goal; 9% ↓ from Q1’s 84%
up the shared HMs headcount to 7 . < 12 hours: 87% actual vs 90% goal; 3% ↓ from Q1’s 80%
 Consistently meet the Tickets Per Hour despite of the challenges we had < 24 hours: 93% actual vs 94% goal ; 1% ↓ from Q1’s 94%
last quarter. Tickets per hour slightly went down to 8.35 from Q1’s 9.60 because tickets were
becoming a bit harder and complicated.
VM View significantly went down to 72% from Q1’s 88% due to 2 OBCs who were not
that active last quarter in doing OB calls.
Note: Defects and Actions taken will be discussed on the next slides.
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4. Response Time
STATUS:
• Challenged
< 2 Hours: 79% to goal (50% actual vs 63% goal)
< 6 Hours: 89% to goal (75% actual vs 84% goal)
< 12 Hours: 97% to goal (87% actual vs 90% goal)
< 24 Hours: 99% to goal (93% actual vs 94% goal)
DEFECTS:
• Website updates, implementation of tests, and bugs
a. Users can’t leave a review (email address is not valid) > escalated to
Team SF – pending resolution
b. Text notifications issue > Issue resolved!
c. Browser issues when responding to lead > happens to some version of
IE. Issue resolved by updating to latest IE version or using different browser.
d. Payment delays and fraud > Issue resolved! Jake implemented a process
on how to deal with these cases.
e. Subscription prices > Issue resolved!
f. Consumers can’t change the credit card info after BIN has been triggered
> Issue partly resolved! – Advise the consumer to pay the SP outside of
Thumbtack. Team SF is currently working to integrate a tool which can be
used for this issue.
g. Commission payment tests > Currently being escalated to Jake
h. Projects like resume writers and DJ > Currently being escalated to Jake
i. Removal of Reviews > Issue Resolved! Tool has been made available in
admin.
• Members who are rendering less work hours due to health, personal and
internet connectivity issues.
• Lack of research and relying too much on SMEs to give the answers
ACTIONS TAKEN:
• Closely coordinated with Sander and Jake regarding site
changes, updates, and possible bugs, and made sure that the team utilizes
the form in submitting our users’ feedback.
• Reminded some members and gave a soft nudge about their worked hours.
• Advised the SMEs not to spoon-feed information, but guide the team in
looking for the correct answers themselves.
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5. Zendesk Views
STATUS:
• Exceeded Goal: Response Time > 90%
- Uncategorized - Marked us as Spam
- TT Syndication - Domain Order
- Job Activity - CL Gig
• Challenged: Response Time < 90%
- User Question - Upsell Response
- Marketing Email - Background Check
- Voicemail - Craigslist
DEFECTS:
• Not adhering to the First In First Out Rule
• 2 OBCs were not able to work more hours doing OB calls due to family and
personal issues.
• There are some tenured members who are a bit slow in resolving tickets
due to lack of research and reading/understanding the updates sent to the
group. Some also have no idea how the TPH is being computed.
ACTIONS TAKEN:
• Continued to remind the team about our First In First Out rule and advise
them not to leave any open tickets in their views.
• Asked the SMEs to check each member’s views and reassign the tickets to
other members.
• Had a discussion with few members that they should at least hit the 8 TPH
because of their tenure in answering Zendesk tickets. Reminded them on how
to compute their TPH.
• Gave a soft nudge to the 2 OBC members about their calling hours and
reminded them that answering Zendesk should only be their second priority.
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6. Q3 Goals, Plans and Proposals
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7. Q3 Goals and Plans
GOALS: PLANS/STRATEGIES (cont’d):
Since we haven’t met the goals last quarter, we propose to maintain these INTERVENTIONS:
targets:
 < 2 hours: 63%  Feedback:
 < 6 hours: 84%  Continue to provide feedback through ticket and call recording reviews:
 < 12 hours: 90% Owner: Deputy and Associates
 < 24 hours: 94% Frequency: Weekly
 Tickets Per Hour: 8 # of ticket reviews:
• 10% to 12% of total Zendesk tickets for block 3, 6, and
Rationale: 9 members (bottom in quality)
 Given that we’ve only lost one member last month, the headcount that we • 5% to 8% of total Zendesk tickets for other blocks.
have will suffice to address the tickets coming in on Zendesk. If only all our # of call recording reviews:
members will work 40 hours consistently per week, the goals above are * 5 per OBC per week
very easy to achieve. Note: The SME is not required to review any tickets but it will become
 We want everyone to become more challenged with their jobs. Since all of handy for her during coaching.
our members are already tenured, we are expecting them to step up with
their performance and deliver beyond what is expected from them.  Coaching:
 Support is given real time with the chat room being manned by the SME.  Provide monthly coaching to touch base with the member’s
Also, we want to empower all our members to help each other and learn to performance, and provide a venue if he/she wants to raise any concerns
share their knowledge to everyone. which will help him/her to improve.
Owner: Deputy, Associates, and SME
PLANS/STRATEGIES: Frequency: Once a month
SME PROCESS:  One-On-One
 This is something that was not done last quarter. This will be
 Jhara has stepped down from the SME post since she needs to focus on other implemented at least once a every quarter (better if it can be done
personal issues. She won’t be able to commit to always work during PST time monthly) so our members will feel that we love to hear their
but gave her word that she will continue to complete the hours required. thoughts, and share their lives with us.
 We will keep Betchie as the team’s SME. With the tenure of the team, one SME  Spreadsheet will be created which will contain the details of the
is enough to monitor Zendesk activities since I and the ADDs will still be there to conversation, and the concerns of our members that need to be
assist her. escalated to the higher management.
 We will continue to utilize the Skype chat room to address the concerns of our Owner: Deputy
members real time, assign tickets based on date/time it was submitted in Frequency: At least once per quarter but I’ll do my best to have
Zendesk, and hold a chat meeting if needed. conduct this monthly.
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8. Q3 Goals and Plans
PLANS/STRATEGIES (cont’d):
PERFORMANCE MANAGEMENT SYSTEM:
 Monthly and Quarterly Evaluation
 Balanced Scorecards (BSCs)
 Start providing a more detailed monthly and quarterly evaluation
 Continue to utilize the following BSCs for the team. Majority of the
together with their BSCs.
metrics, weights, and targets are maintained:
 Spreadsheet will be provided to track each members’ performance
 HM BSC
monthly which includes the following:
 OBC BSC
 SME’s feedback
 For Quality, weights for Voice recording was  Member’s strengths and AFIs
changed from 60% to 70%, and Zendesk tickets
 Agreed action items, owner, and timeline
review from 40% to 30%. The team is required to
 Follow through will be done on next month’s evaluation to
send 5 recorded calls per week.
determine if the member was able to improve his/her performance.
 SME BSC
 If there is no improvement for 3 consecutive months, this can be
 For deliverables, the SME is not required to send
used as a ground for members’ termination for poor performance.
any feedback anymore. She still needs to review
few tickets of each members since this will help her
during coaching.
 9-Blocker
 Continue to monitor the team’s performance using the 9-blocker
approach:
 HMs: Tickets/Hour vs Zendesk tickets review
 OBCs: Callbacks made vs Voice recording (70%) and Zendesk
tickets (30%) review
 The 9-blocker results will be used as basis of rate increase.
 Stop limiting the members’ worked hours to 40 if they belong to
block 9. The impact of those who will be part of block 9 and other
lower blocks will be on their eligibility to get a rate increase and their
stay as a CS member (to be discussed next).
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9. Q3 Incentive Program
TRIPLE TREAT!!!
This incentive program will replace the individual incentive program which was  Team member can only be excused only ONCE for not
implemented during Q1 and Q2 of 2012. meeting the 40 hours of work per week, provided that
he/she sends an email stating the reason/s why he/she
RATIONALE: won’t be able to do so.
 All of us are considered as tenured members, and have been doing the same
task for more than 6 months. In order to have an effective INCENTIVES:
teamwork, everyone needs to be held accountable with each other’s  The following incentive will be given to Top 2 teams:
performance by:  Top 1: $60 or $20 per member
 Sharing of knowledge to everyone when addressing our users  Top 2: $30 or $10 per member
concerns through answering Zendesk tickets and/or doing callback.
 Providing more interaction within the group while at work EFFECTIVITY:
 Creating a healthy and fair competition within the group.  July 30, 2012 til September 30, 2012 (August and March)
 This incentive will ensure that each team member is aware of their individual  We only have 1 week left to end July. One week worth of data will not suffice
performance as this affects his/her mini-team’s eligibility for the incentive to measured the mini-teams’ performance.
program.
 Implementing a group incentive is better than individual as this promotes MINI TEAMS (will change monthly):
teamwork within the mini-team since they all have a common goal – to get Team 1: Team 4:
the pot prize! Jhara Sheila
Aaron Cyrus
PROCESS: Joseph Rob
o The team will be divided to 5 mini-teams with 3 members each (2 HMs and 1
OBC). Team 2: Team 5:
o The following criteria and qualifiers will be used in determining the winners. Betchie Rhea
Monthly roll up scores will be used: Maui Alex
 Criteria: Jenny Paul
 Tickets Per Hour (20%)
 Ticket Reviews (50%) Team 3:
 Voice recording evaluations (10%) Tep
 Qualifiers: Hermz
 The mini-team needs to accumulate at least 480 hours to Joyce
qualify. This means each member needs to work for 40
hours for 4 weeks.
 Should a team member won’t be able to meet the 160
hours per month, the other team members can shoulder
his/her working hours.
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10. Appendix
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