Here is a totally unique assessment survey which every agent, team leaders, supervisor, manager and above in your call center operation can complete. It will yield an unbelievable wealth of insight about your call center's opportunities for performance improvement. Try it if you dare!

1.  2012 Wisdom for Strategic Thinking www.wisdomforstrategicthinking.com 1
Contact Centre
Performance Assessment Survey

2.  2012 Wisdom for Strategic Thinking www.wisdomforstrategicthinking.com 2
Intermediate Version
This questionnaire asks you to assess your call centre on the EFQM Business
Excellence model criteria. The purpose of this survey is to identify opportunities to
improve your call centre’s performance, productivity, customer and people retention
as well as enhancing your organisation’s competitiveness in key markets.
This assessment is unique in that the questions are based on the nine aspects that
make up the criteria of the EFQM Business Excellence Model, but tailored to a call
centre environment .
Below there are questions out of a total of over 58 divided into the following 9
Criteria:
Leadership The activities and behaviours of all managers
Policy and
Strategy
How the organisation incorporates its quality aims and values into
its overall planning activity
People
Management
How the organisation develops and involves its whole workforce
in achieving improvements within the organisation
Resource
Management
How the organisation’s key resources (e.g., IT, new technologies)
are aligned with its quality aims, targets and values
Processes How the organisation manages its critical processes
Results (4
aspects)
Customer Satisfaction, People Satisfaction, Impact on Society
and Business Results
Directions
Read each statement carefully, reflecting upon how it relates to your organisation.
As you reflect, you should refer to the following definitions.
 Approach refers to what you do
 Deployment refers to what extent the approach has been put into
practice
 Evaluation refers to the process of reviewing (evaluating) and
improving what you do
 Results scoring should reflect: (1) What results are in place; (2)
The scope of results; (3) Reviewing, acting and improving based
upon the results
 DK if for any reason you are unsure of your response e.g., you do
not have enough information to rate a particular item, then place a
circle the zero under the DK, don’t know, box.

3.  2012 Wisdom for Strategic Thinking www.wisdomforstrategicthinking.com 3
Scoring Guide
You will see percentages (0%, 25%, 50%, 75%, and 100%) after each question.
These percentages relate to the EFQM scoring criteria. Below each of these
percentages is a number from 1 to 5. Circle the number (1 to 5) that corresponds
to the % which most accurately describes your organisation currently (not how
you think it should be).
Leadership
Please rate this category on approach, deployment and evaluation.
DK 0% 25% 50% 75% 100%
1. Call centre supervision and management ensure regular and
effective 2-way communication with all centre employees.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
2. Supervision and management of the centre understand the
importance of employee motivation and regularly utilise
multiple methods that are effective in motivating employees.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
3. Supervision and management place a priority on using
customer feedback data and the analysis and interpretation of
this data to facilitate improvement activity within the centre.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
4. Supervision and management conduct regular and effective
reviews of centre performance.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
5. Management has developed a balanced approach to
evaluating centre performance which goes well beyond just
looking at cost and productivity issues.
0 1 2 3 4 5
Policy and Strategy
Please rate this category on approach, deployment and evaluation.
DK 0% 25% 50% 75% 100%
6. The centre has an effective, timely and regular process for
operational (e.g., scheduling, staffing, forecasting) and
strategic planning (e.g., new initiatives).
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
7. Centre management ensures that our plans are in alignment
with the organisation’s vision, mission, goals and key business
objectives.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%

4.  2012 Wisdom for Strategic Thinking www.wisdomforstrategicthinking.com 4
8. Regular review of centre plans ensures progress is being
made and that modifications occur in response to changing
business, customer and market needs.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
9. All new centre initiatives are evaluated for their potential
impact on the customer before they are implemented.
0 1 2 3 4 5
People
Please rate this category on approach, deployment and evaluation.
DK 0% 25% 50% 75% 100%
10. Over time we have developed a very rigorous and effective
selection and hiring process which ensures that those hired
consistently meet the technical and basic softer service skill
requirements needed for becoming a successful
representative and ensuring customer satisfaction.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
11. The skills and knowledge most critical to building and
sustaining customer relationships have been identified and
has been incorporated into the training of all the centre’s
customer-contact employees.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
12. Our work environment is very positive, team oriented and
supportive, contributing to the low level of turnover among
centre employees.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
13. The new employee training in our centre is very effective in
ensuring that new employees are able to deal effectively with
customer issues and rapidly become fully productive.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
14. We use a variety of methods for developing employees in our
centre such as cross-training, job enrichment, rotational
assignments and career planning.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
15. Our career development plans ensure that our centre
personnel reach their full potential to contribute and become a
valuable resource that our organisation often selects to fill
openings outside the centre.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
16. The employees in our centre all feel empowered to do
whatever is in the best interest of the customer with
management and supervision being fully supportive of their
actions.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
17. We utilise both formal and informal approaches to employee
recognition which are objective and focus on trying to catch
employees in the act of doing something good or on
identifying good role models within our centre.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
18. We place a priority on ensuring a high level of employee
involvement in a variety of meaningful activities, e.g.,
improvement teams affecting our centre’s work environment
and overall performance.
0 1 2 3 4 5

5.  2012 Wisdom for Strategic Thinking www.wisdomforstrategicthinking.com 5
DK 0% 25% 50% 75% 100%
19. Management and supervision have worked hard to create a
centre work environment in which there are high levels of
employee motivation, well-being and satisfaction.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
20. We have regular 2-way communication within our centre, both
vertically with management and horizontally between groups
as well as with other areas outside the centre that we depend
upon for important inputs.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
21. We have created an environment in our centre where
everyone feels as if we are “all one team” – avoiding “turf”
battles and working to support each other.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
22. Our organisation’s human resource systems (e.g., recognition,
performance evaluation, empowerment and compensation)
reinforce the behaviours of our employees, both individually
and as teams, consistent with our values and a strong
customer focus.
0 1 2 3 4 5
Partnerships and Resources
Please rate this category on approach, deployment and evaluation.
DK 0% 25% 50% 75% 100%
23. Our data capture/contact handling software is very user-
friendly, reducing the learning curve for new employees to
become completely proficient.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
24. We ensure that our information systems are designed to
effectively support our people in being responsive to
customers and ensuring that a very high percentage of issues
are resolved on the first contact with the customer.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
25. Because the centre is so dependent upon inputs from many
internal groups within our organsation such as Human
Resources, Information Systems and others, we have worked
hard to build good working relationships with these groups.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
26. In our centre we ensure that we have identified our internal
customers and provide the data/information reports that meet
all their information requirements of us.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
27. We ensure that the broad scope of data we collect in the
centre is effectively integrated, analysed, interpreted and
reported to all who need it to better ensure effective and rapid
decision-making such as allocation of resources.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
28. The centre’s continuous improvement priorities represent a
good balance between customer requirements and the
financial aims of our organisation, erring most often on the
side of the customer.
0 1 2 3 4 5

6.  2012 Wisdom for Strategic Thinking www.wisdomforstrategicthinking.com 6
Processes
Please rate this category on approach, deployment and evaluation.
DK 0% 25% 50% 75% 100%
29. One of our priorities has been to identify and map our centre’s
key processes as a basis for our procedures and to better
ensure an effective and efficient operation.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
30. We focus attention on prevention activity in our centre by
ensuring that we identify the cause of problems and then take
corrective action to eliminate their reoccurrence.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
31. We always have a number of individuals and teams whose
efforts are directed at improving our centre’s key business
processes based upon feedback from customers who contact
us as well as through soliciting ideas from the employees who
work in the centre.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
32. We regularly collect customer/caller satisfaction data and act
upon it to improve our services and processes in the centre thus
continually helping our organisation to better differentiate itself
against other competitors in our markets on the basis of service
excellence.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
33. Our analysis of customer/caller satisfaction data has helped us
to identify those factors (“drivers”) which have the greatest
influence in determining customer/caller satisfaction with the
services and support we provide allowing us to target our
resources most effectively.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
34. We have developed and consistently follow effective and
efficient guidelines/procedures for customer problem escalation
within our centre.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
35. We continuously update our knowledge of the top reasons for
customer dissatisfaction with our centre and frequently form
teams to develop and implement process improvements to
eliminate them.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
36. We regularly log complaints and inquiries in our centre and then
accurately code them, aggregate them, analyse and report
trends to those in our organisation that need them for product,
service and process improvement.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
37. Our organisation has a comprehensive approach for gathering
and sharing new or changing customer requirements with
product and service development groups in our organisation.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
38. We regularly compare our centre’s performance against other
centres inside and outside our industry some of which have
been identified as “best-in-class”.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
39. All the management in our organisation view the centre as
having a valuable strategic role in our organisation’s customer
relationship management process.
0 1 2 3 4 5

7.  2012 Wisdom for Strategic Thinking www.wisdomforstrategicthinking.com 7
Customer Satisfaction
Please rate this category on results.
DK 0% 25% 50% 75% 100%
40. We have identified the predictors of customer satisfaction and
loyalty in dealing with our centre and our performance over the
past three years has continued to improve or has remained at
high levels consistently across all these predictors.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
41. Our data clearly shows that our centre is continuing to maintain
high levels of performance in all aspects of service quality most
important to our customers.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
42. There has been a steady increase in the number of product,
service and process improvements as a direct result of acting
upon the analysis of complaint data over the past three years.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
43. We have seen a steady downward trend in service complaints
about our centre over the past three years.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
44. Our data clearly shows that over the past three years we have
been able to increase customer satisfaction while reducing the
cost per call.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
45. Over the past three years, we have seen a significant increase
in customer satisfaction as our ability to resolve issues on the
customer’s first contact with us has increased.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
46. We have identified and regularly monitor the centre
performance indicators that show we are adding value (e.g.,
providing a clearly defined benefit) in the relationship with our
customers. Over the past three years, the centre’s
performance has steadily improved in all these indicators.
0 1 2 3 4 5
People Satisfaction
Please rate this category on results.
DK 0% 25% 50% 75% 100%
47. The factors that predict or influence people satisfaction and
morale in our centre have been identified and are regularly
measured (e.g., feeling valued, involvement). The data
indicates a continuing positive improvement trend in all these
factors.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
48. We experience a level of turnover among our centre
personnel that is so low that our centre is considered “best-in-
class” in our industry.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%

8.  2012 Wisdom for Strategic Thinking www.wisdomforstrategicthinking.com 8
49. The level of absenteeism has continued to decline over the
past three years, reaching a “best-in-class” level for centre’s in
our industry.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
50. The results of our people satisfaction surveys indicate a trend
comparable to or better than those from call centres of
competitors and other benchmarks inside or outside our
industry.
0 1 2 3 4 5
Impact on Society
Please rate this category on results.
DK 0% 25% 50% 75% 100%
51. Through our call centre we have positively influenced our
organisation’s image survey results by the way in which it has
been able to respond to the public on newsworthy issues and
matters of public concern.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
52. The number of presentations or talks given by centre
management at local community, association, or business
meetings has been on a steady increase over the past three
years.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
53. The centre has been successful in terms of identifying an
increasing number of emerging customer concerns that are
then shared with management to allow them to be more
proactive in their decision-making.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
54. The percentage of centre personnel involved in community
activities has steadily increased over the past three years and
far exceeds the level for our organisation as a whole
0 1 2 3 4 5
Business Results
Please rate this category on results.
DK 0% 25% 50% 75% 100%
55. We document those internal supplier problems that negatively
impact our customers or compromise our service quality and
work with those suppliers to prevent re-occurrence. There
has been a steady decline in these types of internal supplier
problems over the past 3 years.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
56. We have data to show that over the past three years we have
been able to provide our field sales organisation with better
qualified leads which reduces the amount of time they spend
closing business. In fact, our calculations indicate that we
now generate revenue equal to many times the cost of a call.
0 1 2 3 4 5
DK 0% 25% 50% 75% 100%
57. We have seen an increase in customer/caller satisfaction
levels as the quality levels of our products and services has
improved over the past three years.
0 1 2 3 4 5

9.  2012 Wisdom for Strategic Thinking www.wisdomforstrategicthinking.com 9
DK 0% 25% 50% 75% 100%
58. We have been able to show that through effective process
improvements, introduction of technology and other
innovations that our cost per call has consistently declined
over the past three years.
0 1 2 3 4 5