Customer Experience Performance Management Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Customer Experience Managers, Contact Centre Managers and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 9 Nov 2026 Course code SD-CS-101

Before you join: Participants should have practical experience of customer service, contact centre, case-management, retail service or digital support operations.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Customer experience performance often suffers from disconnected measures, inconsistent quality scoring, delayed reporting and review meetings that describe problems without producing action. Contact centres, service desks, claims teams, retail service operations and digital support functions need a disciplined way to connect customer outcomes with operational control, employee performance and improvement priorities. Without this discipline, teams can meet speed targets while increasing repeat contacts, complaints, customer effort and avoidable cost.

This course develops the practical methods used to manage customer experience performance from strategy through frontline execution. Participants build metric hierarchies, define reliable measures, interpret service and quality data, establish Voice of Customer feedback loops, and distinguish meaningful variation from routine fluctuation. The course addresses customer satisfaction, Customer Effort Score, Net Promoter Score, first contact resolution, quality assurance, accessibility, response times, staffing, adherence, backlog and complaint trends. It also covers root-cause analysis, corrective action control, performance reviews, coaching scorecards and governance routines.

Teaching combines focused instructor briefings, service-operation cases, group analysis of dashboards and quality data, performance-review simulations, and structured application planning. Cases reflect situations such as rising repeat contacts in a banking contact centre, inconsistent claims communication, overloaded public-service channels and poor handoffs between digital and assisted service. Participants leave with a customer experience performance management pack containing a metric dictionary, scorecard model, review agenda, root-cause template, governance structure and 90-day implementation roadmap.

The course is suited to managers and specialists responsible for customer service, contact centres, service quality, customer insight, operations improvement or frontline performance. It is equally relevant where customer interactions occur by phone, email, chat, branch, field service, case management or digital self-service.

What you will be able to do

  • Design a customer experience metric hierarchy linking strategic objectives to frontline measures
  • Define service, quality and customer outcome metrics using a controlled metric dictionary
  • Interpret customer feedback, operational data and quality results to identify performance drivers
  • Build quality assurance sampling and calibration processes for consistent evaluation
  • Apply Erlang C, service-level and productivity measures to workforce performance decisions
  • Conduct root-cause analysis using Five Whys, fishbone diagrams and Pareto analysis
  • Run performance review routines with clear ownership, escalation thresholds and corrective actions
  • Produce a 90-day customer experience performance management implementation roadmap

Benefits of attending

For you

  • Build credible CX scorecards rather than relying on isolated service metrics
  • Diagnose performance problems using evidence from customer, quality and operational data
  • Lead performance reviews that produce assigned actions and verified results
  • Coach frontline teams against observable customer-impacting behaviours
  • Present customer experience priorities clearly to operations and senior management

For your organisation

  • Connect customer outcomes with service operations, quality and workforce measures
  • Reduce repeat contacts, avoidable transfers, rework and unresolved customer issues
  • Improve consistency of quality scoring, coaching and frontline accountability
  • Identify service failure causes before they become persistent complaint patterns
  • Establish repeatable review routines for customer experience improvement decisions

Course modules

10 modules over 5 days

Participants can explain how customer experience performance management connects customer outcomes, operational control and improvement action.

  • Customer promise, customer journey, and operating model linked through service measures
  • CX performance management cycle: define, measure, analyse, improve, control
  • COPC CX Standard concepts: requirements, metrics, processes, and management routines
  • Distinguishing customer outcomes, process health, employee capability, and financial results
  • Service value chain connecting contacts, resolution, loyalty, cost, and revenue
  • Measurement governance assigns owners, definitions, thresholds, review cadence, and actions

Participants can create a metric hierarchy and define measures suitable for management and frontline use.

  • Metric hierarchy from strategic objective to team and individual measures
  • Balanced scorecard perspectives adapted for contact centre and service operations
  • Leading and lagging indicators tested through causal hypotheses and driver trees
  • Selecting outcome metrics: customer effort, satisfaction, retention, resolution, and complaints
  • Process metrics cover accessibility, response time, accuracy, transfer, and rework
  • Metric dictionary specifies formula, source, denominator, exclusions, owner, and frequency

Participants can design feedback measures and convert customer feedback into controlled follow-up actions.

  • Voice-of-customer programme combines surveys, complaints, speech analytics, and unsolicited feedback
  • Customer Effort Score design avoids ambiguous scales and poorly timed requests
  • Net Promoter Score interpretation separates relationship, transaction, and segment views
  • Closed-loop feedback process assigns recovery, root-cause codes, and customer follow-up
  • Text coding taxonomy converts verbatim comments into recurring failure themes
  • Survey sampling, response bias, confidence intervals, and minimum reporting thresholds

Participants can establish quality assurance processes that produce fair, consistent and actionable results.

  • Quality assurance forms align critical behaviours with customer and compliance outcomes
  • Critical-error definitions distinguish unacceptable risk from coaching opportunities
  • Calibration sessions test scorer consistency using evidence, tolerance rules, and adjudication
  • Sampling plans balance transaction risk, volume, channel, agent, and customer segment
  • Attribute control charts identify special-cause variation in quality results
  • Coaching records connect observed behaviours, agreed actions, and follow-up evidence

Participants can interpret service operations measures and identify their implications for capacity and customer outcomes.

  • Demand patterns, contact drivers, and channel mix shape capacity requirements
  • Erlang C assumptions and limits for queueing-based staffing decisions
  • Service level, average speed of answer, abandonment, and occupancy interpreted together
  • Schedule adherence and conformance separated from productive time and availability
  • First contact resolution measurement accounts for repeat contacts and downstream work
  • Backlog ageing analysis prioritises cases by risk, promise date, and value

Participants can analyse customer experience data and present evidence-based performance reports.

  • Data lineage traces dashboard figures from source systems through transformations
  • Data-quality checks test completeness, validity, timeliness, uniqueness, and reconciliation
  • Control charts distinguish common-cause fluctuation from assignable operational signals
  • Pareto analysis ranks defect categories by frequency, impact, and controllability
  • Segmentation exposes performance differences by channel, journey stage, cohort, and reason
  • Dashboard design pairs current status, trend, target, variance, and action owner

Participants can identify service failure causes and control corrective actions through to verification.

  • Five Whys probes causal chains without stopping at frontline error
  • Fishbone diagrams organise causes across people, process, technology, policy, and demand
  • Failure mode and effects analysis scores severity, occurrence, detection, and controls
  • Process mapping exposes handoffs, wait states, rework loops, and decision rules
  • Corrective actions specify owner, deadline, expected metric shift, and verification
  • PDCA cycles test countermeasures before standardising changed procedures

Participants can run performance governance routines that turn evidence into timely management decisions.

  • Daily management boards focus teams on exceptions, actions, and commitments
  • Weekly performance reviews test trends, drivers, risks, and intervention progress
  • Monthly business reviews connect CX results with cost, compliance, and strategy
  • RACI matrices clarify metric ownership, decision rights, consultation, and escalation
  • Escalation thresholds trigger defined responses for material customer or operational risk
  • Performance narratives explain variance using evidence, not isolated dashboard colours

Participants can use scorecards and coaching methods to improve frontline performance fairly.

  • Individual scorecards balance outcomes, quality, productivity, attendance, and development
  • SMART coaching goals convert performance gaps into observable behavioural commitments
  • Behavioural coaching uses evidence, questioning, practice, feedback, and follow-through
  • Recognition criteria prevent metric gaming and reinforce customer-centred decisions
  • Fair-performance safeguards account for case complexity, routing, tenure, and accessibility
  • Change communication explains measure purpose, calculation, consequences, and support

Participants can plan a staged implementation of customer experience performance management in their service operation.

  • Baseline assessment identifies metric gaps, unreliable data, and unmanaged customer risks
  • Performance management charter defines scope, principles, governance, and decision rights
  • 90-day implementation roadmap sequences data fixes, pilot measures, reviews, and coaching
  • Pilot design sets success criteria, comparison groups, learning questions, and exit rules
  • Benefits tracking links improvement actions to customer, operational, and financial outcomes
  • Personal application plan commits priority actions, stakeholders, milestones, and measures

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Customer experience metric dictionary template
  2. Balanced CX scorecard model
  3. Quality assurance calibration checklist
  4. Voice of Customer closed-loop process map
  5. Performance review agenda and action log
  6. 90-day implementation roadmap

Who should attend

  • Customer Experience Managers — accountable for customer outcomes and improvement priorities
  • Contact Centre Managers — responsible for service levels, quality, productivity and coaching
  • Customer Service Managers — managing performance across assisted and digital service channels
  • Quality Assurance Managers — designing evaluations, sampling plans and calibration routines
  • Customer Insights Managers — converting feedback data into operational action
  • Operations Improvement Managers — addressing service failure, rework and performance variance

Skills and tools covered

CX metric designQuality assurance controlVoice of CustomerPerformance data analysisRoot-cause analysisReview governance

Tools and standards

COPC CX Standard, Balanced Scorecard, Erlang C, PDCA

How the course runs

Training methodology

The course uses short instructor briefings followed by case work, facilitated group exercises, dashboard interpretation and service-performance simulations. Participants examine realistic customer experience data, including quality results, survey findings, contact demand, backlog and repeat-contact patterns. They practise metric definition, calibration logic, trend interpretation, root-cause analysis and performance-review conversations. Trainers adapt examples to the cohort's channels, customer journeys and operating context. Each participant develops an application plan and receives feedback on the measures, governance routines and actions selected.

Requirements and prerequisites

Participants should have practical experience of customer service, contact centre, case-management, retail service or digital support operations. They should understand common service measures such as customer satisfaction, response time, quality score, first contact resolution or complaints, even if they have not owned those measures. Experience reading basic spreadsheets or dashboards is useful. No prior knowledge of the COPC CX Standard, statistical software, workforce management systems or formal quality-management qualifications is required. The course does not require advanced mathematics; calculations are explained through service examples.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You should have experience of customer service, service operations, contact centres, quality assurance, customer insight or related management roles. You do not need prior COPC training, advanced statistics or workforce management certification.

Bring examples of the measures, dashboards, scorecards or customer feedback reports used in your team, where permitted by your employer. A laptop is useful for working with course templates, but no specialist software is required.

The course is intended for managers and specialists who own, report, improve or act on customer experience performance. It is particularly relevant to contact centre, customer service, quality, insights and operations improvement roles.

Customer service skills courses focus on individual interaction techniques, such as communication, complaint handling or empathy. This course focuses on the management system behind service performance: measures, quality control, analysis, governance, coaching and improvement action.

Participants can use the templates to review current measures, clarify definitions, improve quality calibration and introduce more disciplined review routines. The 90-day roadmap helps convert identified priorities into sequenced actions with named owners and measures.

The programme provides approximately 32.5 contact hours, normally delivered from 08:30 to 16:30 each day. Time is divided between instructor input, cases, data analysis, group work, simulations and application planning.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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