https://lousy2.wixsite.com/experiments2

“Good morning/afternoon everyone,
Today I’ll be presenting an action plan based on a data-driven analysis of customer satisfaction performance within a team of 18 customer service agents.
I was provided with a raw database of approximately 300 customer surveys. From this information, my objective was to evaluate both individual and team performance by calculating two key metrics: ASAT, which measures customer satisfaction, and NPS, which reflects customer loyalty and likelihood to recommend the service.
Beyond just calculating these metrics, the goal was to identify performance gaps—specifically the lowest-performing agents—and design a focused strategy to improve their results in a measurable and sustainable way.
In this presentation, I will walk you through: First, how I calculated and analyzed ASAT results, Second, the NPS performance, Third, how I identified the key outliers, And finally, the 30-day action plan designed to improve their performance.
Let’s begin with the ASAT analysis.”
SLIDE 1 – ASAT (4–5 minutes)
“On this first slide, we can see the monthly ASAT results for the team.
To calculate ASAT, I used pivot tables in Excel to organize the survey data by agent. This allowed me to efficiently group responses and compute satisfaction scores as a percentage of positive ratings over total responses.
This method ensured consistency and accuracy while handling a relatively large dataset of 300 surveys.
From the visualization, we can observe the distribution of performance across the team. While most agents fall within an acceptable range, there is noticeable variability between high and low performers.
This variation is important because it highlights opportunities for improvement, especially among agents whose scores fall significantly below the team average.
At a team level, the ASAT score provides a general view of customer satisfaction, but analyzing it individually allows us to detect specific performance gaps.
This leads us to the next metric, which complements satisfaction with customer loyalty: NPS.”
SLIDE 2 – NPS (4–5 minutes)
“On this slide, we see the Net Promoter Score, or NPS, for both individual agents and the team overall.
NPS was calculated by categorizing survey responses into three groups: promoters, passives, and detractors. The final score is obtained by subtracting the percentage of detractors from the percentage of promoters.
Using pivot tables again, I was able to segment responses per agent and calculate their individual NPS, as well as aggregate weekly and monthly team performance.
What’s important here is that NPS provides a deeper layer of insight beyond satisfaction—it reflects the customer’s willingness to recommend the service.
In some cases, an agent may have a decent ASAT score but a lower NPS, which suggests that while customers are satisfied, they may not be fully engaged or impressed.
By analyzing both ASAT and NPS together, we gain a more complete understanding of performance.
With these insights, the next step was to identify the agents who consistently underperformed.”
SLIDE 3 – OUTLIERS (4 minutes)
“In this slide, I present how I identified the five outliers within the team.
To ensure an objective selection, I compared individual ASAT and NPS scores against the team average and distribution.
Agents who consistently fell below the average in both metrics—and showed a clear gap compared to their peers—were classified as outliers.
This was not based on a single data point, but on consistent patterns across weekly and monthly performance.
Identifying these outliers is critical because it allows us to focus our efforts where they are most needed, rather than applying a generalized solution to the entire team.
These five agents represent the greatest opportunity for improvement, and therefore became the focus of the action plan I developed.
Now I’ll walk you through that plan.”
SLIDE 4 – ACTION PLAN (5–6 minutes)
“The action plan is a targeted performance calibration initiative designed as a structured 30-day intervention.
The objective is to improve both ASAT and NPS scores through guided learning, real-time feedback, and measurable goals.
The plan is divided into two phases:
During the first two weeks, agents will participate in side-by-side coaching by shadowing top-performing peers. This allows them to observe best practices in real customer interactions, including communication style, problem-solving techniques, and tone management.
In the following two weeks, the roles are reversed. The agents will handle interactions while being observed by those same top performers, who will provide real-time feedback and support.
Additionally, weekly feedback sessions will be conducted using the SMART approach—ensuring that goals are Specific, Measurable, Achievable, Relevant, and Time-bound.
Clear performance benchmarks will also be established, so agents understand exactly what is expected and how success will be measured.
This structured approach ensures continuous learning, accountability, and measurable progress within a short timeframe.
Ultimately, the goal is not only to improve individual performance, but to elevate the overall team’s customer experience and satisfaction levels.”
CLOSING (1–2 minutes)
“To conclude, this project demonstrates how data analysis can be transformed into actionable strategies.
By identifying performance gaps through ASAT and NPS, and implementing a focused, structured intervention, we can drive meaningful improvements in both individual and team performance.
Thank you for your time, and I’m happy to answer any questions.”