Please check out a colleague’s digital project on Informal Assessment Strategy:
This project gives a very thorough outline of Informal Assessment Strategy. It’s very well put together and researched.
It kind of reminds me of one of my early ideas for this digital project. I wrote about Formative Assessment in a previous blog and because of it’s value and the general neglect of it’s practise in the workplace, it was one of my top choices for a topic. In the end “Frames” won, but oh well!
While I was watching this project, it reminded me so much of the call audit/monitoring processes most call centres have in place. Call monitoring is so fundamental to employee training in call centres. Often times, there will be a structured checklist which peers or managers will fill out while listening to calls. This checklist structures the coaching and feedback that typically following a call monitoring session. One trick I used to like to do when I was managing call centres was not only assess the call myself, but then have the employee listen to their own call, following the checklist and assess themselves. We would then meet and discuss how we rated the call and why. As a manager that was development focused, these were some of the most memorable and satisfying moments in my career, as this was a partnership in learning and improving.
Another interesting call centre application is what I like to call “coaching ops”. It’s very common that more than one employee may talk to a customer or work on a particular issue. This means they are often more aware of the performance of their peers than the superiors. Encouraging this feedback can provide great opportunities for learning. If the group of employees is not comfortable providing feedback to each other, management can be used as a buffer by having employees inform a manager. The manager can then provide feedback or coaching to the employee anonymously.