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Performance Talks for Riders and OA's: Tips and Tricks

In this page, you will find important guidelines and recommendations for the performance talks you are required to have with Riders and OA's.

Process recommendations

Note:

All these topics refer to the WF Tool in Hub Portal.

  • Every week, check the performance of your employees using the Performance group data. While the focus should be on correcting the performance of worst and low performers, it's also important to recognize the top performers' efforts in the hub.

  • Use of the Last feedback column to prioritize employees that haven't had a conversation in 2 weeks or more.

  • Use the Next shift column to help you schedule your feedback talks. We suggest to do this right after the shift for employees that have a shift scheduled, and remotely/written for employees that don't have any shifts scheduled.

  • To review an employee's performance further, go to their Employee file.

  • Discuss their performance with them. To conduct an effective talk, use the information in the dropdowns below.

  • Log the discussion in the Feedback tracker. This information will appear in the Last feedback column.

Relevant metrics for the meetings

  • Compliance KPIs - Riders and OA's

    • No shows: Number of shifts within the selected period with an unjustified absence

    • Late shifts: Number of worked shifts within a selected period where (Quinyx) punch-in was more than 15 minutes after the planned shift start

  • Performance KPIs - Riders

    • Deliveries per online hour (UTR): The number of orders the employee delivered per hour spent online in the Workforce app (excluding the temporary offline and break time).

    • Acceptance rate: The numbers of trips accepted by the employee divided by number of trips offered to employee, excluding manually re-assigned trips

  • Performance KPIS - OA's

    • Average picking time per item: Total time the employee spent picking (excluding packing time) divided by the number of items picked

    • % Post-order issue rate: Number of orders with post order issues ( damaged/wrong/missing/perished issues reported via CS) divided by total number of internal orders picked by OA

How to conduct the meeting

  • Start the session positively: Highlight appreciation for their efforts.

  • Discuss positive points and metrics that have improved since the previous week: Provide specific examples to support your feedback.

  • Address areas for improvement: Use the data displayed in the employee table and employee file to support your arguments. Encourage the employee to share their perspective and engage in a dialogue.

  • Agree on next steps: Collaboratively establish goals and performance expectations for the upcoming week. Discuss support needed for goal achievement.

  • Encourage employee input and feedback: Actively listen, acknowledge their input, and consider their suggestions.

  • Wrap up the session: Summarise key discussion points, goals, and action plans together with the employee. Utilise the 'Feedback Tracker' function to record the results. Express confidence in the employee's abilities and offer ongoing support.

Useful phrases

  • Start the session positively:

    • "Before we dive in, I want to say how grateful I am to your efforts. I am very happy to have you with us".

  • Discuss positive points and go over positive changes since last week:

    • “You’ve done great last week!” or “Last week has not been easy but you’ve done a great job regardless - thank you!”

  • Address areas for improvement and metrics that have worsened since last week:

    • “There are a few things that I’d like us to fine-tune. I’d love to hear your thoughts on this:”
      “While you’re doing great overall, there are a few things that I need to discuss - please let me know what you think”

    • “I've noticed some changes recently that we should address early.“

  • Agree on next steps:

    • “Now that we’ve discussed the points, let’s agree on what’s going to happen next”

  • Encourage employee input and feedback:

    • “I want to hear what you think” or “Please tell me if you need help with anything”

What to avoid

  • Shaming or blaming:

    • "You should be ashamed" / "You're the reason we are underperforming" / "You're not even trying."

  • Using negative labels:

    • "You're a weak link on the team" / "You're just not cut out for this job" / "You're a terrible employee"

  • Focusing solely on mistakes.

  • Ignoring personal circumstances:

    • "I don't care about your personal issues. Just get the work done." / "No excuses. Your personal life shouldn't affect your performance."

  • Dismissive or unsupportive statements:

    • "Your concerns don't matter. Just do your job" / "I don't have time for your issues"

  • Assuming negative intent:

    • "You must be intentionally sabotaging the team." / "Are you trying to make us look bad?" / "I can't trust your motives."

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