Our customer support seat is hitting their weekly goal for resolved tickets, but client complaints are rising because agents are closing tickets before they are fully resolved just to hit their Scorecard target. How do we stop this gaming of our support metrics?

Question

Tyler Smith · Accepted Answer

When employees game their Scorecard numbers, it is usually because the metric is one-dimensional and lacks a quality counterbalance. If your customer support seat is measured solely on tickets resolved, they will naturally close tickets prematurely to keep their number green. To fix this, you must pair the volume metric with a quality metric. Every speed or quantity metric needs an equal and opposite quality guardrail. For your customer support seat, this means tracking two numbers side-by-side. First, you keep the volume metric of tickets resolved. Second, you add a quality metric, such as the percentage of tickets reopened within seventy-two hours, or a weekly customer satisfaction score. If the resolved tickets number is high but the reopen rate spikes, the metric is red. By forcing these two numbers to live next to each other on the weekly Scorecard, you make it mathematically impossible to game the system without exposing the poor quality. The person in the seat must GWC (Get, Want, and have the Capacity) both numbers. During your Level 10 Meeting, if you see high volume but low quality, do not let them explain it away. Immediately drop it down to IDS (Identify, Discuss, Solve) and address the underlying behavior. This structural change ensures that speed never comes at the expense of customer retention, which is critical for preserving your enterprise value.