A telecaller with fewer calls may be having better conversations. Fair monitoring uses several numbers, not one.
Use a balanced set
Calls, connected percentage, follow-ups done, overdue items, visits and bookings. Together they tell a story that a call count cannot.
Watch for no activity
The Propto monitor lists people with no calls and no follow-ups, and shows who is on approved leave, so the right conversation happens.
Coach, then compare
Use numbers to start a conversation. Compare people with similar leads and tenure, not the whole floor.
Why fair monitoring matters
Telecallers are often the first voice a buyer hears, so their work shapes the whole sales process. Monitoring helps managers support them, spot coaching needs and plan capacity. Done badly, it feels like surveillance and pushes people to game the numbers.
Fair monitoring uses balanced metrics, explains how they are used and focuses on improvement rather than punishment.
A balanced set of metrics
Look at calls made, calls connected, follow-ups completed, site visits booked and bookings influenced. No single number tells the full story. Many calls with few connections may point to poor timing or bad numbers; few calls with many visits may indicate excellent qualification.
Compare people with similar lead sources and projects. A telecaller working cold leads should not be judged against one handling fresh launch enquiries.
Connected rate and call timing
The share of calls that connect depends heavily on timing. Review when connections happen most often and plan calling blocks around those windows. A small change in schedule can improve results noticeably.
Encourage telecallers to record unsuccessful attempts properly. Accurate data on missed connections helps you choose better times and avoid repeatedly calling at moments when buyers never answer.
Spotting no-activity days
A useful view highlights people with no recorded activity on a working day, while taking approved leave into account. Investigate quietly: there may be a system issue, a personal situation or an assignment problem.
Distinguishing genuine absence from leave prevents unfair conversations and builds trust in the monitoring process.
Listening to calls
Numbers show what happened; conversations show how. Listen to a few calls each week with the telecaller, focusing on one improvement at a time, such as asking about budget earlier or proposing a visit more confidently.
Where call recording and analysis are available and consented to, use them to support coaching rather than to catch mistakes. Share good examples with the whole team.
Setting realistic expectations
Targets should reflect lead volume, lead quality and the time required for meaningful conversations. Unrealistic call targets encourage rushed, low-quality calls that damage your brand and lower conversion.
Agree expectations openly and review them when conditions change, such as during a launch or a quieter month.
Coaching, then comparing
Use metrics first to identify who needs help and with what, then to measure whether coaching worked. Public leaderboards can motivate some teams, but they can also discourage newer members. Consider sharing individual progress privately and team progress publicly.
Recognise behaviours, not just outcomes: consistent follow-up, accurate notes and helpful visit preparation all contribute to bookings even when a particular month is slow.
Questions teams often ask
Should telecallers see their own metrics? Yes. Seeing their own numbers helps people self-correct and makes coaching conversations easier.
How often should we review performance? A short weekly check and a deeper monthly review work well for most teams.
What about telecallers who handle partners or post-sales calls? Use metrics that match their work, such as resolved queries or confirmed payments, rather than sales metrics that do not apply.
In short
Monitor with a balanced set of metrics, compare like with like, account for leave, listen to real calls and coach one improvement at a time. Keep expectations realistic and recognise good habits as well as results.
A worked example
Two telecallers make a similar number of calls each week, but one books twice as many site visits. Listening to a few calls shows the difference: she asks about budget and timeline early, then offers two specific visit slots instead of asking the buyer to choose a day.
The manager shares this approach in the next team meeting and asks others to try it for a week. The following review shows visits rising for most of the team. The metric revealed the gap; listening explained it; coaching closed it.
Common mistakes
A common mistake is ranking people only on call volume, which rewards rushed calls. Another is ignoring lead quality, so people working weak sources look worse through no fault of their own. A third is reviewing numbers without ever listening to calls, which leaves managers guessing about causes.
Avoid these by using balanced metrics, comparing similar work and pairing numbers with real conversations.
Above all, explain to the team why you monitor and how the numbers are used. Transparency turns monitoring from something people fear into something they use to improve their own results.
Revisit the metrics every quarter and retire any that no longer help people improve.
Fair, visible and helpful: that is the standard.
Is this per person?
Yes. The activity monitor shows each person’s calls, connected rate, follow-ups, visits and bookings.