- Define goal: Map your QA process to business goals
- Build a QA quality culture and behavior framework: framework centered around improving the customer experience by focusing on the effort the customer makes, minimizing conduct risk and providing the most positive customer outcomes
- Remove the perception of QA evaluation as being a punitive process
- Pay close attention to correlation between QA scores and customer survey scores – note: Only 20-25% of customer satisfaction with a call is determined by the content of their conversation with agents
- Progressive businesses are moving on from tick box, features and benefits format to customer engagement / active listening, matching and outcomes
- The QA team should be regarded as experts in driving the customer experience agenda across the organization and be regarded as an integral part of the company value chain
- Business Intelligence Team uses the data gathered through quality process for providing the business with performance insight & predictive analytics
- QA should inform product and product governance: Undertake product reviews / what do customers like, dislike
- The QA and compliance teams need to work hand-in-glove; ensuring compliant customer interactions for both new and existing customers: regulatory rules are now given
- Red flag process vigorously enforced
- Senior Executives need visibility: Customer experience, product / marketing / managing risk
- Build processes and systems to share information across the business: Share Voice of the Customer feedback with other departments
- Hold regular round tables with Product, Marketing, Sales: highlight trends, risks, feedback
- Influence the organization: don’t operate in a silo
- Include agents and team leads in the calibration process
- Calibrate based on expertise, not deviation from average or arbitrary targets
- Use Calibrations to refine QA forms and remove ambiguity
- Look to your teams to identify and share anecdotal feedback: sometimes it is OK to work in the grey
- Keep your QA forms fresh and relevant
- Deep-dive analysis of the data to identify trends, insight and areas that require greater focus
As in all team sports, players either all win or all lose. The same goes for any call center …
While watching the 2015 Women’s Soccer World Cup, USA and Australia were battling to edge ahead in the dreaded D group. Most people believe that having a superior offense wins championships in soccer. Although the USA team put goals on the board, there were countless saves by the defense, especially by goalie, Hope Solo.
How does this relate to a call center, you may ask? Well, in a call center there are many departments that handle every aspect of the customer experience. If the sales department did a fantastic job taking care of the customer, but then punts the customer to the mediocre service department, then the company may just lose the “game.”
Every touch a call center has on the customer reflects the overall customer experience. So, how can a contact center calibrate across all channels of service? Well, let’s talk a bit more about soccer, or as my team in the BPA Quality UK Research Center would refer to as FOOTBALL!
Field of Play
By understanding the entire process from first touch to goal, call center agents can provide the customer with a play-by-play report. The customer is never left wondering what happens next. If you know the game and the role you play within the team, then it will be effortless to win.
A team is only as good as the sum of its parts. Call center agents need great leaders that provide them with meaningful coaching and knowledge, so they can achieve the goal (providing memorable customer service). Also considering outside experts to evaluate agents with a customer-centric point-of-view can up the playing advantage.
In some circumstances, a customer may need a bit of “dribbling” or “hand holding,” and the call center must embrace that average handle time or other KPIs (Key Performance Indicators) will be affected. Understanding of those changes in agents’ quality scores can be circumstantial and provide leadership with a “shot on goal” in grasping the customer journey, effort and/or experience.
The dreaded offside
Working in and around call centers for the past nine years, I have actually witnessed leadership stepping over the line of defense to try and make that “easy” goal. When that has happened, the customer, the agent and ultimately the company loses. Play fair with customers and they will return and recommend the company to their friends and with agents because they are the first and only touch to the customer. To win a customer does not mean they will be one for life, it could only be for the moment. Once they are lost, no telling how many more will be lost.
Shots on goal & GOAL!
Once the call center is working together to provide incredible customer service, then the “shots on goal” will increase and eventually the customer becomes not only loyal, but an advocate too. GOAL!
When evaluating the call center, make sure to step back or have a third party understand the “field of play” as the customer. For example, as a fan of the USA women’s soccer team, it is much simpler for me to recognize why Abby Wambach missed last night’s header into the goal. If she had my outside vantage point, she may have put a goal on the board. Luckily for the USA Team, she is a part of a capable, successful team to get the win for USA.
I’m willing to bet that #20 (Abby Wambach) and her team will review the recording of that missed header to evaluate how do to it better the next time.
As a call center team, are you ready for the customer experience “World Cup?” If not, the competition is …
Go #USWNT & #USA!
Measuring the quality of a customer contact has progressed into a science that can ultimately uncover market intelligence, training needs, process improvements and usable feedback to the agents … but only if it’s objective, fair and quantifiable. BPA Quality believes that in order for Quality to capture beneficial information, then it must be clear and well defined … you need a Quality Ruler.
Who is BPA Quality? BPA Quality is the leading global provider of remote call monitoring, customer satisfaction surveys, mystery calling, social media monitoring, speech analytics and training services. With over 25 years in the study and application of Quality Call Center Science, BPA helps its clients take data and turn it into actionable observations that allow managers, supervisors and agents to modify the behaviors of call center activities to build an awesome Quality Customer Experience.
The proof is in the pudding, as the saying goes…Recently, while working with a large telecommunications company BPA developed a model to head off unnecessary in house service calls. BPA was able to help reduce these service calls as much as 17% per month that translated into millions of dollars of potential savings. BPA has also helped a car service company reduce customer complaints by 90% and improved a credit collections firm increase their collected accounts by 20% … all by using the science and application provided by BPA Quality.
These great results are a reflection of the BPA Quality mission statement … to be the global leader in the delivery and development of services that improve the customer experience for contact centers around the world.
This mission begins in the incredibly rich culture of the company. “We provide services in over 45 different languages, and all of them are conducted in the native language of the analyst,” adds Craig Antonucci, VP of Client Awesomeness of BPA. He adds, “We have analysts, managers and professionals from all over the world all with an incredible amount of experience. The fact that we have this cultural diversity allows us to be the world leader in our market, and in the end, we help our clients deliver an awesome customer experience.”
This rich culture started with the vision Lisa Renda, President and Founder of BPA Quality. She noted in a recent interview, “We didn’t want BPA to just be known for excellent output, we wanted our clients to also enjoy working with the BPA staff and to feel that they were dealing with good, honest people who care. We work hard at creating a team that is undoubtedly excellent in their field, but one which also shares common ideals and a sense of integrity.” Even BPA Quality’s customers feel the same way about BPA:
‘I have worked with a number of suppliers offering similar services over the past 18 years. None have offered the exceptional high standards, good value, passion and flexibility to a client’s needs as I experienced so far with the BPA staff.’ ~Contact Centre Manager / Samsung Electronics
Milena Maric’, Trainer and Performance Manager, said before joining the BPA team, she was a customer and that BPA became synonymous with high standards of customer service, practical ways of achieving sales and / or customer satisfaction, taking control of the call and also self reflection. BPA taught her a lot of things, which resonated with how she wanted customer service to be.
Awesome people, rich in culture and consistently delivering results to it’s customers, BPA exemplifies that defining Call Center Quality goes beyond just a simple checklist. Quality is a Science, a science delivered by smart experienced people. So when you ask the question, “Without the correct ruler for measurement, how can you manage it?” the answer is BPA Quality.
Here’s an excerpt:
A New York City subway train holds 1,200 people. This blog was viewed about 6,800 times in 2013. If it were a NYC subway train, it would take about 6 trips to carry that many people.
This MONSTER consists of uncalibration, lack of constant coaching, animosity toward QA and nit picking. The Monster is easily created, especially if the contact center is in survival mode. The Contact Center Monster is a Quality Program that is scary enough to cause Shelley to turn in her Quill.
Grab your pitchforks and torches because here is how you catch and destroy that Contact Center Nightmare.
First weapon of defense is getting the buy-in of all agents, supervisors and management teams to the Quality Program. The posse needs to join together and provide a unified mob. A lot of centers make the mistake of creating an us VS. them (QA VS. managers and Agents) mentality. The bigger the mob, the stronger it can be.
Next weapon is Calibration! Ok – so, that is another monster, but listening and relying on great tools for success can easily tame it. Once you have everyone knowledgeable on what is being listened for, then success is ACHIEVABLE and WANTED.
Third weapon is listening for what is important to your customer, not what is necessarily best for the bottom line. For instance, everyone knows that sunlight kills a vampire, but it won’t work on Frankenstein. So, why would bring a weapon that emits sunlight, if you were looking to destroy ‘ol Frankie?
Fourth weapon is consistent coaching / training. Look, if I were going to fight a REAL Monster, I would make sure that I worked out and trained for the fight. That means that I would be at the gym doing crunches and attempting to lift Smart Cars to become stronger. That is what Coaching does for agents. It makes them stronger and more capable of providing award-winning service. It gives them the arsenal needed to be successful.
Lastly, but definitely not least, move beyond the catching agents in doing something wrong idea of Quality. The truth is that a great Quality program consists of providing opportunities for the agents to get even better and celebrate their awesomeness in service. Cheer on the team and the confidence to destroy the monster will always win in the end.
Now that we are ready to destroy that MONSTER, what are you waiting for? Oh, by the way, I hear Monsters like candy, preferably chocolate!