Quality Monitoring Tip #1

qm-tips

Your program should be clear and to the point. The agents have limited time and bandwidth to absorb any feedback…they are busy!

Find more tips by going to our Quality Monitoring White Paper!

BPA Quality Managed QA Solutions USA

Recognising the importance of the Human Element in Customer Interactions

Recognizing the importance of the Human Element in Customer Interactions

For over 25 years, BPA Quality has been working with some of the world’s biggest organisations with one aim: to improve customer experience and, through this, deliver increased sales, retention, loyalty, cost optimisation, compliance and profitability.

Our many valued clients have a common passion and commitment to create outstanding organisations and work in partnership with BPA Quality to achieve competitive advantage and deliver exceptional results. They understand the strategic importance of having a highly effective quality programme within their organisation.

As the sphere of influence and recognition of the importance of the Contact Centre and quality functions 42951 Human Element Article ­ Sphere of Influencegrow, covering all aspects of the business from Sales, Marketing, Product Design, Legal and Compliance to the Customer-Facing Operations, so the need to capitalise on this key resource becomes imperative.

Our many years of specialism in Contact Centre Quality Assurance places us in a highly informed position; we have listened to
millions of “human” customer
contact situations, covering almost every customer type, having every conceivable difficulty or requirement. We have also undertaken this
activity internationally, covering 45 languages, so we understand the differences between customer service expectations across multiple cultures.

All of this activity has enabled us to gain a detailed knowledge and view of the behaviours and processes that drive positive customer experience and engagement in Contact Centres and the development of effective quality and coaching programmes that enhance performance.

One of the key areas is a detailed understanding of the value and importance every customer interaction has in either positively or negatively impacting customer engagement with the organisation.

A great deal of focus in the Contact Centre quality programmes we encounter remains centred on scripting, process adherence, AHT reduction, risk avoidance, contact deflection and compliance, and not always on maximising the real opportunities presented in the Human Element of interactions.

Every conversation with a Customer is a lot more than just saying words and phrases – it’s an opportunity to make a real connection, to build the human element. As humans, unlike machines (chatbots), we have the ability to be creative, intuitive, show genuine empathy, feeling and understanding; to connect on a human level.

The human element in interactions provides great opportunities to:

  • Build and reinforce your brand
  • Build trust, credibility, and highlight competence
  • Personalise the interaction and foster mirrored relationships
  • Understand the reason for the interaction
  • Identify all elements of the contact
  • Build a relationship, show empathy, ownership and understanding; ensure the Customer feels like an individual, not a number
  • Paint a picture to show the Customer you are engaged
  • Offer flexible solutions
  • Negotiate suitable solutions, creating win/win situations
  • Build loyalty, retention, sales opportunities, advocacy, and increase first call resolution.

Every interaction, whatever the duration, represents an opportunity to discover valuable information about your Customers, identifying their challenges, wants and needs. This knowledge, once identified, can provide you with actionable insight and intelligence that can be used to guide the conversation and help build more effective human connections.

So in our rush to automate everything, push Customers online and reduce expensive human contact, we must not forget the value these interactions bring to our business. Significant focus should be placed on developing the effective skills, behaviours and coaching programmes designed to maximise this great benefit to our people and Customers.

by Andrew Mutch, Chief Customer Officer EMEA

Cost Centre or Profit Centre? When Quality Becomes an Agent for Change.

cost centre or profit centre bobba

Jun20More and more leaders in our industry are challenging their organisations to re-think their quality models and making Strategic Quality a foundation pillar within their growth plans.

Whilst the drivers vary across organisations, we are observing a tangible and growing interest in both understanding and leveraging end-to-end Quality.

When the focus changes from ‘box-ticking’ to ‘business intelligence,’ and the Quality Team’s insight and analysis is sought in order to form the basis of key decisions, which impact the whole business, the benefits are leveraged right across the board: from marketing to recruitment, compliance to customer advocacy, from employee engagement to process improvement, product design and more.

Of course, your Quality Team are eyewitnesses to your daily interactions with customers, but it’s how you harness and leverage this insight that provides opportunities for business transformation.

When you compare business endeavours to elite sports performance – marginal gains, outlier theories and so on – coupled with the vast amount of data now available, the difference between winning and losing is down to your ability to hand pick the correct nuggets of data in a timely manner and turn these into actionable goals and winning tactics.

In our experience working with Clients across the global spectrum, the consistent key success factors are:

  • Your Quality Team being – and being seen to be – truly independent and impartial
  • Highly calibrated outputs, credibility beyond question
  • An employee-centric model, built around engaging your people
  • Coaching that makes a real difference
  • The ability to deploy insight-gathering and report on it, in real time
  • A system which enables immediate action by the right people at the right time
  • All aspects of the programme being engineered towards your business strategic goals

Whether you have an established and mature Quality setup, or are pushing to move your business to the next level, engaging with the right specialist, independent and trusted Partner will provide you with game-changing bench strength.

Whilst most daily operational metrics give us visibility of how the business is running, how accurately can we measure our current cost of quality, and how clearly can we state what the ROI is on our spend?

Certainly in our experience, this is a tough question to answer for many. This can result from shared ownership, overlapping processes, specialisation and accountability challenges for outcomes as well as costs. All too often this can mean that Quality is perceived as a ‘sunk cost’ to be managed down, instead of a catalyst for business change.

Many of our conversations start from taking a fresh look and benchmarking with best-in-class models. Opportunities become apparent and whether they require a fundamental rethink or focused enhancements, the benefits are soon tangible.

At BPA Quality, we are privileged to be working with some of the world’s biggest brands and many long-term successes are founded on the use of Quality as a strategic driver to deliver higher returns.

BPA Quality is currently speaking to organisations across the UK, US and worldwide who are interested in exploring these themes. If you would like to take part, or share your views, please get in touch – we’d love to hear from you.

By:  Alex Bobba, BPA Quality EMEA’s Managing Director

June 20, 2016

Maximising the Effectiveness of Quality Scorecards

maximizing the effectiveness quality scorecards Teasdale

Here at BPA Quality we have over 25 years’ experience in providing expert quality monitoring services and consultancy for contact centres. Our clients are drawn from 100 different industries with the one common area being that they use contact centres to communicate with their customers. Being at the hub of all this combined experience and expertise means we are in the lucky position of seeing all elements of how through quality monitoring different companies attempt to implement exceptional customer experience.

Our experience and variety of client’s results in a unique BPA view on all things related to the delivery and achievement of quality monitoring.

Without selling the family heirlooms I have decided to write about the subjects we are asked about the most and share some thoughts.    

One of the main area’s we are asked about by clients and potential clients alike is; “what is the ideal scorecard.”

Regardless of the level of investment in quality in your contact centre you will invariably use a scorecard to identify problems, maintain quality standards, improve customer experience, and increase agent, centre and departmental performances.

Given the importance of scorecards, their creation and amendments should be considered and involve front line team members, managers, stakeholders, customers and, if possible,  industry experts.

Building a routine and process for regular reviews of your scorecard is crucial; scorecards in our experience have a habit of growing organically with areas added to reflect current needs, or latest trends. Over time, this can lead to scorecards that have duplicate areas measured or areas measured that are no longer relevant.

Scorecards should have measures that are aligned with your company view on how it should be delivering customer experience. It should also consider KPIsexternal benchmarking and also customer expectations.

Once you understand the measures and are confident they reflect your version of a quality interaction, you then need to give serious thought on how these interactions are then measured.  Include examples that demonstrate excellent, average and poor quality of the behaviour/activity being measured.

Ask yourself, “Can I develop an action plan from the results of the scorecard. Can I communicate the results to the agents effectively? Am I able to identify outstanding performance as well as areas for improvement?”

Whilst oversimplified, this view of the creation of scorecards provides ‘food for thought’ about some of the key considerations regarding scorecards.

For more detailed information regarding scorecards and how to maximise their effectiveness, please feel free to contact me.   

Written by:  Martin Teasdale, Quality Solutions Director – UK & EMEA

June 6, 2016

Adventures in Speech Analytics – An Introduction

A lot of people in the contact center scene have heard about Speech Analytics (SA) but do not know the purpose of the technology. Researching the topic can be overwhelming so let’s start with the basics.

What is Speech Analytics?

Speech Analytics is the technique of taking calls that have been recorded to acquire data. It is to call centers what Google is to the internet. You can search for keywords or phrases to identify specific topics or behaviors during a customer-agent interaction.

What can I use Speech Analytics for?

You can use SA for a lot of things. Say your company requires sales agents to read to the customer a disclaimer about E911 (Enhanced 911) at point of sale- you need to know the percentage of agent compliance in your sales queue. You could spend an eternity going through calls randomly and hope to find what you are looking for or you can use SA technology to search for the specific phrase you are looking for like “E911 will not function until power is restored” and examine the data for accuracy.

You can also use SA technology to improve an existing process. For example one of the biggest issues in any size call center is First Call Resolution (FCR). You want to make sure that your agents are handling your customers concerns the first time around. The more customers have to call in results in lower customer satisfaction which could result in your customers ultimately leaving you for a competitor. SA can help you identify the hot topics that trigger repeat calls and help you develop processes to resolve them.

How does a Speech Analytics tool work? How does it know to find what I am looking for?

A SA tool typically is broken down into the following functional segments:

Speech Engine- This portion does the initial analysis of audio and will convert it into a file that contains a series of phonemes or transcribed text.
Indexing- This portion improves accuracy of the speech engine. It will try to make sense of the data from the speech engine and index it for additional analysis, ad hoc searching and queries. The tools will import/ingest data from the call center’s recording system(s).
Query Engine- This is where authorized end users are able to define their queries and results they want in the SA tool.
Search- Used to perform ad hoc search terms on indexed audio files. Operates similar to a google search.
Reporting Dashboard- This is where you can go to organize system data in a customizable and easy to visually digest manner. In this area you are able to drill down and filter results to your needs.
There are 2 primary types of speech engines:

Phonetic Speech Engine- the English Language has 40 phonemes. A phonetic based SA tool will search your keywords and phrases broken down in phonemes in order to return your search results faster. Example: “an-l-it-iks” or “Foh-net-ik”. A benefit to a phonetic based SA tool is that it is not limited to a pre-defined dictionary.
Text to speech (also known as LVCSR) Engine – A text to speech tool will convert speech into text using a dictionary. It will then locate the occurrences of query words in the transcribed call. A benefit of this type of SA tool is that it creates a transcript of the customer-agent interaction.
What is a Query?

Queries are an absolute must to have in your SA tool in order to get the best results. A query is a prebuilt search that has been created within the SA tool to help an end user best refine their ad hoc searches. An organization will typically have some resources set aside who specialize in creating specific queries that are of significant value to the organization. For example a telecommunications company may want to have queries built around the core lines of business they offer in addition to having queries built for specific call drivers like payment arrangements or general inquiries. Typically queries should validate at 90% accuracy to be considered functional as it will reduce the amount of false positives and missed hits.

What is an ad hoc search?

An ad hoc search is a custom search performed within the SA tool. This is the exciting aspect of speech analytics as your options for what you can search for are relatively limitless. Ad hoc searches are the core of any SA program because they allow your organization to deep dive into the heart of your customer-agent interactions. Generally the best way to ad hoc search is when they are run concurrently with an existing relevant query within the system to vet out the best results. Keep in mind that you will need to validate the accuracy of your results to ensure that you are gathering the most relevant results for your ad hoc search. Further elaboration on the ad hoc search process will be discussed in the next article.

As you can see there is a lot of power that a good speech analytics program has to offer. There is an increasing need for contact centers to deliver better customer experiences along with reducing cost and improving agent performance. People are now starting to understand that a customer interaction is a revenue generating asset that contains a vast amount of insight data that needs to be tapped into, understood and acted on.

See you soon in part 2 of Adventures in Speech Analytics when we take a closer look at queries and the ad hoc search process and strategies within a speech analytics tool.

Written by: Diana Aviles, Operations Manager, Speech Analytics at BPA Quality

 

TRENDS FOR THE FUTURE OF LEARNING AND DEVELOPMENT

TRENDS FOR THE FUTURE OF LEARNING AND DEVELOPMENT by Yvette Renda, Director of People Development

As a trainer at BPA Quality, I like to keep on top of current thinking in my area, and so it was with interest that I read a report recently released by the Brandon Hall Group – a think tank specializing in theories of workforce management practice*.

The report highlighted that – in today’s world – organizations that fail to adjust their learning management practices and solutions often struggle with organizational growth as well as productivity.

As a result, forward-thinking companies are abandoning traditional methods of learning in favor of more effective solutions that engage talent and improve performance. And although the report focuses on the use of new technology to improve training outcomes, I found that some of the non-technological aspects were also quite interesting. After all, not every organization can immediately re-purpose all aspects of training strategy, tactics and materials to take advantage of cutting edge technology.

In fact, the aspects of the report that I was most interested in highlighted key trends affecting the future of enterprise learning and recommendations for selecting the right provider.

A number of key findings of the report jumped out at me:

* One-third of companies are increasing their budget for learning and development

* 41 percent of companies describe their culture as “Controlling”

* 59 percent of companies are leveraging social learning activities

Source: Brandon Hall Group 2014 Learning and Development Benchmarking Study (n=569)

Prioritizing the Individual

It is true that finding and keeping talent is no longer an HR challenge but a strategic business priority. Yet, the authors of the report found that most companies were unable to build lasting relationships with their employees in an effort to overcome these challenges. Instead of giving employees the tools needed to succeed, many companies feel threatened by their workforce and fearful of change. In fact, when asked to define their company culture, 41 percent of employees described it as “controlling”.

I agree with the authors that, with the emergence of a younger generation and the rise of the independent worker, companies must rethink their approach to talent and begin to prioritize the “individual”. I’ve found in my own work at BPA Quality that provision of a ‘peer coach’ to help new trainees apply the skills they’ve acquired in the workplace setting allows for an individualized approach rather than a ‘one size fits all’ ‘controlling’ model.

However, in my own view, for many companies this updated learning and development process is long overdue. Indeed, research shows that more than 50 percent of companies have revisited their learning strategy less than two times over the last five years and learning has remained, for the most part, stagnant. But the good news is that one-third of companies are increasing their budget for learning and development over the next 12 months.

With nearly 50 percent of these companies currently spending $100 per learner per year, it makes sense to conclude that companies need to become more strategic about their training programs and the type of learning experience offered by training enablers.

My recommendations

Although training is one of the most mature areas of talent management, it is also one of the most innovative. Yet making a decision to improve a learning management program and invest in a learning management solution is often a daunting challenge.

Happily, the authors offer some considerations that can help with this which I would recommend from my own training experiences at BPA Quality:

* Considering Adaptive Learning. Adaptive learning is a methodology that allows employees to learn at their own pace. Employees can be monitored individually and in real time to determine what learning approach will best suit their needs.

At BPA Quality we utilize this approach as can be seen in the afore-mentioned example of the provision of a ‘peer coach’ for new trainees to try out their new skills in the actual work setting under the guidance of their personal ‘peer coach’.

Personally, I’ve found that the Adaptive Learning approach allows employees to build confidence and overall expertise at their own individualized pace – and that this has positive benefits for both efficiency and long-term employee engagement, increasing productivity (a key metric of the report).

* Aligning with Business Objectives. It goes without saying that any training program should drive retention, engagement, and performance aligned with the organization’s business objectives. The authors were able to demonstrate that for those companies that did align learning and business priorities (48 percent), more than 70 percent were able to improve company revenue.

I happen to strongly agree with this and apply it in my own work. When I’m conducting training at our client sites every BPA Quality workshop that I conduct is based around the input, and expertise of the participants – from agent to management level training – and therefore keeps my training relevant to the participants, client environment and business objectives.

* Measuring Effectiveness. To determine if the learning strategy in place is driving business outcomes, companies must find a way to consistently measure its effectiveness.

This makes good sense to me, and at BPA Quality all team members participate in regular quality calibrations to ensure accuracy and complete understanding of their objectives and how they align with clients’ business objectives.

MY KEY TAKEAWAYS

Put the individual first. I totally agree that companies must shift the way they view employees and consider focusing on the individual and his or her unique learning needs. For some companies, this strategy may include aspects of adaptive learning; for other companies, it could mean a different communication strategy.

At BPA Quality we have always based our training around an Adaptive Learning approach, and in terms of other communication strategies I always keep an open mind. The changing dynamics of our marketplace demand no less.

*[Brandon Hall Group is an independent HCM research and advisory services firm that provides insights on Learning and Development, Talent Management, Leadership Development, Talent Acquisition, and Human Resources.]

Call MOT (USA = Car Inspection)

“Your call may be recorded for training and quality purposes” ­– almost every IVR these days plays this message but do you ever wonder what happens to your call if it’s the one that is selected?

Organizations have various approaches to using call information to improve customer service and enhance agents’ performance. As an example, here at BPA we work with lots of International companies to help them in maximizing the impact of this vital information.

So what happens? Well, some of these calls are directed to us, at BPA, many of them pretty quickly. The recorded call journey is ready to begin.

The first stage, at BPA, resembles slightly a service station (or garage, as we often prefer to say). Our highly trained call analysts will pick up a call and carefully listen to it – like a car mechanic will pick up a car, indulging themselves in its motor’s sound and diagnostics.

The analysis begins. The MOT list contains lots of boxes that will be ticked (or not), based on the outcome of the check. Nothing can be omitted, everything has to be scrutinized. If needed, the car will be dismantled, repaired and put back together again.

The driver and the passengers’ safety on the road will hugely depend on this. The “finished product” will only then be returned to its legitimate owner.

Our Quality Analyst’s list (or as we prefer to call it – evaluation form) is equally long and detailed. The call will be listened to, every area of the call will be analyzed and assessed accordingly. If needed, the call will be “dismantled”: paused, replayed, re-listened and evaluated according to the very high and specific pre-set criteria. The feedback will be entered, both good and bad (we’d rather call it “positive” and “constructive”); comments will be added, valuable insight will be gained.

The call centre and company’s success in their market will hugely depend on this feedback and insight. It is vital that the feedback is checked and calibrated before the “finished product” is returned to the center that undertook the original transaction.

Next, the owner (our client) will soon coach the call assistant of the “dismantled call” on specific areas to improve their performance.

These days, cars are sophisticated and service stations will often specialize in looking after one particular make only. There may be little point taking your Vauxhall into Citroen’s garage. If you want to maximize performance, you go to the experts.

When it comes to call analysis, compliance and insight – we at BPA are specialists.

We don’t pick up just any call – we specialize.

Each team is professionally and highly trained to work for an assigned Client. But that’s not all. Clients may need to address particular aspects of monitoring in more detail, each of them requiring further level of specialization – we offer it; our projects are multiple.

Many of our Clients are global, with call centers all over the world, speaking multiple languages – that’s not a problem for us, either. With a great range of native speakers from each part of the world, we simply can do it!

How do we do it? – Well, that’s another story.

 

 

By Ewa Murphy_July 2015

 

 

 

 

 

Are you winning the Customer Experience World Cup?

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.

Assist

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.

Dribbling

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!

usfa logo

14 Quality Quotes for Call Center Managers & Agents

shutterstock_155754371 1.  “Quality is the best business plan.” ~ Jahn Lasseter, PIXAR

2.  “Be a yardstick of Quality.” ~ Steve Jobs, Apple

3.  “Quality is not an act.  It is a habit.”  ~ Aristotle

4.  “When you’re out of Quality, you’re out of business.” ~ Anon

5.  “Our innovation makes us first, our Quality makes us last.” ~ Scott Adams, US Cartoonist

6.  “We have two ears and one mouth, so that we can listen twice as much as we speak.” ~ Epictetus

7.  “Quality is remembered long after the price is forgotten.” ~ Gucci Family Slogan

8.  “It is easier to do a job right, then to explain why you didn’t.” ~ Martin Van Buren

9.  “Excellent firms don’t believe in excellence — only in constant improvement and constant change.” ~ Tom Peters

10.  “If you build a great experience, customers tell each other about that.  Word of mouth is very powerful.” ~ Jeff Bezos, Amazon.com

11.  “Customer satisfaction is worthless.  Customer loyalty is priceless.”  ~ Jeffrey Gitomer

12.  “If you’re not serving the customer, your job is to be serving someone who is.” ~ Jan Carlzon, ex-CEO SAP Group

13.  “In the world of Internet Customer Service, it’s important to remember your competitor is only one mouse click away.” ~ Doug Warner

14.  “Why wait to be memorable?” ~ Tony Robbins