3rd Party Remote Call Monitoring Feature

Jargon – it’s something that every industry has and every customer tends to abhor. If industry insiders want to have their own language, they need to keep it among the natives. Those of us on the outside are left to feel as if we really are on the outside and don’t matter to those on the other end of the line. If this is the perception created in the call center, the chance of pushing away the customer is great.

A recent blog posted by 3^rd party remote call monitoring solutions provider, BPA Quality, highlighted this problem and what it means for the call center industry. The use of jargon can certainly make things easier when it comes to the operation of the call center as communication between key players is minimized through acronyms and other shortcuts. When overused around new employees, it becomes annoying and unhelpful.

The same is true when jargon is used among the customer base. If the customer doesn’t know what the agent is talking about, it does little to help promote the value of the conversation. In fact, it can leave the customer feeling like they don’t matter to the company if they can’t take the time to communicate effectively. The customer may end the call, get frustrated and demand to speak to a supervisor, or simply never call again and turn to a competitor.

Such outcomes are difficult to capture without 3^rd party remote call monitoring. A number of call centers tend to measure only those things they can capture through specific metrics. For instance, they capture the number of calls that are resolved on the first contact; they capture the number of abandoned calls; they measure the satisfaction of the customer if the customer is willing to share; and they measure the amount of time the agent takes to complete the call. 


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A new ethereal metric is introduced with 3^rd party remote call monitoring, one that involves measuring the actual encounter. If the agent is using jargon extensively, it is easily captured in that recording. The supervisor coaching the agent – or another group of agents – can use this interaction as an example of what not to do. At the same time, the supervisor may be able to gauge the customer experience, demonstrating to the agent the negative impact the use of jargon had on the caller.

In the call center world, the focus needs to be on the customer and on creating the optimal experience so that all interactions are satisfying. This focus matters for the organization that wants to protect a loyal customer base and produce positive momentum from every interaction.