Quality is a word that's thrown around a lot lately. Quality content, quality products, quality customer service, quality user experience; the word can be attached to so many different concepts that it's easy to think that maybe quality doesn't mean quite what it used to. BPA Quality, meanwhile, took a closer look at the concept from its point of view as a Global Quality Monitoring Firm, and noted that perhaps the concept might well stem from certain common sense measures.
BPA Quality noted that, when it starts working with some firms, the companies in question are unsure as to why certain measures are established. Of particular note is that said companies are unsure how the measurement of some behaviors can result in a better user experience for the customers calling into a business' call center or the like, which in turn, as BPA Quality noted, leads to “frequent 'a-ha' moments” for the companies who start working with BPA Quality.
While call center staff have a tendency to not like the idea of quality teams—said teams are often regarded as being composed of “spies” looking for places where agents are making mistakes—the quality team is commonly in place to look for ways to make agents better, to improve sales calling, support calling, and all those other calls that make a customer supremely happy about the end experience.
Call monitoring, of course, comes into play here, allowing those quality teams to see just what's going on during a call, and spotting ways that the call center rep in question can improve on future calls, and offer more value to the person making the call. The more potential improvements can be spotted, the more those potential improvements can be acted upon, and in turn, the better the entire operation can be. This is, ultimately, a largely common sense approach to the issue of quality experience generation: find out how the calls are going now, spot potential issues, work to improve issues, repeat until as many callers are satisfied as possible.
By like token, the resistance to such an approach is likewise common sense. It's reasonable to say that the call center staffers regard the quality teams as “...spies on what agents are doing incorrectly”, because finding “missed opportunities” is essentially the same thing. But this is where a bit of that common sense that BPA Quality describes comes into play; the call center employee is likely concerned not so much about providing a quality customer experience, but rather about keeping his or her job. If the call center employee can believe that the quality team isn't there to find out “what agents are doing incorrectly”—which is often understood as “reasons to fire me”—then the call center employee can believe that the quality team is there to “make me a better agent”, or to “improve the customer experience.” It's a small matter of perception, but when understood, the agents are more likely to work with the process than against it.
Common sense can play a larger role in quality control than some might expect. But it all at the end of the day comes down to one key point: the customer experience. The better the experience is, the better off the entire business is; the customer is more likely to come back and continue to do business with the business that provides an excellent customer experience, and that's the kind of thing every business needs.