BPA Featured Article

Quality Monitoring is About Both Collecting and Disseminating Information

By Tracey E. Schelmetic, TMCnet Contributor
May 09, 2017

How does your contact center measure quality? Does it use old-fashioned methods of supervisors and managers walking the floors and listening, or plugging a headset into worker phone calls with a headset? Do you record a few calls a month (or per quarter) and evaluate them at a later time? While these are still viable methods of keeping an eye on quality, the sheer volume of calls and other contacts today means you’re sampling only the tiniest tip of the iceberg, and this isn’t enough in today’s customer-focused world.

Measuring quality is vital, but there are so many things to measure today (and only so many hours in the day), that managers can become quite overwhelmed.

Collecting Evaluation Data

Contact centers have a lot of data at their disposal today, and managers can quickly become overwhelmed when trying to collect it and understand its relevance. Third-party remote call monitoring can help streamline the process and understand which operations are leading directly to high call quality, according to a recent white paper by BPA Quality.

“While it’s important to measure the outcome of your activities (customer satisfaction) it is as, if not more, important to measure and reinforce the activities that drive your organization,” wrote the paper’s authors.

Make a list of the quality markers that are most critical to customers: hold time or transfers, for example, and focus on these first. Depending on your vertical market, different activities may represent the “make or break” point for quality.

“If you are a 911 dispatcher, being able to get the emergency group to the right home is the critical activity,” wrote the BPA Quality white paper authors. “Identify these critical activities and make them high focus, key measurements, and high penalty for failure at the agent level. If you fail to measure this, you might as well be the cook who doesn’t wash his hands.”

Next, look to the agents’ core job functions and how they relate to issue resolution. If agents are required to have deep knowledge of your product but they’re spending a lot of time putting customers on hold and consulting experts, they probably need more training. From here, you can look to soft skills and ensure agents are handling angry customers the right way, or hitting all the important points for upselling.

Using Evaluations for Feedback

The way you provide feedback on your workers’ performance matters as much as the method you use to collect it. Workers are busy and don’t have loads of time to absorb lengthy discussions of quality philosophy. The BPA Quality white paper recommends that managers keep it brief and to the point, since agents have limited time and bandwidth:

  • Your program should integrate the supervisors or managers of the agents. They usually take all their direction from their direct supervisor…they know who their boss is!
  • Your program should have a clear definition of what you want the agents to do. They want to know what they did right and wrong…they truly want to perform well!
  • Your program must be consistent, fair, objective and accurate in your feedback…if it isn’t the supervisors and agents will discount the findings.

Using a good quality monitoring solution, either in-house or through a third-party remote call monitoring solutions provider, you can collect the feedback you require in a streamlined way, and provide the guidance and education agents require in the minimum amount of time, with a minimum amount of fuss, leaving everyone to get on with their jobs and make customers happy. 

Edited by Alicia Young