The traditional model of call center monitoring needs a major overhaul.
While call centers want to ensure that customer requests are handled
politely, knowledgeably and to the customer�s satisfaction, too often
call center managers use an inadequate system to measure the reps�
performance. Realize that you can�t measure all aspects of a call simply
by checking off a box or assigning a number value. Other factors that are
just as important exist. So, it�s time to make a few changes.
A quality monitoring program allows supervisors to
measure the performance of their customer service representatives (CSRs),
ensuring they are providing service according to the standards established
for your company. It will also confirm that your CSRs have the necessary
skills to perform their jobs and will identify any areas where additional
training is needed. It also evaluates the overall quality of the customer
service provided, but importantly, it also helps identify customer
expectations and where your policies and procedures can change.
WHY TRADITIONAL SYSTEMS FALL SHORT
Many contact centers use a �tick box� sheet listing specific criteria,
checking off whether the CSR performed the various functions correctly and
adding up their points. While �tick boxes� can measure the quality of
interactions to some degree, many factors go overlooked.
This type of monitoring does not accurately
measure quality or complete the goals of an interactive, �think outside
the box� monitoring program. Tick box mentality only looks at the
specific criteria listed and does not always allow your quality team to
really listen to the entire
interaction between your CSR and your customer. Such a system has a number
of shortfalls. For example, you cannot predict every scenario on the
evaluation form. Also, not all questions will apply to the various
departments within the call center. While an appropriate evaluation
question for sales may be �Did the CSR offer additional merchandise?�
it will not apply to someone in the tech support or billing department.
It is easy to isolate the observations from
the interaction into a limited
perspective while losing sight of the big picture.
The CSR might exhibit some nuances -- both positive and negative -- that
you cannot accurately measure with a number value or a �yes/no�
question. Monitoring in this fashion does not provide a springboard for
the CSR to understand and improve his or her behaviors, which is the
ultimate goal of monitoring.
THE NEW METHOD YIELDS BETTER RESULTS
When assessing the CSR�s tone of voice, the
normal choices on a tick sheet would be either �Yes, No, N/A,� or a
number from one to five. But just how would you assess whether the CSR is
speaking too slowly? Or too rapidly? Was curt with the caller? Or whether
the CSR just seems disinterested? You can�t measure such qualities on a
numerical scale.
A better way to monitor
involves evaluating the CSR�s behavior and skill set. Rather than
isolating single actions, you take the entire interaction into account and
focus on high-level behaviors, such as overall
rapport with the caller or whether the CSR did what they said they were
going to do. Such an approach coaches to
specific areas rather than relying on specific point values. Ultimately,
it is a method that encourages CSRs and their supervisors to think outside
the �check� box. This new philosophy involves three distinct elements:
- New evaluation categories:
Program Knowledge, Systems Knowledge, Connection with the Caller, and
Accountability;
- New scoring values; and
- Incorporating customer
sentiment.
Let�s examine these various elements and
the part they play in the overall success of this new monitoring system.
NEW EVALUATION CATEGORIES
1. Program knowledge: This means that the CSR understands the company�s
various offerings, policies, and procedures, and is capable of conveying
them to the caller. It also indicates that the CSR demonstrates
appropriate decision-making skills to best aid customers.
2. Systems knowledge: This refers to
the CSR�s knowledge of when and how to effectively use various system
tools, how to navigate within the system, and how to use help resources.
3. Connection with the caller: This is one of the most important categories and
involves treating the caller with care, sincerity, compassion and empathy.
It also means conveying information, at the right time, in
easy-to-understand terms without a language barrier.
4. Accountability: This involves
displaying ownership by actions and word choice when resolving the
customer�s issues. Additionally, it means ensuring that the customer is
left with a complete understanding of what happened during the call and
the next steps to be taken, if any.
When employees are monitored in these four categories,
CSRs and their supervisors will have a comprehensive picture of how well
CSRs are interacting with customers and in what areas they can improve.
NEW SCORING VALUES
Just as call center managers need a new way to monitor CSR performance,
they also need a new way to grade that performance. Rather than using
numbers to assess a CSR�s worth, a more subjective scale will be far
more revealing. A rating system like the
following would be ideal:
- Excellent � The CSR did everything possible to assist and
went �above and beyond� in
assisting the caller.
- Satisfactory � The CSR exhibited most of the desired attributes and handled the caller�s inquiry
well.
- Development
Opportunity � The CSR exhibited
only some of the desired category
attributes and didn�t handle the caller�s inquiry to a satisfactory level.
- Unacceptable � The CSR failed to meet the basic behavior
attributes and the caller�s needs.
These ratings will give
CSRs a clear picture of how well they handle customer calls. This is
something that can�t be conveyed as well using a number score.
INCORPORATING CUSTOMER SENTIMENT
While monitoring your CSRs is a valuable exercise, is it really enough? To
complete the monitoring picture, you need to add customer sentiment. While
you should not use this information as part of your overall assessment of
your CSRs performance, it is very useful in making certain that customers
receive the best possible service. Monitoring your callers� attitudes
identifies how they responded and if they enjoyed interacting with your
organization. It also serves to confirm that your CSRs are resolving
issues and utilizing the correct tools while conveying sincerity, empathy,
and a positive attitude.
In evaluating the caller�s
sentiment, be sure to answer questions such as:
�
How did the caller respond?
�
What was his or her attitude at
the beginning and close of the call?
�
What key comments did the caller
emphasize?
�
What did the caller not say but
subtly express in his or her interaction with the CSR?
�
In the end, was the caller happy
to interact with your company?
Customer loyalty is a big
predictor of a company�s success. Make sure that your customers are
having satisfying interactions with your CSRs so they have another reason
to stay loyal to your company.
TIME FOR A CHANGE
Monitoring the customer by this new method
provides contact center supervisors with a wealth of information on many
levels. On the CSR level, it provides feedback that is more individualized
and specific to each CSR. On the customer level, you will find out what
they are really saying. And on a company level, you will gain feedback
that will allow you to determine whether you are truly providing customers
with what they really want or need.
So while you may think your current system is doing an
adequate job of monitoring your employees� calls, adequate isn�t
enough anymore. Competition is tough today. You need to have every edge
you can. Helping your CSRs better satisfy your customers is the ultimate
goal of monitoring and the lifeline of your company�s future success.
Matthew Hoffman is a Consultant and Quality
Assurance Manager at Kowal Associates, Inc. a customer service consulting
firm located in Boston, MA. Working with Fortune 500 companies, they focus
on customer service strategy, quality monitoring, IVR, security, and
speech recognition technology implementation. For more information visit www.kowalassociates.com or call
617-892-9000.
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