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Today’s Discussion
What’s Wrong with Quality?
Measuring and Monitoring the Quality Program
Quality vs. Customer Satisfaction
Building Value
The Challenge: What’s Wrong with Quality?
Failure to measure, analyze and drive an ROI
Little or no linkage between quality measurements and customers’ perception of a quality encounter
An emerging understanding of more strategic program applications such as experience monitoring and voice of customer programs that dramatically enhance the value of the contact center to the organization
Is Your Quality Management Program currently optimized in these areas?
Financial/ROI
Customer Satisfaction
Adding Value Beyond the Contact Center
Quick Practitioner Poll
Today’s Discussion
What’s Wrong with Quality?
Measuring and Monitoring the Quality Program
Quality vs. Customer Satisfaction
Building Value
How to Measure Quality Program Financials
Cost Of Quality Analysis
How to Measure Quality Program Financials
Return on Quality
How to Monitor the Monitoring Program
Monitor the program for consistent execution. Sound programs will include monthly or quarterly reporting of:
– Program cost– Audit cost– Calibration Variance– Auditor Effectiveness– Program Constraints– Margin of Error– Impact of Process/Policy Changes Annual reporting and analysis of program ROI
Today’s Discussion
What’s Wrong with Quality?
Measuring and Monitoring the Quality Program
Quality vs. Customer Satisfaction
Building Value
Quality vs. Customer Satisfaction: Let the Customer be the Judge
Every Service Encounter = Moment of Truth
Does Quality Monitoring = Quality Interactions?
Six steps to improve the linkage of quality processes with customer experiences and loyalty:
1. Correlate monitoring criteria with customer satisfaction measures
2. Correlate monitoring scores and post contact customer satisfaction results
3. Utilize a customer oriented approach to monitoring and scoring interactions
4. Ensure that monitoring results are analyzed to identify performance patterns and trends
5. Measure contact satisfaction at the agent level
6. Invest in technologies that optimize auditing sample sizes for greater statistical relevance
Today’s Discussion
What’s Wrong with Quality?
Measuring and Monitoring the Quality Program
Quality vs. Customer Satisfaction
Building Value
Contact Centers must increase collaboration with other business units (e.g. HR, Product R&D, IT, Marketing, the Field Workforce and Sales) in order to:
Share the story Educate stakeholders on process
Seek out input and potential value enhancements
Quality: Building Value Through Collaboration
Create closed loop processes that link quality data with:
Hiring and recruiting process improvements
Training needs assessment (new hire/on-going)
Coaching effectiveness measures and coach development plans
Quality: Building Value Through Intelligence
Does your Center measure agent quality metric improvement as
a key indicator of Supervisor/Coach effectiveness?
Quick Practitioner Poll
Quality Monitoring is a Key EnablerA sound VOC Program should:
Provide on-going insight into customer wants and needs
Increase awareness of customer preferences
Enable assessment of customer perceptions
Provide unbiased reporting of feedback
Mine solicited and unsolicited feedback from internal and external sources e.g:o Customer buzz monitoring using
speech analytics(internal)o Social media monitoring (External)
Have a defined value stream for categories and types of customer feedback
Recognize and account for all customer intelligence stakeholders and with defined routing logic
Recognize intelligence time sensitivity
Provide a closed loop reporting mechanism to ensure lessons learned are leveraged for continued organization improvement
Quality: Building Value Through Voice of the Customer
ICMI’s Quality Self Assessment (QSA) Survey Results Review
Overview
Assessment Categories
1. Enterprise
2. Quality Assurance Program Structure
3. Quality Assurance Monitoring Form
4. Reporting
5. Calibration
6. Monitoring and Coaching
7. Hiring and Training
Positive
The category with the most positive outlook is…
Enterprise
Definition of Enterprise Section
Enterprise
“This area is about the level of support your center’s quality assurance program has within your organization and from executive leadership. It is also about how well your program is aligned with the Enterprise’s mission, vision and customer expectations.”
Enterprise Outlook
Executive management support for the program.
An appropriate organizational structure is in place to support the contact center’s quality assurance program and process.
Quality performance monitoring standards are linked with customers’ expectations and measure both foundation (basic required skills) and finesse (soft skills) standards appropriate for the organization.
Opportunities
Two categories with opportunities for the most improvement…
Quality Assurance Program Structure
Reporting
Definition of Program Structure Section
Quality Assurance Program Structure
“This area is about your quality assurance program having all essential processes documented with critical technologies in place to provide a holistic, 360 degree view of the response quality provided on all interaction channels. It is also about understanding the financial payback for all quality improvements and spending.”
Program Structure – Challenges
Lacking a defined purpose and objectives
Limited post interaction surveying
Not including customer feedback into the process
Depending only on the quality monitoring process to determine customer expectations
Limited or under-utilized technology
All customer access channels are not monitored
FCR not measured or utilizes poor methodology
Not measuring Return on Investment (ROI)
Program Structure Enrichment
High performing centers understand that a quality contact is defined by their customers…
Develop their program objectives & purpose based on customer’s expectations.
Understand their customers better by using post transaction automated CSAT surveying to obtain direct feedback.
Incorporate direct customer feedback into agent quality scoring and coaching feedback.
Measure FCR by asking the customer via post transaction automated surveying. And using other methods to validate.
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Program Structure Enrichment (contd)
High performing centers understand the value and impact of consistently delivering quality…
Quality is a priority and as such, the necessary time and resources required are provided.
Technology is considered a crucial enabler. All channels are monitored to ensure response consistency. ROI is gained when the cost of quality monitoring is
understood and monitoring processes are aligned with organizational strategic objectives.
Definition of Reporting Section
Reporting
“This area is about whether or not your reporting is thorough and contributes not only to the improvement of the quality of the interactions but also contributes to overall process improvement within the center and Enterprise.”
Reporting – Common Challenges
Limited, actionable reporting.
Not tracking, trending or analyzing results by category to identify individual and/or center-wide performance results and process improvement opportunities.
Limited use of quality statistical tools.
No formal process is in place to share key customer data, findings, and feedback outside the center.
Reporting Enrichment
Effective and meaningful reporting of quality results is critical to high performing organizations.
Track and trend results using a variety of analytical/statistical tools to achieve improvement.
Use automated reporting and/or develop appropriate databases for use in manipulating quality data.
Develop relationships with other departments in the organization and actively share data obtained from the quality program.
Use scorecards and dashboards to report/monitor quality results on a daily, weekly, and monthly basis.
Helpful Resources
ICMI Quality ScorecardThe Real-Time Quality Self-Assessment
icmi.com/qualityscorecard
ICMI Quality Advisor• 3 days onsite support• 3 months continuous advisory support
icmi.com/qualityadvisor
ICMI Quality WhitepaperDiscover Why ContactCenter Quality Doesn’t Measure Up — And What You Can Do About It
icmi.com/qualitywhitepaper
