Quality management can be tough work. Unless you have an expensive analytics tool, contact centre managers are faced with a mountain of interactions to pinpoint improvements. To make the job easier, they base their improvements on a small sample of interactions. But this is dangerous territory, which often misrepresents contact centre performance, obscuring weaknesses and opportunities to make useful tweaks. So much for improvement.
However, observing a few basic rules can effectively transform quality management into sustainable continuous improvements – even when you’re dealing with a small sample of interactions.
Read the signs
- Do your agents regularly score 100% or thereabouts? Then you’re asking the wrong questions. Measuring what they do well doesn’t pinpoint where you’re performing poorly.
- And what about the questions being asked? A questionnaire bulging with internal compliance assessment won’t tell you much about customer experience.
- Then there’s the issue of question weighting. Analysing a heap of questions with relatively similar weightings won’t help to identify problem areas.
Better questions provide better answers
- Asking fewer pointed questions is better than asking a whole bunch of general questions. Ensure every question relates to an agent-related performance improvement goal.
- Think long term. Month-on-month performance variations show blips. However, longer-term trends are more valuable indicators of meaningful shifts in performance.
- Use trended data to identify poor performing behaviours and areas for improvement.
- Set one or two individual improvement goals for each customer service representative (CSR) and measure improvements over time. When achieved, re-assess results and choose the next lowest performing question and set a new goal.
- If necessary, eliminate questions that fail to indicate problem areas.
- Involve as many CSRs as possible – it will deliver better results. Lots of CSRs making small individual adjustments will deliver far better results than a single CSR upping their game on two-to-three measures
If your quality management doesn’t pinpoint improvements, you’re doing it wrong.
Stop and think. What limit are you approaching? And is that really the best you can do?
Author: Peter Dougherty