Counting What Counts in Contact Centers - Call Quality Monitoring

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ContactCentreSmartDismantling Frustration. Engineering Happiness

Counting what counts in contact centres...

Managing metrics that enable better

contact centre performance

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much

Call Quality Monitoring

PeopleSmart

PeopleSmart

OperationsSmart

OperationsSmart

Counting what counts in contact centres…

2

CustomerSmart

CustomerSmart

StrategySmart

StrategySmart

ContactCentreSmart’s

Hierarchy of

Counting

Image: http://www.kingtutone.com/pyramids/information

Operations Smart

3

Service Level (SL)

Response Time (RT)

Occupancy

Average Handling Time (AHT)

Call load

Forecast accuracy

Adherence to Schedule

Cost (or Revenue) per contact

ContactCentreSmartDismantling Frustration. Engineering Happinesshttp://www. http://aamerch.com/about-us/our-operations

People Smart

4ContactCentreSmartDismantling Frustration. Engineering Happiness

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Staff satisfaction

Staff engagement

Staff retention

Coaching effectiveness

Hiring effectiveness

CultureCohesion™

LeaderMojo™

Customer Smart


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Net Promoter Score (NPS)

Customer Effort Score (CES)

Customer satisfaction/happiness

Call Quality First call resolution

Repeat calls

Next Issue Avoidance (NIA)

Transferred/Escalated Calls

IVR Complete Ratio

Strategy Smart


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Understanding the contact centre’s

contribution to the rest of the organisation

via improved:

• Quality and innovation

• Marketing initiatives

• Products and services

• Delivery of services

• Self-service systems

• Brand reputation

• Word of mouth

Defining, demystifying and detangling…

CallQuality Monitoring


Defining, demystifying and detangling…

Call Quality Monitoring (CQM)

Whatcount

Whatcount

What exactly is CQM?What exactly is CQM?

Why count

Why count

When count

When count

Howcount

Howcount

Counting

cousinsCounting

cousins

Why is getting CQM right a big deal? Why is getting CQM right a big deal?

When is it appropriate to use CQM?When is it appropriate to use CQM?

How do we measure CQM? How do we measure CQM?

How does CQM relate or impact other metrics?How does CQM relate or impact other metrics?

Counting

benchmarkCounting

benchmark

Counting

calamityCounting

calamity

What are the benchmarks for CQM? What are the benchmarks for CQM?

What can go wrong with CQM?What can go wrong with CQM?

8


Defining CQM

Be clear on what CQM means in your contact centre

Image: http://callminer.com/wp-content/uploads/2014/02/contact-center.jpg


Q:How do you define a successfulcustomer interaction? Is it…


A100% Compliance:A

‘zero-defect‘ interaction

Call QualityWe define a successful customer interaction as:

OR

B100% Customer

Satisfaction:Resolve + Connect

with customers


Option ‘A’ is

important, but

focus more on

option ‘B’.

Why?


Option ‘A’ is

obsessed

with…

‘avoiding

failure’http://previews.123rf.com/images/olechowski/olechowski1209/olechowski120900003/15097189-Way-to-success-and-avoiding-failure-concept-on-blackboard-Stock-Photo.jpg


Being obsessed

with

‘avoiding failure’

will get you to

this…



Option ‘B’ is

obsessed with…

‘achieving

excellence’


Being obsessed

with ‘achieving

excellence’ will

get you to this…



Be obsessed

with…

‘achieving

excellence’

Don’t be

obsessed

with…

‘avoiding

failure’

Being obsessed with ‘avoiding failure’ will just get you to

‘ordinary’.

Being obsessed with ‘achieving excellence’ will get you to

‘extra-ordinary’!

Spend much more time discussing how we can improve each

customer conversation.

Spend much less time haggling about QA scores and whether

an agent met particular standard or not.

Sure, we need agents to adhere to company policies and

comply with ‘Standard Operating Procedures’ (SOP’s).

This is important.

But does attaining zero-faults mean you’ve had a quality

conversation with your customer?

Maybe, but probably not.

…continued


Be obsessed

with…

‘achieving

excellence’

Don’t be

obsessed

with…

‘avoiding

failure’

A zero-fault contact does not always equate to an excellent

contact.

We need to learn about excellence by analysing and studying

excellence, not failure. Excellence is not the opposite of

failure; it’s just different.

Shifting your customer conversations from ordinary to extra-

ordinary requires a different mind-set and a different skill-set.

It requires the skill of imagining how we can make each

customer conversation even better.

How?


Here’s some ideas

on how we can

shift

from

this…

To

this…


Score less.

Discuss

more.


Score

less

Discuss

more

Here’s an idea from the organisation that is ‘Powered by

Service’, Zappos.com.

Quality monitoring at Zappos used to be on a quality

monitoring form rated on a scale of 1, 2 or 3 on a wide range of

dimensions. However, Zappos found that this promoted fear,

not growth, so they changed the formal rating structure.

To reduce anxiety Zappos went from performance metrics to

pure feedback and did away with QA scores for full-fledged

contact centre staff. Supervisors (or coaches) and agents now

just talk about the things they liked and the things they could’ve

done better. Zappos made a shift from top-down evaluations to

open partnered conversations, which makes for happier (and

less defensive) employees and an environment of enthusiasm

for service growth. Source: The Zappos Experience - Joseph Michelli


Let agents to

nominate their

best calls


Let

agents to

nominate

their

bestcalls

Another idea for promoting excellence is to ask agents to

submit their best calls for quality assessment.

What this does, is that it gets agents to think about being

excellent on each call as opposed avoiding failure on each

call.

This will rejuvenate those often stale and monotonous QA

coaching sessions. A discussion around excellence is much

more liberating than a discussion around avoiding failure.


Subscribe to lessscripting

Prescribe morefreedom of speech


Subscribe

to lessscripting;

Prescribe

morefreedom

of speech

Don’t script unless you legally have to.

Do promote socially responsible ‘freedom of speech’

that’s in line with your corporate identity.

I suggest looking at your corporate values and establishing

communication principles that reinforce these values

rather than insisting on strict compliance to rigid policies.

Here’s an example:

Instead of having a rigid policy that says, ‘you must mention

the customer’s name three times in a conversation!’, rather

establish a principle that says ‘build personal connections

with each customer conversation’. Mentioning the

customer’s name three times is not the only way to build a

personal connection.

People want to be self-directed; they want to be able to do

the right things in their own unique way.


Encourage

caringwith a purpose


Encourage

caringwith a

purpose

Put the ‘care’ back into ‘customer care’ by giving your

agents a ‘Customer Appreciation Budget (CAB)’ of say,

R500 per quarter. Encourage agents to use their ‘CAB-

money’ to fund deliberate and innovative acts of

kindness for their customers. The agent with the best

‘CAB’ story wins a quarterly prize.

The amazing thing about this idea is that it encourages

agents to listen to customers more deeply and to take a

deeper interest in the lives of their customers.

It adds a layer of ‘purpose’ to their role, which they might

not have had previously.

Yes, the bean counters might see this as an unnecessary

expense, but try it. The gains you get from a CAB program

like this will almost certainly outstrip any other

investment you make in building customer loyalty.


How to measureCQM? What options do we have?


Measuring CQM

100%

Call Coverage

0%Subjective Data-driven

Agent Judgement

Post-Call Survey

Random Call Random Call Monitoring

Analytics-

System

Analytics-based

Performance System

Source: Yankee Group, 2008

Accuracy

In the beginning mankind created this…

The humble voice

recorder!


Foundational measures….

This allowed us to assess the quality of our Agents by assessing…

Measures whether something was done or not

Yes/No standards

More objective…Easy to score; Easy to understand

E.g.’s : Did the agent use the correct…• Greeting and ending• Verification procedure• Transfer and ‘hold’ procedure• Call protocol

&



Finesse measures….

This also allowed us to assess the quality of our Agents by assessing…

Measures how something was done

Graded standards e.g. ‘Excellent to Poor’

A lot more subjective…Allows for individual styleBut more difficult to score

E.g.’s : To what extent did the agent demonstrate…• Professional courtesy• Empathy• Active listening• Energy and positivity


Foundational measures gives

customers this type of experience…


Perfectly functional…but a little bland

Foundational measures gives

customers this type of experience…


But with Finessemeasures a customer’s experience is transformed…


from this…


to this!


This works…


But…this is MUCH better!


What impactsCQM? What metrics inhibit CQM?

What metrics promote CQM?


Factors impacting CQM...

Staff turnover and CQM?

CQM

LL

LL

HH

HH

Staff Turnover

If +

Then

-



Agent Knowledge and CQM?

CQM

LL

LL

HH

HH

Agent Knowledge

If +

Then

+



Query Complexity and CQM?

CQM

LL

LL

HH

HHIf +

Then

-

Query Complexity



Occupancy and CQM?

CQM

LL

LL

HH

HHIf +

Then

-

Occupancy



AHT and CQM?

CQM

LL

LL

HH

HH

AHT

If +

Then

+ ?



NPS and CQM?

CQM

LL

LL

HH

HH

NPS

If +

Then

+ ?

50

Hopefully we’ve created better…

Awarenesswhich will lead to better…

Choiceswhich will lead to better…

Results


RatePlease rate this content.Submit a 1-10 rating here…

Read my accompanying article ‘What's Wrong with CQM in Our Call Centres and How To Fix It!’ Read

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Want me to deliver a customised a CQM workshop for your organisation? Enquire here… Enquire

Need help with a specific question relating to CQM? Ask here… Ask

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About the author...Hilario Fiandeiro

Hilario is the owner of ContactCentreSmart, an

independent consulting practice, specialising in ‘dismantling

frustration and engineering happiness™’ in customer-facing

environments.

He has more than fifteen years experience, as an operations

manager, facilitator and management consultant, across

various industries, in the customer experience and contact

centre space.

As a professional consultant operating from Johannesburg,

South Africa, Hilario focuses exclusively on making customer-

serving professionals more successful and customer

interaction experiences more rewarding.

For more information…

Contact me on:

[email protected]

www.ContactCentreSmart.com

mailto:[email protected]

http://www.contactcentresmart.com/

http://za.linkedin.com/pub/hilario-fiandeiro/1/273/b12

Counting What Counts in Contact Centers - Call Quality Monitoring

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