Quality improvement is dependent upon a commitment to two things — to monitor customer interactions and to use those interaction evaluations within a performance improvement process.\u00a0 This article will provide tips on how to create and manage a performance improvement process utilizing a quality assurance team.<\/p>\n
The most effective quality monitoring process combines feedback from a third party QA team with onsite monitoring from the front line supervisors.\u00a0 Some add a third layer into the process with internal quality analysts to supplement the monitoring and coaching being done at the agent level.\u00a0 These QAs are more like coaches, they direct, instruct and train the agents with an aim to help them offer quality services to customers.<\/p>\n
However, these internal QAs cannot replace the third party team.\u00a0 An outside QA team is critical to:<\/p>\n
An internal QA team should not replace the front line supervisor\u2019s role in monitoring either.\u00a0 They simply supplement the process.\u00a0 It is critical that the supervisor monitor his\/her team to provide adequate and relevant coaching. While an internal QA can certainly conduct side-by-sides to provide real time feedback, the most constructive coaching should come from the supervisor who has developed a relationship with the agent.<\/p>\n
The third party team can be utilized in different ways.\u00a0 Because of their expertise they should provide analytical reports to:<\/p>\n
The best monitoring program uses both side by side monitoring with remote monitoring via either real time listening or through recorded calls.\u00a0 If recorded calls are used, the evaluations should be done within 24 hours of the recorded call for optimum and timely coaching.<\/p>\n
Side by side monitoring gives the supervisor a good indicator of the agent\u2019s true product, call flow, and process knowledge.\u00a0 They will be on their very best behavior during these monitoring sessions.\u00a0 If this side by side monitoring session shows deficiencies, it can be addressed through coaching and follow up monitoring or, in extreme cases, through re-training.<\/p>\n
Remote monitoring lets you hear or see what the customer is experiencing.\u00a0 For those agents who perform well during side by sides but show opportunities during remote monitoring, a \u201cwill\u201d issue may be the reason.\u00a0 The supervisor must address these instances quickly and aggressively.\u00a0 While a \u201cskill\u201d opportunity can oftentimes be overcome with coaching and training, a \u201cwill\u201d issue is most often due to underlying reasons.\u00a0 Until those reasons are resolved, there is a risk of continued poor behavior.<\/p>\n
A good performance improvement process will ensure that feedback from monitoring sessions is used effectively to coach and develop.\u00a0 A standard performance improvement process includes the following:
\nDocumentation of coaching sessions.\u00a0 This documentation can be either soft or hard copy.\u00a0 The most important aspect of the documentation is that it be reviewed by the campaign leader to develop the supervisor and to make sure that it is being used \u2013 not simply completed, signed and filed.<\/p>\n
The campaign leader should meet with the agents to inspect that the coaching documentation is accurate and the agent is improving based on the feedback.\u00a0 Simply inspecting a binder or folder will not establish the coaching routine that is needed for performance improvement.<\/p>\n
The documentation should show the follow up steps and then check off when the follow up occurs.\u00a0 Did it result in improvement?\u00a0 Was the improvement sustained? A quick check of agent stats could provide that information.<\/p>\n
\u00a0The QA team (either internal or external) should keep a folder with the minutes of all calibration sessions.\u00a0 The campaign leader must ensure that calibrations are held regularly, operations leaders are attending along with the QA team, and actionable steps are being created as a result of the sessions.\u00a0 It is extremely important for an external QA team to be in the loop of all script, product, and promotion changes as well as any process or application changes that may impact the call flow.\u00a0 These calibration sessions will help in closing any gaps in communication.<\/li>\n
\u00a0Supervisors must understand how to coach and develop employees.\u00a0 Any trainer can tell you that adults learn in different ways.\u00a0 The three primary methods are:<\/p>\n
A supervisor needs to understand how each member of his team learns so that coaching can be tailored to fit each agent. One to one discussion works for some while others need to role play or do a group activity.\u00a0 Supervisors should know their teams well enough to understand how best to coach each team member and be able to use multiple techniques to achieve success.<\/p>\n<\/li>\n
\u00a0A performance improvement process must include some level of reward and recognition.\u00a0 Rewards do not have to be monetary.\u00a0 In fact, many find recognition to be the largest motivator. This recognition can come in many forms, from a shout out during a pre-shift meeting for a quality call to being asked to mentor a new team member.<\/li>\n<\/ul>\n
Your performance improvement process should be documented and shared with your team.\u00a0 It is important that this be a living document \u2013 updated regularly to ensure that all steps have been implemented and are being followed.\u00a0 As you calibrate the process be sure to make changes to the document so that it contains the most up to date information.\u00a0 Monitoring and feedback is only as good as the follow up to ensure growth.\u00a0 Without a plan to guarantee this follow up occurs, it will fall to the wayside.\u00a0 Ownership and accountability are essential to executing a successful quality monitoring and performance improvement process.<\/p>\n","protected":false},"excerpt":{"rendered":"
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