Quality monitoring is as old a practice in contact centers as sending electric shocks through agents’ headsets to help keep handle time down. But just because centers have been conducting quality monitoring forever doesn’t mean they have been doing it right.
Effective quality monitoring is so important, I’m going to do two successive blog posts on the topic. This week and next my posts will highlight the quality monitoring tactics and strategies shared by contact centers that are better than yours. Here we go:
Gain agent understanding of and buy-in to monitoring from the get-go. In top contact centers, managers introduce the concept of monitoring during the “job preview” phase of the hiring process. Agent candidates learn (or, if experienced, are reminded) of the reasons behind and value of monitoring, as well as how much monitoring will occur should they be offered and accept a job in the center. Managers clarify that monitoring isn’t intended to catch agents doing something wrong, it just often works out that way. They explain how monitoring is not only the best way to gauge an agent’s strengths and where they can improve, but also to pinpoint why the people who designed the center’s workflows and IVR system should be fired.
Gaining agent buy-in to monitoring goes beyond mere explanations and definitions. The best contact centers show new-hires and sometimes even job applicants how quality monitoring actually works by having them listen to recorded calls with a quality specialist. The specialist goes over the center’s monitoring form/criteria, shows how each call was rated, and lets the newbies decide on a fitting punishment for the agent evaluated.
Use a dedicated quality monitoring team/specialist. In many contact centers, quality monitoring is carried out by busy frontline managers and supervisors. In the best contact centers, the process is carried out by dedicated quality assurance nerds – folks whose sole responsibility is making sure that the center’s agents and systems aren’t making customers nauseous.
I’m not saying that frontline managers/supervisors don’t know how to monitor; rather I’m saying that they typically don’t have time to do so effectively and provide timely coaching. With a dedicated quality monitoring team (or, in smaller/less wealthy centers, a single quality specialist) in place, there is time to carefully evaluate several customer contacts per month for each agent, and to provide prompt and comprehensive feedback to those agents about why they should have stayed in school.
Develop a comprehensive and fair monitoring form. A good quality monitoring form contains not only all of the criteria that drives the customer experience, but also all the company- and industry-based compliance items that keep your organization from facing any indictments.
In top contact centers, the monitoring form is broken into several key categories (e.g., Greeting, Accuracy, Professionalism/Courtesy, Efficiency, Resolution, etc.), with each category – and the specific criterion contained within – assigned a different weighting depending on its perceived impact on customer satisfaction. For example, “Agent provided accurate/relevant information” and “Agent tactfully attempted to up-sell after resolving customer issue” would likely be weighted more heavily than “Agent didn’t spit while saying ‘thank you for calling’" or “Agent remained conscious during after-call wrap-up”.
In developing an effective monitoring form that agents deem fair and objective, smart managers solicit agent input and recommendations regarding what criteria should or should not be included, and how agents feel each should be weighted. Showing agents such respect and esteem is a great way for you to foster engagement and a great way for me to make money if I ever write a book aimed at agents.
Invest in an automated quality monitoring system. There are contact centers that still rely mainly on real-time remote listening to evaluate agent-customer interactions. There are also doctors that still use leeches for bloodletting.
If your center is staffed with more than 20 agents and you want a shot at lasting customer satisfaction, continuous agent improvement, and an invitation to private vendor cocktail parties at conferences, you must invest in an automated quality monitoring system. There is simply no better and faster way to capture customer data, evaluate performance and spot key trends in caller behavior and agent incompetence.
I’m certainly not saying that other monitoring methods are not useful. Real-time remote observations, side-by-side live monitoring, mystery shopper calls, hiding beneath agents’ workstations – these are all excellent supplementary practices in any quality monitoring program. But they should do just that – supplement, not drive the program.
Monitor ALL contact channels, not just phone calls. As a researcher, I’m always amazed by how many multichannel contact centers have formal monitoring process in place only for live agent phone calls. According a study by ICMI, fewer than two thirds of contact centers that handle email contacts monitor customer email transactions, and fewer than half of centers monitor customers’ interactions with IVR or web self-service applications.
By virtually ignoring quality outside of the of traditional phone channel, contact centers allow poor online and automated service to continue, creating a breeding ground for customer ire and high operating costs. Failure to monitor the email and chat channel will not only lead to agents’ errors and poor service going unnoticed, it can actually propagate bad service. Agents who see that the center is so focused on the phones but not on email or chat are likely to give it their all during customer calls but let quality slip a bit when tackling contacts via text. They may even use…gulp…emoticons. :0
The best contact centers have a formal process in place for evaluating agents’ email and chat transcripts for information accuracy, grammar/spelling, professionalism, and contact resolution. In addition, these centers continually test their IVR- and web-based self-service apps to ensure optimal functionality, as well as monitor those apps during actual interactions to make sure that customers aren’t being thrown into IVR dungeons or abandoning web pages to rip the company a new one on Twitter.
That’s it for Part 1. I’ll share several more key quality monitoring practices in Part 2 next week. If you simply cannot wait that long, you have no other choice but to purchase a copy of my ebook immediately: http://www.greglevin.com/full-contact-ebook.html.
Effective quality monitoring is so important, I’m going to do two successive blog posts on the topic. This week and next my posts will highlight the quality monitoring tactics and strategies shared by contact centers that are better than yours. Here we go:
Gain agent understanding of and buy-in to monitoring from the get-go. In top contact centers, managers introduce the concept of monitoring during the “job preview” phase of the hiring process. Agent candidates learn (or, if experienced, are reminded) of the reasons behind and value of monitoring, as well as how much monitoring will occur should they be offered and accept a job in the center. Managers clarify that monitoring isn’t intended to catch agents doing something wrong, it just often works out that way. They explain how monitoring is not only the best way to gauge an agent’s strengths and where they can improve, but also to pinpoint why the people who designed the center’s workflows and IVR system should be fired.
Gaining agent buy-in to monitoring goes beyond mere explanations and definitions. The best contact centers show new-hires and sometimes even job applicants how quality monitoring actually works by having them listen to recorded calls with a quality specialist. The specialist goes over the center’s monitoring form/criteria, shows how each call was rated, and lets the newbies decide on a fitting punishment for the agent evaluated.
Use a dedicated quality monitoring team/specialist. In many contact centers, quality monitoring is carried out by busy frontline managers and supervisors. In the best contact centers, the process is carried out by dedicated quality assurance nerds – folks whose sole responsibility is making sure that the center’s agents and systems aren’t making customers nauseous.
I’m not saying that frontline managers/supervisors don’t know how to monitor; rather I’m saying that they typically don’t have time to do so effectively and provide timely coaching. With a dedicated quality monitoring team (or, in smaller/less wealthy centers, a single quality specialist) in place, there is time to carefully evaluate several customer contacts per month for each agent, and to provide prompt and comprehensive feedback to those agents about why they should have stayed in school.
Develop a comprehensive and fair monitoring form. A good quality monitoring form contains not only all of the criteria that drives the customer experience, but also all the company- and industry-based compliance items that keep your organization from facing any indictments.
In top contact centers, the monitoring form is broken into several key categories (e.g., Greeting, Accuracy, Professionalism/Courtesy, Efficiency, Resolution, etc.), with each category – and the specific criterion contained within – assigned a different weighting depending on its perceived impact on customer satisfaction. For example, “Agent provided accurate/relevant information” and “Agent tactfully attempted to up-sell after resolving customer issue” would likely be weighted more heavily than “Agent didn’t spit while saying ‘thank you for calling’" or “Agent remained conscious during after-call wrap-up”.
In developing an effective monitoring form that agents deem fair and objective, smart managers solicit agent input and recommendations regarding what criteria should or should not be included, and how agents feel each should be weighted. Showing agents such respect and esteem is a great way for you to foster engagement and a great way for me to make money if I ever write a book aimed at agents.
Invest in an automated quality monitoring system. There are contact centers that still rely mainly on real-time remote listening to evaluate agent-customer interactions. There are also doctors that still use leeches for bloodletting.
If your center is staffed with more than 20 agents and you want a shot at lasting customer satisfaction, continuous agent improvement, and an invitation to private vendor cocktail parties at conferences, you must invest in an automated quality monitoring system. There is simply no better and faster way to capture customer data, evaluate performance and spot key trends in caller behavior and agent incompetence.
I’m certainly not saying that other monitoring methods are not useful. Real-time remote observations, side-by-side live monitoring, mystery shopper calls, hiding beneath agents’ workstations – these are all excellent supplementary practices in any quality monitoring program. But they should do just that – supplement, not drive the program.
Monitor ALL contact channels, not just phone calls. As a researcher, I’m always amazed by how many multichannel contact centers have formal monitoring process in place only for live agent phone calls. According a study by ICMI, fewer than two thirds of contact centers that handle email contacts monitor customer email transactions, and fewer than half of centers monitor customers’ interactions with IVR or web self-service applications.
By virtually ignoring quality outside of the of traditional phone channel, contact centers allow poor online and automated service to continue, creating a breeding ground for customer ire and high operating costs. Failure to monitor the email and chat channel will not only lead to agents’ errors and poor service going unnoticed, it can actually propagate bad service. Agents who see that the center is so focused on the phones but not on email or chat are likely to give it their all during customer calls but let quality slip a bit when tackling contacts via text. They may even use…gulp…emoticons. :0
The best contact centers have a formal process in place for evaluating agents’ email and chat transcripts for information accuracy, grammar/spelling, professionalism, and contact resolution. In addition, these centers continually test their IVR- and web-based self-service apps to ensure optimal functionality, as well as monitor those apps during actual interactions to make sure that customers aren’t being thrown into IVR dungeons or abandoning web pages to rip the company a new one on Twitter.
That’s it for Part 1. I’ll share several more key quality monitoring practices in Part 2 next week. If you simply cannot wait that long, you have no other choice but to purchase a copy of my ebook immediately: http://www.greglevin.com/full-contact-ebook.html.
