Quality Management technology first appeared in Call Centres around the mid-nineties and for some it is still firmly rooted there whilst for others it has morphed into a more dynamic beast – driving performance, business processes and customer satisfaction.
|At its most basic level quality management is the process of monitoring and measuring how well agents handle customer transactions but enhance this application with smart technology and now we start to quantify the customer experience and grow the bottom line.|
What Quality Management is NOT:
– Reviewing 2 or 3 calls per agent, per month and providing feedback for improvement
– Live agent monitoring, listening to calls as they occur and reporting on observations
– Scoring and assessing agents, rating specific skill sets on a pre-determined scale
The problem with the activities listed above is that they are very one dimensional and agent centric and are not necessarily representative of the customers experience. Whilst they demonstrate an initial willingness to embed some kind of quality process into your organisation, today’s quality management programmes should provide analysis and insights to drive change and not just within the contact centre.
Broader reaching programmes should benefit HR departments by determining success and failure of induction programmes; marketing teams with direct voice of customer feedback; and IT teams with insights into usability of their latest application development.
It’s not just about identifying flaws in the way your agents handle calls and highlighting training needs, it’s about how you can seek competitive advantage, identify trends that appear first during customer interactions and taking proactive steps to leverage those trends positively for the business. Similarly if you can identify the procedures which frustrate or antagonize customers and detect and fix broken processes, improving the customer experience will become a natural by-product of that.