What Is The P&Q Campaign? The vision is to get everyone in the contact centre industry to collectively invent the next generation of operational practice in Performance Management and Quality Monitoring. All the research and insight generated together will be fed back into public forums so everyone can learn and get value from being involved. More About The P&Q Challenge The first major deliverable from all our crowdsourcing is the Strategic Planning Framework. This facilitates a 360° approach to adapting your current performance and quality practices in response to internal and external trends. It encourages an organisation to produce their own version that suits their own challenges and culture and prevents the P&Q Campaign from becoming too prescriptive about what a next generation approach needs to look like. The idea of regularly adapting a P&Q ‘ecosystem’ is new. It is something we all need to digest and become used too. So we decided some incentivisation would help draw more organisations into having a go. The result is the so called ‘P&Q Challenge’. This offers a simple way of being recognised for undertaking the planning and implementation phases of using the Strategic Planning Framework and set up the seeds of a best practice community. All the material needed to complete the challenge can be previewed in the following slideshow.

1. P&Qc a m p a i g n
P&Qc h a l l e n g e
P&Qn e x t g e n
T h e r o a d m a p …

2. 2
P&Qc h a l l e n g e w o r k s h o p s
N e e d m o r e s u p p o r t ?
1. Nexidia is sponsoring a set of workshops during 2013/14 to help market leaders complete
their first Strategic Quality Framework. (SQF). Led by Martin Hill-Wilson
2. All eight stages in the framework will be covered, sometimes grouped together when it
makes sense. Each workshop will be a mix of debate/decision and action planning. The
goal being to complete that stage and then prepare for the next stage(s) of the SQF in
between workshops
3. The final two workshops will focus on preparing for the assessment process as defined in
the P&Q Challenge. Separate site visits will then follow. The ‘class of 2014’ will convene to
showcase and celebrate launching their first SQF
4. Organisation are allocated up to three places per workshop. For consistency, the team
needs at least one anchor person to attend all workshops. Others can be invited according
to workshop topic
5. Participants will be provided with planning workbooks, pre-designed online surveys to
gather stakeholder input prior to each workshop and membership of www.pq-campaign.com
which will provide access to all resources and a private forum for discussion between
participating teams

3. 3
P&Qc h a l l e n g e w o r k s h o p s
N e e d m o r e s u p p o r t ?
6. There is no direct cost to participating in the workshops. However as token of each
organisation’s commitment, written confirmation from an executive sponsor is
required. This should be obtained in response to being taken through key elements of
this presentation
7. Once executive sponsorship is received, membership to pq-campaign.com is granted
and detailed agendas for the whole workshop programme are released to help
schedule all activities up front. The executive sponsor is also invited by Martin Hill-
Wilson and Jonathan Wax to dinner for further tips on how to support the programme’s
success and thereafter at the end of the year celebrations
8. The workshops are listed on the next slide. Note that the first four workshops require
preparation in the form of an assessment of current capability. Details can be found
later in this presentation for each stage. All five workshops also require follow through
afterwards based on the activity planning during the sessions

4. 4
SQF
Workshop
Programme
Who Defines Quality?
For Which Outcomes?
London
16-07-13
11-09-13(repeat)
Workshop 1
For What Inputs?
What Is Success?
What Drives Quality?
Who Gets Involved?
Why Get Involved?
Celebrating Success
Workshop 2
London
19-09-13
Workshop 3
London
10-10-13
Workshop 4
How Is Quality
Improved?
Workshop 5Workshop 6Site Visits
Class of ’14
Preparing for
P&Q Challenge #1
Preparing for
P&Q Challenge #2
London
20-11-13
London
14-01-14
London
04-12-13
On site
Jan - March ‘14
SQF
Assessments 1&2
London
March ‘14

5. 5
P&Qo r i e n t a t i o n

6. 6
T h e s t o r y s o f a r …
187 survey participants
122 Linkedin members
100 road show participants
Survey presentations
PPF conference
CCMA awards
Call Centre & Customer Service Conference
P&Qc a m p a i g n
Crowd source the
next generation of
performance & quality
best practice
All the discussion led to a series
of key insights - seeing the context
of P&Q as an ecosystem
P&Qa c t i v i t y
P&Qc r o w d s o u r c e d w i s d o m
P&Qc h a l l e n g e
The Strategic Quality Framework
answered how a P&Q ecosystem
is adapted
Finally, the P&Q challenge
incentives everyone to trial it
1
2
3
4

7. 7
All the elements that make up Performance & Quality
interact with each other like an ecosystem
That means when you upgrade one element
you must consider how it affects the overall ecosystem
A healthy ecosystem constantly adapts
to new internal and external changes
That means we have to maintain our P&Q ecosystems as
much as use them!
P&Qc r o w d s o u r c e d w i s d o m
T h o s e k e y i n s i g h t s …

8. 8
Annual Best Practice Dinner
All completed assessments receive P&Q challenge awards
Best upgrade examples have opportunity to present
Achievement #1
A completed ‘Strategic Quality Framework’ review
Evidence
Ability to show how previous and upgraded ecosystems compare
Ability to visualise how upgraded ecosystem works
Achievement #2
A plan to implement upgraded version
Evidence
Ability to show how upgrades are being introduced
Ability to show targeted & actual benefits of upgrade
T h e i n c e n t i v e …

9. 9
P&Qs t r a t e g i c p l a n n i n g f r a m e w o r k
T h e p l a n n i n g t o o l k i t
The health check and eight point Strategic Quality Framework (SQF) provide a structure
within which to debate what you want to adapt within your current P&Q ecosystem
It is recommended you invite a core team to work through the framework and invite
others to participate (via surveys, as workshop participants) when needed
You can work through this on your own or as one of the organisations taking part in the
P&Q Challenge workshops

10. 10
Strategic
Quality
Framework
Who Defines Quality?
e.g.
Customers
Regulators
Leadership
Advisors
Others
e.g.
Performance
Compliance
Improvement
Innovation
e.g.
External Surveys
Internal Surveys
Evaluations
Analytics
e.g.
Performance Mgt
Coaching
‘Fixing It’
Best Practice
e.g.
Leadership
Team Leaders
Quality Team
Peer to Peer
Analysts
1 2 3
567
e.g.
Process Based
Systems Based
Needs Based
Self Managed
4
e.g.
Metrics
Behaviours
Feedback
8
For Which Outcomes? From What Inputs?
What Drives Quality?
Who Gets Involved?Why Get Involved?
e.g.
Recognition
Reward
Career
Belief
What Is Success?
How Is Quality
Improved?
10

11. 11
Adds measurable value & does no harm
Ensures assessments/processes/KPIs are relevant to the outcome we are trying to drive
Provides a clear view of where we are
Enjoys top down and bottom up buy-in
Provides one approach that fits all areas e.g. collections, customer service
Operates simplified processes throughout the organisation
Uses technology as an enabler
Requires a flexible mind-set culture and avoids the tick box mentality
Empowers a culture of people being listened to, valued and encouraged
Moves away from the ‘pull’ to the ‘push’ from the front line re: innovations
Enables the front line view of quality to influence management performance decisions
Finds a better way of working with those that set the regulatory compliance agenda so it’s more
relevant for the front line & for customers
Delivers right first time customer contact
Seeks out customers & builds communication and relationships
Has the flexibility to respond to customer drivers as their needs change month-on-month
Has the ability to make changes & track their effects
Has an organic flow through ‘continuous improvement’
Is something that remains meaningful & can evolve
Is judged by the success/speed & efficiency with which changes/improvements can be made
What makes a healthy P&Q ecosystem?

12. e.g.
Customers
Regulators
Leadership
Advisors
Others
1
Who Defines Quality?
12
O u t c o m e s
A clear description of what Quality means that everyone can understand based on the
views of those we decide to include
Q u e s t i o n s
C u s t o m e r s : Do we just cater to their common needs or also include segment and
individual needs?
R e g u l a t o r s : What are their actual guidelines versus in-house interpretation?
L e a d e r s h i p : Is this just Customer Services? Or are other senior views also valued?
A d v i s o r s : How do we distil their daily experiences of what Quality means?
O t h e r s : Are there others who influence rather than define what Quality means?
Such as partners, suppliers, competitors or third parties
I s s u e s
• How/when are these views gathered?
• Do some carry more weight than others?
• Can this description be linked with an overall goal/ambition/mission for Quality?

13. e.g.
Customers
Regulators
Leadership
Advisors
Others
1
Who Defines Quality?
13
Preparation
Regarding the current way we define quality
• What works and what causes issues?
• Who should contribute to this assessment?
• How is the insight then best used as input to this question?
Follow up
• How do we assess the understanding of quality for those involved once we have
defined it?
• Do we need to upgrade our Customer Service strategy and key goals to align with
this new definition of quality?
• Does this new definition affect others? What do they need to know/do?
• What’s the remaining action list that then feeds into our overall launch plan?
• How could this stage be simplified and made more effective for next time?

14. e.g.
Performance
Compliance
Improvement
Innovation
2
For Which Outcomes?
14
O u t c o m e s
Clarity on the scope of our P&Q activity
Q u e s t i o n s
P e r f o r m a n c e : Just advisors or any other roles? Just Contact Centre or any other
Service touch points? Any beyond that?
C o m p l i a n c e : How is this defined? By regulators, in-house, others e.g. partners?
I m p r o v e m e n t : As related to just people improvement? Or Customer Service
processes/ policies as well? Or the entire customer journey across
all functions? Does this include product/service fixes as well?
I n n o v a t i o n : Are we interested in just new ideas that impact Customer Service? Or
other functions as well? If so which ones and for what topics?
I s s u e s
• This decision is linked to our strategic view of Customer Service’s role. Reactive
versus proactive. Maintaining SLAs versus getting smarter over time. Moving from
operational to strategic value for the organisation

15. e.g.
Performance
Compliance
Improvement
Innovation
2
For Which Outcomes?
15
Preparation
Regarding the way we currently scope our outcomes
• What works and what causes issues?
• Who should contribute to this assessment?
• How is the insight then best used as input to this question?
Follow up
• What additional workflow is needed if we expand the current scope?
• What new competencies are required. If so how are these met?
• Which roles now have accountability for these new outcomes?
• What’s the remaining action list that then feeds into our overall launch plan?
• How could this stage be simplified and made more effective for next time?

16. e.g.
External Surveys
Internal Surveys
Evaluations
Analytics
3
From What Inputs?
16
O u t c o m e s
Clarity on which data sources we should use in our quality management
Q u e s t i o n s
E x t e r n a l S u r v e y s : Does this include post interaction surveys, mystery shopping
exercises, 3rd party surveys, audits or any other VoC (Voice Of
The Customer) data such as social media monitoring?
I n t e r n a l s u r v e y s : Should we poll advisors/team leaders and others as valid inputs?
E v a l u a t i o n s : What role will existing quality evaluations play?
A n a l y t i c s : If we used Interaction Analytics? How would this
compliment/integrate with other sources of feedback?
I s s u e s
• How do we co-ordinate with other users of these data sources?
• Do some carry more weight than others?

17. e.g.
External Surveys
Internal Surveys
Evaluations
Analytics
3
From What Inputs?
17
Preparation
Regarding the way we currently scope our inputs
• What works and what causes issues?
• Who should contribute to this assessment?
• How is the insight then best used as input to this question?
Follow up
• What additional workflow is needed if we expand the current scope?
• How are these new inputs used in ‘business as usual’?
• What’s the remaining action list that then feeds into our overall launch plan?
• How could this stage be simplified and made more effective for next time?

18. e.g.
Process Based
Systems Based
Needs Based
Self Managed
4
What Drives Quality?
18
O u t c o m e s
Clarity on the criteria and ‘whole approach’ for triggering
quality management
Q u e s t i o n s
P r o c e s s b a s e d : Should it be based on ‘x times a month’ for
all advisors, irrespective of performance
levels?
S y s t e m s b a s e d : Should we be listening for new customer
issues via automated alerts, social media
monitoring or trend tracking?
N e e d s b a s e d : Should it be based on individual needs e.g.
exception based intervention?
S e l f m a n a g e d : Rather than ‘top down’, is it triggered by
the advisors who offer up examples for
personal coaching, innovation etc
I s s u e s
• Deciding if these approaches are mutually exclusive or can
be combined

19. e.g.
Process Based
Systems Based
Needs Based
Self Managed
4
What Drives Quality?
19
Preparation
Regarding the current way we trigger quality management
• What works and what causes issues?
• Who should contribute to this assessment?
• How is the insight then best used as input to this
question?
Follow up
• Which roles are affected? In what ways?
• What are the implications for new workflow and
responsibilities?
• What’s the remaining action list that then feeds into our
overall launch plan?
• How could this stage be simplified and made more effective
for next time?

20. e.g.
Leadership
Team Leaders
Quality Team
Peer to Peer
Analysts
5
Who Gets Involved?
20
O u t c o m e s
Clarity on who contributes: why, how and when throughout the P&Q cycle
Q u e s t i o n s
L e a d e r s h i p : Given our defined outcomes (Q2), how are Customer Service/other
function leaders involved?
Te a m L e a d e r s : What is their role in identifying, prioritising, improving P&Q
issues and opportunities?
Q u a l i t y Te a m : What role does the quality team play and what are its
accountabilities?
P e e r t o P e e r : How are advisors used? E.g.to mentor, buddy or be experts passing on
best practices? How does this link to any Trust/Empowerment agenda?
A n a l y s t : Is this a separate role or an embedded skill, especially when
Interaction Analytics is deployed?
I s s u e s
• Finding an easy way to give an ‘ecosystem style’ view of how each role contributes

21. e.g.
Leadership
Team Leaders
Quality Team
Peer to Peer
Analysts
5
Who Gets Involved?
21
Preparation
Regarding who we currently do/do not involve
• What works and what causes issues?
• Who should contribute to this assessment?
• How is the insight then best used as input to this question?
Follow up
• Get new roles inducted
• What’s the remaining action list that then feeds into our overall launch plan?
• How could this stage be simplified and made more effective for next time?

22. 6
Why Get Involved?
e.g.
Recognition
Reward
Career
Belief
22
O u t c o m e s
Ability to answer the ‘what’s in it for me’ question
Q u e s t i o n s
R e c o g n i t i o n : Are there more powerful ways we can recognise individual and team
successes in supporting our quality goals?
R e w a r d : Does it work to financially incentivise? If so, are we rewarding the
right behaviour? Have we traced this across every role?
C a r e e r : Have we encouraged our quality champions with a clear career path to
keep them?
B e l i e f : How do we tap into the energy that comes when people just believe in
‘doing the right thing for customers’
I s s u e s
• Any conversation about motivation has to be considered in the context of culture

23. 6
Why Get Involved?
e.g.
Recognition
Reward
Career
Belief
23
Preparation
Regarding our current motivational strategy
• What works and what causes issues?
• Who should contribute to this assessment?
• How is the insight then best used as input to this question?
Follow up
• What do we need to stop doing and start doing?
• What’s the story around these changes? Who needs to listen?
• What’s the remaining action list that then feeds into our overall launch plan?
• How could this stage be simplified and made more effective for next time?

24. 7
e.g.
Performance Mgt
Coaching
‘Fixing It’
Best Practice
How Is Quality
Improved?
24
O u t c o m e s
Clarity on the way we go about improving ‘poor’ quality and spreading best practices
Q u e s t i o n s
P e r f o r m a n c e M g t : Does our approach to target setting, reviewing then acting on
good/poor performance support our quality agenda?
C o a c h i n g : How can we improve its impact? Is our ‘day in the life’ view of
coaching in line with our quality ambitions?
“ F i x i n g I t ” : Are we effective at identifying, sizing, justifying, assigning
and finally ensuring that the causes of ‘poor’ quality are
systematically improved within Customer Service/rest of
organisation?
B e s t P r a c t i c e : How well are we identifying and sharing ‘quality’ best practices
between advisors and teams?
I s s u e s
• Persuading other part of the organisation to respond
• Being unable to identify and share specific best practice behaviour

25. 7
e.g.
Performance Mgt
Coaching
‘Fixing It’
Best Practice
How Is Quality
Improved?
25
Preparation
Regarding our current approach to quality improvement
• What works and what causes issues?
• Who should contribute to this assessment?
• How is the insight then best used as input to this question?
Follow up
• What new competencies are needed?
• How are they operationalised?
• What’s the remaining action list that then feeds into our overall launch plan?
• How could this stage be simplified and made more effective for next time?

26. e.g.
Metrics
Behaviours
Feedback
8
What Is Success?
26
O u t c o m e s
Clarity on which proof points are accepted indicators of
progress towards our quality agenda
Q u e s t i o n s
M e t r i c s : Which quantitative measures are needed to
satisfy our stakeholders?
B e h a v i o u r s : Are certain changes in behaviour important
indicators?
F e e d b a c k : Are there formal/informal insights from
customers/advisors/others that are important
proof points?
I s s u e s
• Being able to measure the right things
• Checking all proof points are aligned to support the
intended outcomes defined in Q2

27. e.g.
Metrics
Behaviours
Feedback
8
What Is Success?
27
Preparation
Regarding the current way we define success
• What works and what causes issues?
• Who should contribute to this assessment?
• How is the insight then best used as input to this
question?
Follow up
• How is the ‘evidence’ of success compiled and shared?
• What’s the remaining action list that then feeds into
our overall launch plan?
• How could this stage be simplified and made more
effective for next time?

28. Strategic
Quality
Framework
Who Defines Quality?
e.g.
Customers
Regulators
Leadership
Advisors
Others
e.g.
Performance
Compliance
Improvement
Innovation
e.g.
External Surveys
Internal Surveys
Evaluations
Analytics
e.g.
Performance Mgt
Coaching
‘Fixing It’
Best Practice
e.g.
Leadership
Team Leaders
Quality Team
Peer to Peer
Analysts
1 2 3
567
e.g.
Process Based
Systems Based
Needs Based
Self Managed
4
e.g.
Metrics
Behaviours
Feedback
8
For Which Outcomes? From What Inputs?
What Drives Quality?
Who Gets Involved?Why Get Involved?
e.g.
Recognition
Reward
Career
Belief
What Is Success?
How Is Quality
Improved?
28