CCA 2013 Harness the Potential of QA Handout

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CCA 2013 Harness the Potential of QA Handout

  1. 1. Quality MonitoringMeasurements (1) Not measuring (2) Planning to measure Measures Definition (3) Occasionally measure (4) Consistently measure TACTICAL MEASURES Efficiency: Are the quality management (QM) functions and the QM budget managed efficiently? # or % calls evaluated Track the quantity of interactions evaluated within a given time period. # or % time spent on Quality Track the time or % of time allotted for various QA activities, such as selecting interactions, listening to activities and scoringinteractions, coaching and feedback, calibration. Budget to actual Compare the Quality function budget to actual expenditures. Consistency: Are program and performance standards applied consistently and fairly? Compare interaction evaluations across evaluators and negotiate/document a common understanding Calibration of how the quality standards are interpreted and applied. Cross-evaluation Rotate evaluators between teams and individuals. Data analysis Analyze interaction rating and scoring distribution across evaluators. STRATEGIC MEASURES Performance Improvement: Do QM activitiespositively and consistently impact quality measurements, such as errors, rework, accuracy, and compliance? Track QM performance Track/trend quality performance results over time. measurements Track errors, rework, compliance Track volume/frequency of errors, rework, and compliance. Track coaching for behaviors identified as improvement opportunities to assess impact of coaching, as Trackcoaching impact well as appropriate identification of most critical behaviors to coach. ROI Compare costs of the program to measurable program benefits/results. Business Impact: How does service quality impact business objectives (sales and revenue, customer loyalty and retention, FCR)? Customer satisfaction results Analyze customer feedback (external measure) to determine the impact of QA efforts. Analyze key metric results to determine the impact of QA efforts on contact center goals and business Key business objectives objectives (sales, revenue, repurchase rates, retention, NPS). First Call Resolution Track increase/decrease of calls resolved upon initial contact ÷ total calls. QA alignment with business Correlate quality results with key metrics that align with the contact center’s goals and contribution to objectives business objectives (sales, revenue, repurchase rates, retention, FCR, NPS). CulturalImpact: Is our culture – employee engagement, professional growth, positive workplace – impacted by our QM program activities? Results for questions related to employees’ perception of professional growth and development, and Employee satisfaction surveys other issues that you hope to positively affect through the QA program. Focus groups Analyze anecdotal responses to QM-related focus group questions. Examine turnover reasons and exit interview data to identify QM-relevant causes. Turnover Involuntary: Lack of skill or job-knowledge Voluntary: Lack of development, lack of recognition, unclear objectives.Interactive Intelligence l www.inin.com lesley.vereen@inin.com, rebecca.gibson@inin.com

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