This document summarizes a presentation on transforming a quality program to drive operational success. The presentation discusses progressing quality programs from an agent focus to a customer focus to a business focus. It advocates using existing quality data to identify performance gaps and conduct targeted monitoring to understand root causes impacting business metrics. An example is given where targeted monitoring identified a problem with agents manually selecting call dispositions and led to streamlining disposition codes, improving accuracy by 9.6% and reducing handle time by 7 seconds. The presentation provides tips for planning a transition to targeted monitoring, including gaining leadership buy-in and building skills like data analysis and root cause identification within the quality team.

1. 1
SOCAP Southwest Chapter Meeting
Wednesday, March 30, 2016
Time Description
10:00am Coffee and Networking
10:30am Contact Center Tour
11:00am Presentation: Making Your Quality Program the Key to Operational Success
12:00pm Lunch – SOCAP Board Updates
1:00pm Technology Roundtable

2. Making Your Quality Program the Key to
Operational Success
Melissa Mays, Quality Manager

3. Agenda
3
During today’s session, we will discuss…
 The value of your existing Quality program
 Aligning to performance metrics
 How to transform Quality to drive improvement in Operational metrics
Path to Accomplish Strategic Vision

4. 4
Value of a Quality Program
 What is the purpose of your Quality program?
 How confident do you feel in the information provided by your
Quality department?
 Are you seeing movement or progress in your Quality data?
70
80
90
100
Quality Score Trend

5. 5
Progression of Call Center Quality Programs
Agent Focus:
 Random sample
 Lacks statistical significance
 Agent metric
 Effort / time spent on appeals
 Focuses on human cause
 Broad understanding of gaps
 Little to no movement in dataImpact
Agent
Focus
Influence

6. 6
Progression of Call Center Quality Programs
Impact
Agent
Focus
Customer
Focus
Influence
Customer Focus:
 Understand customer satisfaction
and dissatisfiers
 Increase statistical validity
 Correlate QA form with customer
needs
 Expand focus to include process
impact to customer experience

7. 7
Progression of Call Center Quality Programs
Business Focus:
 Very data rich
 Expand scope beyond human
cause to include organizational
and physical causes
 Targeted monitoring provides
data to truly understand the root
cause(s)
 Measurable improvements
resulting in noticeable progress
Impact
Agent
Focus
Business
Focus
Customer
Focus
Influence

8. 8
Aligning Quality with Performance Metrics
Standard Call Center Metrics:
 Talk time
 Hold time
 Wrap time
 Call volume
 Cost per call
 Quality score (overall and by question)
These metrics are typically collected on an individual call basis, and
reported for the agent, team, site, etc.

9. 9
Aligning Quality with Performance Metrics
Targeted monitoring is using your existing data to identify where
resources should be deployed…essentially, you are monitoring to
find the problem.
Let’s think about a process improvement life cycle…
Define
• Use existing
data to
determine
gaps
Measure
• Listen to a
statistically
valid sample
of calls fitting
the target
Analyze
• Collect data
from
observations
• Analyze
findings
Improve
• Provide
recommend-
ations
• Prioritize
solutions
• Implement
Control
• Measure
progress

10. 10
Targeted Monitoring Sample Impact
Background: We are in an organization where agents must
manually select a call disposition to identify the type of call handled.
The disposition selection is 3 different layers. Data on call types /
volume is used on a regular basis to make business decisions.
Traditional QA monitoring showed that incorrect selection of the
disposition had been a problem for years.
Agent Focused Approach:
 Agent is making an error:
– Score the agent down for not selecting the proper disposition
– Coach the agent
– Accountability if a trend at the agent level is identified

11. 11
Targeted Monitoring Sample Impact
Business Focused Approach:
 Monitored statistically valid sample (95/10) to understand why
agents are selecting the incorrect disposition
 Over 400 disposition combinations, with about 70 codes being
duplicated through various paths
 Identified that just over 12% of the call time was being spent
selecting a disposition
 Estimated saving just under 5 seconds in handle time by cutting
the number of dispositions in half

12. 12
Targeted Monitoring Sample Impact
Results:
 Reduced disposition codes by 67%
– Moved from 3 layers to 2 layers
– Eliminated duplication
Within 30 days of implementation:
 Accuracy of selection improved by 9.6%
 Handle time reduced by 7 seconds
We moved the needle more in 30 days than years of previous
scoring simply by taking a different approach to Quality monitoring.

13. 13
Planning for Targeted Monitoring
Transitioning to Targeted Monitoring requires preparation:
 Adopting a new thought process
 Gaining buy-in from leaders
 Strengthening relationships with internal partners
 Building skills within the QA team:
– Listening to calls with a different purpose
– Root Cause Analysis
– Data Analysis
– Prioritization
– Waste Identification

14. 14
Recap and Questions
Finding the Value of QA Align QA with Metrics Drive Improvement
What are you getting from
your QA team today?
Are you seeing progress in
Operational metrics?
Rather than being another
metric, use existing data to
understand you business and
focus effort accordingly.
Focus efforts of the QA team
to understand root cause of
performance gaps, making
impact to your business.

15. 15
SCPMG Call Center Services
Kaiser Permanente
Fontana, CA
LinkedIn: Melissa Mays
Email: melissa.mays@kp.org
Melissa Mays | Quality Manager