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CCA 2013 Harness the Potential of QA

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CCA 2013 Harness the Potential of QA

  1. 1. Harnessing the Potential of QualityAssurance #402Rebecca GibsonContact Center Solutions ConsultingInteractive Intelligence
  2. 2. Session Agenda 1. Why traditional Quality Assurance Measurements don’t work. 2. The Tactical and Strategic Measurements you should be using to evaluate the impact - and boost the potential – of your program. www.inin.com ©2012 Interactive Intelligence Group Inc.
  3. 3. Traditional QA Measures 1. How many calls did we evaluate? 2. What were the QA scores? The Quality Team is responsible for quality. The contact is evaluated within the context of the agent and the contact center. www.inin.com ©2012 Interactive Intelligence Group Inc.
  4. 4. Why Traditional QA Measures don’t work Reason #1: they don’t reflect today’s business environment Proliferating contact types Speed of change Consolidation Increased regulation Competition Social media Tight budgets www.inin.com ©2012 Interactive Intelligence Group Inc.
  5. 5. Reason #2: Quality is more than a score www.inin.com ©2012 Interactive Intelligence Group Inc.
  6. 6. Reason #3: Internal measures aren’t valid•Self-reported internal measurements may be influenced by expectations and fear.•Internal measures leave out our most important stakeholder: the customer. www.inin.com ©2012 Interactive Intelligence Group Inc.
  7. 7. Internal and External View of Quality Service Agent Performance Recording • Adherence to policies & Calls procedures Internal Email & • Script adherence Chat • Agent productivity • Efficiency CSAT Customer feedback External • Correlation of internal & externa quality • Product & process improvement & Internal Real-time Agent & Customer External Speech • Alerts & notifications Analytics • Agent guidance • First Contact Resolution • Compliance www.inin.com ©2012 Interactive Intelligence Group Inc.
  8. 8. HighTraditional Cost QualityMeasures Low Value www.inin.com ©2012 Interactive Intelligence Group Inc.
  9. 9. So, what else is there? Traditional Quality Measures Cost Effective High Value Customer & Business Focused Quality Measures www.inin.com ©2012 Interactive Intelligence Group Inc.
  10. 10. Maxim Healthcare Quality Assurance Goal Measurements # of calls 7 evaluated/CSR/month Quality score Contact Center KPIs =/> 95% GoalIf 100agents Sales 20,000/moprocess 50 Revenue $2,000,000/moorders perweek, that’s Service Level 80/2020,000 Customer Satisfaction 90% NPSorders amonth. Budget +/- 5% CSR Measurements Goal Sales 200/mo Revenue $24,000/mo Calls Handled 30/day Quality score =/> 95% www.inin.com ©2012 Interactive Intelligence Group Inc.
  11. 11. Tactical & Strategic Measurement Categories • Consistency • Performance Tactical Strategic • Efficiency improvement • Business Impact • Cultural Impact www.inin.com ©2012 Interactive Intelligence Group Inc.
  12. 12. Tactical Measures: Efficiency # or % calls evaluated # or % time spent on Quality activities Budget to actual www.inin.com ©2012 Interactive Intelligence Group Inc.
  13. 13. Tactical Measures: Consistency Calibration Cross-evaluation Data analysis www.inin.com ©2012 Interactive Intelligence Group Inc.
  14. 14. Tactical Measures: Consistency Maxim Healthcare Calibration • Easier to achieve and maintain consistency with a dedicated QA resource Cross-evaluation Data analysis • Analysis of QA results may reveal inconsistencies best addressed by a dedicated QA resource www.inin.com ©2012 Interactive Intelligence Group Inc.
  15. 15. Why Are You Monitoring? The Strategic Perspective • What is the purpose of our Quality program? • What is a quality contact? • What are critical agent behaviors?• How does high quality impact the bottom line?• What measures will provide a picture of quality service and value to the contact center and organization? www.inin.com ©2012 Interactive Intelligence Group Inc.
  16. 16. Strategic Measures: Performance Improvement Track/trend quality performance results over time Track volume/frequency of errors, rework, and compliance Track coaching for behaviors identified as improvement opportunities Return on investment www.inin.com ©2012 Interactive Intelligence Group Inc.
  17. 17. Return on Investment Labor www.inin.com ©2012 Interactive Intelligence Group Inc.
  18. 18. Return on Investment Add it Up! Maxim’s QA Program Costs Quality Monitoring Software 100 seats@$1,000/seat = $100,000 Supervisor Salaries $409,200 annual / 20% = $81,840 QA Program Return • Cost of poor/ performance quality? • Errors, rework, callbacks, company culture • Return on high/improved performance? • FCR, C-Sat, handle time, revenue www.inin.com ©2012 Interactive Intelligence Group Inc.
  19. 19. Strategic Measures: Performance Improvement Track/trend quality performance results over time • Validate behaviors that correlate with sales. Track volume/frequency of errors, rework, and compliance • Analyze orders that are returned from review • Analyze customer complaints about wrong orders Track coaching for behaviors identified as improvement opportunities • Analyze the trends in coaching. Evidence of a hiring deficiency? Should these skills be covered more completed in NHT? www.inin.com ©2012 Interactive Intelligence Group Inc.
  20. 20. Strategic Measures: Business Impact Impact on Customer Satisfaction results Impact on business objectives (sales, revenue, repurchase rates, retention) Impact on First Call Resolution QA alignment with business objectives www.inin.com ©2012 Interactive Intelligence Group Inc.
  21. 21. Maxim Healthcare: Correlate Quality & Productivity30 calls/ goal per mo.x 20 avg work days = 600 calls per mo. Contact Center KPIs Goal Sales 20,000/mo If each call Revenue $2,000,000/mo generates $40 average sale = Service Level 80/20 $24,000 revenue Customer Satisfaction 90% NPS goal per agent Budget +/- 5% per month OR CSR Measurements Goal Sales 200/mo 40% of the 600 calls need to Revenue $24,000/mo have a $100 sale Calls Handled 30/day Quality score =/> 95% www.inin.com ©2012 Interactive Intelligence Group Inc.
  22. 22. Quality & Productivity Maxim Healthcare Performance Report (Team A - Productivity and Quality) 9.00 8.00 Y Axis 7.00 What is the first key variable impacting revenue generated? Calls Per Hour 6.00 5.00 Avg CPH 5.1 & 75% Quality Rating 4.00 X Axis What is the second key variable impacting 3.00 revenue? 2.00 X Axis 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100% % Quality Rating
  23. 23. Financial Impact Maxim Healthcare Team A Contact Center Performance 9.00 O’Conner 8.00 $360 Parker Davis Financial Impact Axis $338 $220 Sampson 7.00 $280 Martin Mason $244 $276 Calls Handled Per Hour Cunningham Padron 6.00 $240 $255 Cox $206 Lewis 5.00 $175 Peters Hoffman $158 $169 Jones Smith Farley Ash Lopez O’Conner = $45/call 4.00 $120 $120 $140 $150 $140 Harold Marks Gillian $123 Marks = $30/call 3.00 $90 $98 2.00 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100% % Quality
  24. 24. Strategic Measures: Cultural Impact Employee Satisfaction Surveys Focus Groups Turnover www.inin.com ©2012 Interactive Intelligence Group Inc.
  25. 25. Sample QA-relevant E-Sat Questions1. My work is fairly evaluated and I am provided with constructive feedback.2. Performance standards for my job are clearly communicated.3. My supervisor is encouraging and is invested in my accomplishments and my success.4. My supervisor cares about me as a person.5. In the last seven days, I have received recognition or praise for doing good work.6. In the last seven days, I have received feedback on some aspect of my performance at work.7. The mission and values of my company make me feel that doing my job well is important.8. My fellow employees are committed to doing quality work.9. I am committed to doing quality work.10. I feel I have opportunities to learn and grow in my job and with the company. www.inin.com ©2012 Interactive Intelligence Group Inc.
  26. 26. Sample QA-relevant Focus Group Questions1. Do you feel the QA program contributes to improved customer experiences?2. What are the benefits of the QA program to you as an Agent? To our customers? To our business?3. What aspects of the program do you feel are most effective?4. How might the QA program be improved?5. How are you involved in the QA program? What are your responsibilities?6. Do you feel the QA program is fair and equitable? Are the QA criteria applied consistently? Do you understand what you are being asked to do? www.inin.com ©2012 Interactive Intelligence Group Inc.
  27. 27. Maxim Healthcare - Strategic QA Direction Strategic QA Measures Goal Key Business Objectives Boost revenue 5% • Distribute Monthly VOC report to Feedback and PD/Marketing product development and marketing results Key Business Objectives , Track QM Eliminate callbacks 20% performance measurements, FCR • Distribute Weekly Reason Report & Analysis Track QM performance measurements, FCR Reduce insurance kick backs • Order accuracy audits 10% Track QM performance measurements, FCR Identify opportunities to • Track customer complaints by reason and streamline processes, reduce frequency bottlenecks • QA rotates in key departments (billing, Measurable process compliance, warehouse) improvement Cross-Evaluation, Calibration Establish a holistic view of the • Invite internal stakeholders to participate customer in calibration and call evaluation Feedback www.inin.com ©2012 Interactive Intelligence Group Inc.
  28. 28. Harnessing the Potential of QualityAssurance #402Rebecca GibsonContact Center Solutions ConsultingInteractive Intelligencerebecca.gibson@inin.com / 443.254.3750 Thank you for attending this session. Please fill out an evaluation form

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