This document discusses improving contact center quality programs. It addresses common issues like not measuring financial return on quality investments and lack of linkage between quality metrics and customer satisfaction. The document provides recommendations in key areas: measuring quality program costs and ROI; correlating monitoring scores to customer feedback; and collaborating across departments to build value. It also highlights opportunities to strengthen quality program structure and reporting based on survey results. Overall, the document provides guidance on optimizing quality assurance to better meet customer expectations and organizational goals.

2. Today’s Discussion
 What’s Wrong with Quality?
Measuring and Monitoring the Quality Program
Quality vs. Customer Satisfaction
Building Value

3. The Challenge: What’s Wrong with Quality?
 Failure to measure, analyze
and drive an ROI
 Little or no linkage between
quality measurements and
customers’ perception of a
quality encounter
 An emerging understanding of
more strategic program
applications such as
experience monitoring and
voice of customer programs
that dramatically enhance the
value of the contact center to
the organization

4. Quick Practitioner Poll
Is Your Quality Management Program currently
optimized in these areas?
 Financial/ROI
 Customer Satisfaction
 Adding Value Beyond the Contact Center

5. Today’s Discussion
What’s Wrong with Quality?
 Measuring and Monitoring the Quality Program
Quality vs. Customer Satisfaction
Building Value

6. How to Measure Quality Program Financials
Cost Of Quality Analysis

7. How to Measure Quality Program Financials
Return on Quality

8. How to Monitor the Monitoring Program
Monitor the program for consistent execution.
Sound programs will include monthly or
quarterly reporting of:
– Program cost
– Audit cost
– Calibration Variance
– Auditor Effectiveness
– Program Constraints
– Margin of Error
– Impact of Process/Policy Changes
Annual reporting and analysis of program ROI

9. Today’s Discussion
What’s Wrong with Quality?
Measuring and Monitoring the Quality Program
 Quality vs. Customer Satisfaction
Building Value

10. Quality vs. Customer Satisfaction:
Let the Customer be the Judge

11. Every Service Encounter =
Moment of Truth

12. Does Quality Monitoring =
Quality Interactions?
Six steps to improve the linkage of quality
processes with customer experiences and loyalty:
1. Correlate monitoring criteria with 4. Ensure that monitoring results are
customer satisfaction measures analyzed to identify performance
patterns and trends
2. Correlate monitoring scores and 5. Measure contact satisfaction at
post contact customer satisfaction the agent level
results
3. Utilize a customer oriented approach 6. Invest in technologies that optimize
to monitoring and scoring interactions auditing sample sizes for greater
statistical relevance

13. Today’s Discussion
What’s Wrong with Quality?
Measuring and Monitoring the Quality Program
Quality vs. Customer Satisfaction
 Building Value

14. Quality: Building Value Through Collaboration
Contact Centers must increase collaboration
with other business units (e.g. HR, Product
R&D, IT, Marketing, the Field Workforce and
Sales) in order to:
 Share the story
 Educate stakeholders on process
 Seek out input and potential value
enhancements

15. Quality: Building Value Through Intelligence
Create closed loop processes that link
quality data with:
 Hiring and recruiting process
improvements
 Training needs assessment (new
hire/on-going)
 Coaching effectiveness measures
and coach development plans

16. Quick Practitioner Poll
Does your Center measure agent
quality metric improvement as
a key indicator of Supervisor/Coach
effectiveness?

17. Quality: Building Value
Through Voice of the Customer
Quality Monitoring is a Key Enabler
A sound VOC Program should:
 Have a defined value stream for
 Provide on-going insight into customer categories and types of customer
wants and needs feedback
 Increase awareness of customer  Recognize and account for all
preferences customer intelligence stakeholders
 Enable assessment of customer and with defined routing logic
perceptions  Recognize intelligence time
 Provide unbiased reporting of sensitivity
feedback  Provide a closed loop reporting
 Mine solicited and unsolicited mechanism to ensure lessons
feedback from internal and external learned are leveraged for continued
sources e.g: organization improvement
o Customer buzz monitoring using
speech analytics(internal)
o Social media monitoring (External)

18. ICMI’s Quality Self Assessment (QSA)
Survey Results Review

19. Overview
Assessment Categories
1. Enterprise
2. Quality Assurance Program Structure
3. Quality Assurance Monitoring Form
4. Reporting
5. Calibration
6. Monitoring and Coaching
7. Hiring and Training

20. Positive
The category with the
most positive outlook is…
 Enterprise

21. Definition of Enterprise Section
Enterprise
“This area is about the level of support your center’s quality
assurance program has within your organization and from
executive leadership. It is also about how well your program is
aligned with the Enterprise’s mission, vision and customer
expectations.”

22. Enterprise Outlook
 Executive management support for the program.
 An appropriate organizational structure is in place to support
the contact center’s quality assurance program and process.
 Quality performance monitoring standards are linked with
customers’ expectations and measure both foundation (basic
required skills) and finesse (soft skills) standards appropriate
for the organization.

23. Opportunities
Two categories with opportunities
for the most improvement…
 Quality Assurance Program Structure
 Reporting

24. Definition of Program Structure Section
Quality Assurance Program Structure
“This area is about your quality assurance program having all
essential processes documented with critical technologies in
place to provide a holistic, 360 degree view of the response
quality provided on all interaction channels. It is also about
understanding the financial payback for all quality
improvements and spending.”

25. Program Structure – Challenges
 Lacking a defined purpose and objectives
 Limited post interaction surveying
 Not including customer feedback into the process
 Depending only on the quality monitoring process to determine
customer expectations
 Limited or under-utilized technology
 All customer access channels are not monitored
 FCR not measured or utilizes poor methodology
 Not measuring Return on Investment (ROI)

26. Program Structure Enrichment
High performing centers understand that a quality contact
is defined by their customers…
 Develop their program objectives & purpose based on
customer’s expectations.
 Understand their customers better by using post
transaction automated CSAT surveying to obtain direct
feedback.
 Incorporate direct customer feedback into agent quality
scoring and coaching feedback.
 Measure FCR by asking the customer via post transaction
automated surveying. And using other methods to
validate.

27. Program Structure Enrichment(contd)
High performing centers understand the value and impact of
consistently delivering quality…
 Quality is a priority and as such, the necessary time and
resources required are provided.
 Technology is considered a crucial enabler.
 All channels are monitored to ensure response consistency.
 ROI is gained when the cost of quality monitoring is
understood and monitoring processes are aligned with
organizational strategic objectives.

28. Definition of Reporting Section
Reporting
“This area is about whether or not your reporting is thorough
and contributes not only to the improvement of the quality of
the interactions but also contributes to overall process
improvement within the center and Enterprise.”

29. Reporting – Common Challenges
 Limited, actionable reporting.
 Not tracking, trending or analyzing results by category to
identify individual and/or center-wide performance results
and process improvement opportunities.
 Limited use of quality statistical tools.
 No formal process is in place to share key customer data,
findings, and feedback outside the center.

30. Reporting Enrichment
 Effective and meaningful reporting of quality results is critical
to high performing organizations.
 Track and trend results using a variety of analytical/statistical
tools to achieve improvement.
 Use automated reporting and/or develop appropriate
databases for use in manipulating quality data.
 Develop relationships with other departments in the
organization and actively share data obtained from the
quality program.
 Use scorecards and dashboards to report/monitor quality
results on a daily, weekly, and monthly basis.

31. Helpful Resources
ICMI Quality Scorecard
The Real-Time Quality Self-Assessment
 icmi.com/qualityscorecard
ICMI Quality
Whitepaper
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Center Quality Doesn’t Measure Up —
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 icmi.com/qualityadvisor