This week I’ve been involved in a number of discussions around quality management. In any contact centre from a handful of seats upwards it is common practice to monitor the activity of your team to ensure the required standards are being met.
In smaller contact centres this might involve a bit ofhead-settingwith a team leader, or a post call survey. For larger contact centres it probably requires a separate Quality Management Team using specialist technology to mark individual calls against a pre-determined set of criteria.
Having listened to discussions this week, here’s what I picked up on how to reframe Quality Management for a more successful outcome.
Rename the team
Just the name ‘Quality Management’ infers failure. It assumes that there is a problem with quality and that it needs to be managed. The team might as well be called ‘Secret Police’.
If the objective is to improve the customer and advisor experience then why not name the team “Experience Success” or “Happy Customer”? Choose a name that your advisors can buy into so they see that the purpose is to help them and their customers.
Hunt for Heroes
Now you have a new name for the team, start hunting for heroes instead of finding failure. A word of encouragement is far more powerful than corrective comments. Even the rawest recruit will be making some great calls during the day – pick those calls out, highlight what they are doing right, and help them to develop those skills further.
Make heroes of your top and most improved performers. This kudos will rub off on the advisors that sit near them.
100% is average
I remember a History teacher who said “I never give 100% – there is always room for improvement.” That has stuck with me for 25 years because it was such a demotivating statement! If 100% is the maximum then you are committing your advisors to permanent failure.
In your system enable scoring over 100%. A call where the advisor does what is expected of them and the caller leaves satisfied is 100% – but where the advisor goes above and beyond and wows the caller – that deserves way over 100%.
A great tip I heard this week was to let the team themselves diagnose a call. The team are on the phones, they know what it’s like in the real world, and they can provide genuine feedback that can be believed by the individuals concerned.
This should be done in a positive manner, using great calls to show what success looks like. No-one benefits from dissecting a poor call in front of your colleagues.
Focus on the customer
The final bit of advice we were reminded of this week was to focus on your customer whendeterminingwhat success looks like. Success is whether they got the answer they needed, not whether your advisor said 15 key words or statements.
In whatever system or process you build remember what the end goal is and ensure your “Happy Customer Team” are aligned with it.
How do you do it?
What we have picked up this week is not a change of process, but a change of perception. How do you run quality management in your business today? Do you think it is pessimistic in nature or have you positioned it in a positive way?
We’d love to hear what you think.
For more information on NewVoiceMedia and how we help customers to deliver an amazing experience when their customers call them just visit the ContactWorld page on our website.