Build a Better Mousetrap:
Quality Assurance and
Call Specialist
Performance Evaluation
Workshop Objectives
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Review internal processes & develop a tool for
silent monitoring for I&R specialists
Review internal processes & develop specialized
I&R specialist expectations for time devoted to
answering phones, performing off-phone work,
completing training & any metrics the center
uses.
Incorporating call specialist “buy-in” to keep
he/she engaged in ongoing work & how the
metrics mentioned above are related to
performance appraisal process.
Develop performance evaluation tool consistent
with above mentioned tools to incorporate all
needed components to assist with the appraisal
process.
Assess the tool on annual basis & make
adjustments for program changes, processes or
changes to the AIRS Standards.
Quality Assurance – What is
your definition?
• Before you can measure something,
you have to define it.
• This presentation focuses on Q/A &
performance evaluation as it relates
to the I&R Specialist – AIRS Service
Delivery Standards
• Q/A cannot be used in a vacuum
• So what effect?
• Ex. “So I don’t always give the
proper greeting?
• There must be performance
consequences.
Best Definition of Q/A
• A program for the systematic
monitoring and evaluation of the
various aspects of a project,
service or facility to ensure that
standards of quality are being
met.
• AIRS Service Delivery
• NOTE: This same system can be
easily adapted for resource
specialists.
Maybe Staff Evaluation is a
Better Term?
•AIRS Definition (Glossary –
Standards 7.0)
•Systematic process
•Reviewing work of individual
employees (and/or volunteers)
according to job description
•Provide feedback on performance
•Maintain a high level of quality in
service delivery, database
maintenance and other I&R
functions
Maybe it’s Both…Q/A &
Staff Evaluation.
• Call Recording/Silent Monitoring
• “Call recording is of most use
when reviewing individual…
performance.”
• Texas I&R Network developed a
call monitoring tool based on
mystery shopper format used by
AIRS.
• Programs are able to use this
tool or can modify their own
We Monitor Our
Staff…We’re Done, Right?
• No
• Call monitoring cannot take the place of
giving feedback on ALL elements of a
specialist’s work.
• Performance evaluation is about more
than how a specialist handles calls.
• United Way of Greater Houston’s
evaluation tool has 2 elements:
• What is the job? (Expectations)
• How is the job performed?
(Monitoring results)
Develop a Set of I&R Specialist
Expectations
• What exactly do you expect your specialists to do on
a daily basis?
• Here are the ones from the United Way of Greater
Houston:
• Maintain minimum login time to the Cisco
system 85% of their scheduled hours. (NOTE
See definition of scheduled hours)
• Spend no more than 5% of their time on “Not
Ready”
• Zero RONA (Rollover on No Answer) tolerance
• Schedule follow-ups in accordance with
internal procedures.
• Keep a Weekly Performance Report Updated
and ready for the supervisor to review
• Complete Relias Learning within assigned time
frame.
Expectation Definitions
• Scheduled Hours – the # of hours/day
and/or week when a specialist is
expected to be logged into the phone
system and answering calls.
• Does not include training time
• Does not include any data entry time
• Does not include any time devoted to
filling out weekly performance report.
• Weekly Performance Report – Excel
Spreadsheet with calculations built into
the tool & all other cells are locked
Expectations Translate Into 30%
of I&R Specialist Performance
Evaluation
• Specialists track data in a Weekly
Performance Report
• Supervisors can import all data in a
summary form into a separate
spreadsheet
• At the time of the Annual Performance
Evaluation, supervisor compares
specialist score with the measurement
scale and enters a score.
Call Monitoring Forms Account
for 45% of Performance
Evaluation
• Supervisors review the evaluation forms and assign
ratings to the categories by determining if the
specialists are keeping current with these skills.
• NOTE: Lead Specialists also use the call monitoring
forms for mentoring. These completed forms can be
used only in partial weight to determine the specialist’s
final evaluation. Supervisors must contribute at least
50% of the monitoring forms used for annual evaluation.
• Other 2-1-1 Centers in TX perform evening
evaluations/mystery shopping. These are also used in
this process; however, since the forms vary widely,
these are used to help supervisors decide “bubble”
situations.
Final 25% of Performance
Evaluation is for “Other Factors”
• Interpersonal skills
• Attendance at work (reliable &
punctual)
• Responsiveness to team needs
• Time-Management
• Consistently seeking opportunities
for growth
• Flexible/Willingly accepts tasks
outside of job
• Properly participates in
organizational events
Self Assessment
• Specialists complete a self-assessment
with strong emphasis on understanding of
the primary 5 service delivery standards.
• Includes areas for improvement
• How supervisors can assist with
growth/development
• Also includes any project a specialist
perceives as going “above and beyond”
• Self-Assessments are the specialist’s
“voice” that is included in the final
performance appraisal write-up.
Questions?
Sandra Ray, CIRS
Manager, Information & Referral
United Way of Greater Houston
2-1-1 Texas/United Way Helpline
713-685-2469 or IP 52019
sray@unitedwayhouston.org