Creating a QA Process
that enhances customer experience and drives on-going
performance improvement
Presented by Jackie Naughton
BYC AQUA Solutions
Who are BYC?
• Consulting and QA Services company
• Outsourced QA – we are currently evaluating
more than 4, 000 contact centre agents every day
• Use QA to assist our clients in driving business
improvements across all facets
• Passionate about protection of your brand
• Objective, independent and cost effective
• Twelve years in SA
• 2.5 decades in the industry
Why Bother With QA?
Superior – of great value
Looking at the QA process holistically
Develop
Measures
Continue to
change in
line with
your business
changes
Re-evaluate
and
communicate
Identify
successes
and risks
Address at
relevant level
Starting Point for Effective QA
• Clearly agree and document…….
– ‘What good sounds like’
– ‘What good looks like’
– ‘Everyone shares the objective’
– ‘Everyone involved in the process’
– ‘Everyone measured on results’
– ‘No surprises’
– ‘Honesty, objectivity and full interaction coverage’
Confusion……..
We often hear……….
‘Jackie I don’t understand, my
QA is average 90%, yet by
customer’s are ‘voting with
their feet’
Quality Management Principles
Customer Focus
Continual
Improvement
Decision
Making
Approach
Leadership
Systems
Supplier
Relationships
Process
Do you cover
all these in your
QA Processes?
People
What do a lot of contact centres do?
• Promote good agents or long-standing agents to become QA Experts
measuring customer delivery
• Actual QA Skills required to be effective:
–
–
–
–
–
–
–
–
–
Listening skills – predominant effort – without emotion
Objectivity in measurement – regardless of historic role
Customer orientation
Accountable for business strategies – people, process and technologies
Ability to recognise different customer types
Flexibility vs. tick sheet mentality
Excellent communication skills
Emotional intelligence
Life experience
Newsflash………
‘Reading a script does not
mean it’s a good customer
experience’ – it certainly
doesn’t warrant high QA’
Some Questions?
• What training did your QA receive to conduct
effective customer experience evaluation?
• What autonomy do QA have on the
operations floor?
• How integrated to team leaders are they?
• Are they covering all customer interaction
types equally to protect your business?
• What pro-active insight have they provided to
you in the last four months?
The Starting Point – What we measure
PROPOSED OUTBOUND QA SHEET
DEFINITIONS DOCUMENT
ASSESSMENT CRITERIA
SCORE
EXPLANATION
INTRODUCTION
APPLIED CORPORATE GREETING
1
2
3
4
The agent must clearly state that they are calling from XYZ and follow developed script.
5
Agent to provide name and surname in a clear audible manner at a good pace that is clearly heard and understood by the client
5
Did the Agent ask for the Client by name? When it was confirmed did the Marketer acknowledge the Client by name and greet the Client?
5
The Agent is to ask the client if it is a convenient time to speak. If the client says yes, thank the client. If not, ask the client when a call back can be arranged
5
The Agent is to explain the purpose of the call
5
The Agent is to confirm the call is recorded for security and quality purposes and is available on request
10
If this is a follow up call, is it taking place on the pre-agreed date and time? (e.g. or does customer say "you said you were going to call me back on….")
10
The agent must clearly state necessary compliance of introduction as per script
5
The agent should do an affordability analysis (Client earnings confirmation)
10
The Agent must provide the correct Product Information
10
The Agent must promote the features and benefits of the product - a minimum of 3 f&b
10
The agent must clearly ask for the sale - and receive a clear yes from the customer before they continue with data capture.
10
The sale must be ethical, the client must not be badgered or pressured into the sale and the client must be able to afford the sale
10
The Agent should acknowledge and address the Client's objection
10
The agent should state further benefits and/or restate the features and benefits of the Product
10
The Agent should remain polite and professional during the objection process and not take the questions or objections personally
5
The agent must clearly ask for the sale. The agent must obtain a clear confirmation (Yes) that the Client wants to take the Product
15
The Agent must read all Disclosures, Declarations, and Waivers verbatim in full and at least once in English
10
The Agent's tone should be friendly and appropriate (Tone should be varied and pitch not irritating to the client)
10
The Agent's pace should remain consistent throughout the call, and the pace should allow the customer full understanding of all elements of the call.
10
The Agent should maintain appropriate energy and enthusiasm throughout the call.
10
The Agent's language should be professional and without the use of slang/jargon. The interaction should be conducted so that the Client clearly understands all the aspects of the product (Mama, Boetie, Sisie, Baba are allowed for
vernacular interactions, but to remain professional at all times)
10
The Agent should use the Customers name throughout the interaction. This includes using the customers name periodically throughout the interaction (however do not over use the Client's name).
10
Show empathy at all times. Example: If a Client complains about service apologise, do not take it personally, and explain the process that can be followed to lodge an enquiry. If a client has lost their work or a loved one, empathise
with the customer.
10
Listen carefully to the Client, concentrate to avoid the client having to repeat themselves. Acknowledge feedback with varied signposting
15
Did the agent go out of his/her way to engage with the customer in interaction outside of the process of the call (making use of open questions to engage).
10
The agent must ask the Client's permission to use their information in other marketing campaigns. Or ask the client if they mind getting other calls when a new product comes on the market
10
The Agent should thank the Client and wish them well
10
The Agent must give the Client their name and surname to remind the Client who they are talking to
10
The Agent should arrange a call back (as applicable)
25
Did the agent consistently represent the brand values of XYZ and XYZ
ACKNOWLEDGE CLIENT NAME IN GREETING
REQUESTED CONVENIENT TIME TO SPEAK
5
REASON FOR CALL
6
CALL RECORDING & available on request ©
7
FOLLOW UP CALL IS CORRECT DATE AND TIME
9
5
CLEARLY STATES NAME AND SURNAME
LICENSED FINANCIAL SERVICE AND REGISTERED CREDIT PROVIDERS (only on first interaction) ©
SELLING SKILLS
10
AFFORDABILITY OF THE POLICY©
11
CORRECT PRODUCT INFORMATION GIVEN ©
12
FEATURES AND BENEFITS PROMOTED
13
CLEARLY ASKED FOR THE SALE©
14
ETHICAL SALE
HANDLING OBJECTIONS
15
ACKNOWLEDGE & RESPOND TO OBJECTION
16
GAVE MORE BENEFITS (WHERE APPROPRIATE)
18
REMAIN POLITE AND PROFESSIONAL
COMPLIANCE
19
27
CONFIRMATION OF SALE - CLEAR YES ©
ALL DISCLOURES DECLARATIONS AND WAIVERS VERBATIM, IN FULL & AT LEAST ONCE IN ENGLISH ©
VOICE SKILLS & LANGUAGE
28
TONE
28
PACE
28
ENERGY AND ENTHUSIASM
29
REMAINED POLITE AND PROFESSIONAL DURING ENTIRE INTERACTION
30
USE OF CUSTOMER NAME
31
EMPATHY (WHERE APPLICABLE)
32
EFFECTIVE LISTENING WITH VERBAL SIGN POSTING
RELATIONSHIP BUILDING
33
AGENT ENGAGED AND BUILD RAPPORT WITH THE CUSTOMER
CALL CLOSURE
34
PERMISSION FROM THE CLIENT TO USE THEIR INFORMATION FOR OTHER MARKETING CAMPAIGNS ©
35
THANK BY NAME AND WELL WISHES
36
AGENT TO GIVE NAME AND SURNAME
37
CALL BACK ARRANGED
38
BRAND PROTECTION
COMPANY IMAGE
You can’t be ‘half pregnant’
The result is either to
standard or it isn’t
There should be no colour
Grey in QA
If you can’t measure it, don’t do it, if it doesn’t get measured, it
doesn’t get done
• Ensure design of your QA
measures is effective
• Do not ‘lump’ all activities
together, i.e. Pace, Tone,
building relationship – all
significantly different
• Ensure your QA provides
coaching feedback to
operations not just a zero or
a score
• Ensure that QA findings are
reported to operations in
timely fashion (23, 000
customers)
Some more typical findings
• With many QA reporting systems, the Total weight of QA measures
are limited to 100 – doesn’t allow significant focus where business
requires – you have choices
• Balance of weightings not aligned to customer experience i.e.
heavily loaded to compliance or data entry – balance critical to
protect the customer experience
• QA is perceived as ‘big brother’ within operations
• QA is a score sheet on agent vs. real value on customer insight,
business processes, KPI’s and risk
• Many companies scoring their ‘own homework’ – inadequately
trained resources conducting QA or those with vested interest in
results
• QA not providing value add to your contact centre – perceived as
‘back office process’ vs. visibility of effectiveness at every level
• Cumbersome reporting – often done manually – to provide
business intelligence relating to customer experience – too little –
too late
Effective Measurement
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•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
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FCR – first call resolution – ‘what are the blockages’?
Propensity to pay – collections
Propensity to lapse – sales
Product popularity
Sales approach – 2013 relevant
Service approach – complaint management and retention
Collections approach – 2013 relevant
Compliance risk – FSB/FSA
Communication style – break it down
Brand alignment and protection – overall experience
Use of auto-fails – sectional or in totality – use with caution
Coaching effectiveness
Training effectiveness
Recruitment effectiveness
Emotional intelligence – i.e. use of name!
Relationship building
Balance between all of the above in total weighting of the QA templates
•
All information available as QA conducts evaluations and updates business results
Get the balance on design of measures right
• Ensure customer
experience has significant
percentage
• Ensure balance between
business critical elements
but always around
customer
• QA is there to warn
internally, don’t be
frightened of results – use
them
• Action findings and
ensure feedback real time
Who Owns QA in your business?
• Everyone owns it! It dictates your successes or
risks
• Customer’s tell us constantly if QA is making a
difference
• QA should be a constant discussion point at all
levels
• Various levels require different information –
system driven
• Ensure it’s flexible to meet your business
environments
• Customer owns QA in your business – they
constantly tell us if we’re on track
Flexible QA gives insight on………..
• Operations
• HR
• Strategy
• Marketing
• Product appeal
• Financials
• Business performance
• Resource assumptions
and costs
• Operations
• Senior management
• Strategy
• Retention
• Sales performance
• Service standards
Customer
KPI’s
Financials
Strategy
• Business Model
assumptions
• Competition
• Overall
performance
An Effective Operational QA Process
Interaction Measured
– issued identified
Feedback to QA on
activity and outcomes
Internal SLA’s on
timings imperative
Issue addressed with
individual &
documented
Escalation to relevant
stakeholder for
immediate action
Customer contacted
and sub-standard issue
resolved – brand
protected
Leadership
• Quality Standards need to
be clearly defined and
agreed at all levels of the
business
• Quality standards need to
have appropriate focus on
customer experience
across all mediums of
your business
• Quality needs to be taken
seriously at this level
People
• Does everyone at every level
of the contact centre
understand expectations?
• Does everyone get measured
on same volume/objectivity?
• Do your people get updates to
QA changes and impact on
their role?
• Do people get motivated and
encouraged to exceed QA
standard with customers
• To make it superior – it needs
to become part of your
companies DNA
• Do people get the right
training
• Does everyone have access to
the updated business
strategies relating to customer
delivery?
• Do your people understand
your business results on
quality delivery?
• Is appropriate action taken
where required?
• Do QA findings impact on
salaries
• Are your QA team qualified to
measure effectively,
objectively and across all
facets of customer delivery?
Process
• Who do you benchmark
against?
• Do your results on QA
enable other processes to
ensure action taken?
• Does everyone in the
business take QA seriously?
• Are your QA standards
reviewed and changed in
line with consumer
expectations and brand
alignment?
• What percentage of
measurement relates to
Processes within your
contact centre
progressive
Progressive
Progressive
Systems
• Does your QA system do the work for you?
• Are you restricted to 100 as the total measure – you don’t
need to be
• Are positive and negative deliveries escalated immediately
• Does your system allow constant access via key
stakeholders?
• Does your system provide all reports required - When you
want them and in format you want them?
• Does your system show trends and risks to business?
• Does your system allow reports on coaching monitoring
and effectiveness?
• Does your system allow optimization of QA resources?
• Is your system flexible for changes as needed by business?
• Does your QA system add value to the quality monitoring
process for your organisation?
Continual Improvement
• Discuss QA results at all
levels
• Agree successes and risks
and take action
• Benchmark what good
looks/sounds like and strive
towards it
• Ensure all resources
understand that QA is a
constantly changing process
to drive strategy
• All stakeholders to be
involved
• Measure changes and
impact on business
Decision Making Approach
• Who decides on what the standards
are today?
• Do they have the skills to protect your
business and customer experience?
• Is there appropriate focus and sign off
on QA processes within your
company?
• Get stakeholders to listen/view
customer feedback regularly to get
them involved in the process
• Does everyone support the final
measure used in QA
Supplier Relationships
• Are your suppliers measured on
quality of delivery?
• Do you have objectivity in this
regard?
• Are there appropriate risk and
reward agreements within these
contracts/agreements?
• Are they pro-active in protecting
your customer delivery?
Regularity
• Calibration sessions – who should be
involved?
• QA process review – integrate with external
customer feedback
• Rotate times of evaluation – agent’s watch QA
• Review standards of measures – benchmark
against excellence – drive growth
• Speak about QA at all levels and show results,
highest and most improved
Don’t be scared……..
• To report poor QA results – it
shows opportunity and honesty
• It’s an opportunity to improve
your current Customer Delivery
and QA process
• Question why do you have to do
it the way you do today
• To re-launch it within your
contact centre
• To use QA results as significant
KPI/impact on salaries
• To be different! – After all, who
are you really kidding when not
done correctly?
Conclusion
• If your business is losing customers, your QA isn’t
adding value
• If your customers don’t portray loyalty, your QA isn’t
adding value
• Have you conducted analysis on complaints and
process breakages and then focussed on QA?
• If your sales aren’t coming to fruition, your QA isn’t
adding value
• If your QA isn’t objective – it’s a waste of money!
• If you don’t know the answer to some of these points,
get professional help
• QA is there to protect your business and it tells you
what’s not working before your customers do!
In Summary
•
•
•
•
•
Don’t be worried about starting again on QA
Redesign using the model shown
Ensure that all parties involved
Ensure QA is calibrated regularly
Encourage leadership to listen to customer
delivery – pro-activity vs. fix and try and retain
• Re-launch your standards – make it fun
• If QA sounds dull - Change the title to
‘Customer Experience Measurement’
QA is an investment – make it count
• If no value – don’t do it
• It protects your business and
gives valuable insight when
done correctly
• It’s ever-changing – because
our customers are
• It should be a living constant in
your contact centre
• It’s a business critical support
area to the entire business not
solely operations
• Dare to be different – it pays
off
Now Over to You
Thank you for listening
Presenter:
Tel:
Cell:
Email:
Web:
Jackie Naughton
+29 (0) 21 531 4487/9949
+27 82 5533576
Jackie@byc.co.za
www.byc.co.za