Transforming Call Centre Culture
With Next Generation Performance
& Quality Management
Expensive
Manual
Process
Performance
Changes
Missed
Low
Sample
Size
Inflexible
Scoring
“Unfair!”
Low
Credibility
Evidence
Non
Specific
Coaching
Situations
Remain
Unaffected
Weak
Proof
Points
Low
Behavioural
Impact
P&Q
n e x t
g e n
P&Q
c h a l l e n g e
P&Q
c a m p a i g n
CURRENT CHALLENGE
Manchester - CCMA
Co-op Food
AA Insurance
Stream (M&S)
Hermes-Europe
Kingsway Claims
Mastercard Worldwide
Odeon UK Cinemas
Paymentshield
Capita
Co-operative Insurance
Sanctuary Housing
Dunelm
BUPA
Bristol - SWCCF/WCCF
Fujitsu
NOMS
Caerphilly County Council
Dwr Cymru Welsh Water
Principality
South Wales Police
RAC
Carpeo
Castelan Group
Screwfix
Anglian Water
1
2
3
Who Defines Quality?
For Which Outcomes?
From What Inputs?
e.g.
Performance
Compliance
Improvement
Innovation
e.g.
External Surveys
Internal Surveys
Evaluations
Analytics
e.g.
Customers
Regulators
Leadership
Advisors
Others
it'sWhatan
'ecosystem'
S t r a way
t e g of
i c thinking
What Drives Quality?
Is Success?
about service quality
Q u a l iand
t y people
performanceF r a m e w o r k
8
4
e.g.
Metrics
Behaviours
Feedback
e.g.
Process Based
Systems Based
Needs Based
Self Managed
7
6
5
How Is Quality
Improved?
Why Get Involved?
Who Gets Involved?
e.g.
Recognition
Reward
Career
Belief
e.g.
Leadership
Team Leaders
Quality Team
Peer to Peer
Analysts
e.g.
Performance Mgt
Coaching
‘Fixing It’
Best Practice
6
3
From What Inputs?
e.g.
External Surveys
Internal Surveys
Evaluations
Analytics
Outcomes
Clarity on which data sources we should use in our quality management
Questions
External Surveys:
Internal surveys:
Evaluations:
Analytics:
Does this include post interaction surveys, mystery shopping
exercises, 3rd party surveys, audits or any other VoC (Voice Of
The Customer) data such as social media monitoring?
Should we poll advisors/team leaders and others as valid inputs?
What role will existing quality evaluations play?
If we used Interaction Analytics? How would this
compliment/integrate with other sources of feedback?
Issues
• How do we co-ordinate with other users of these data sources?
• Do some carry more weight than others?
7
Achievement #1
A completed ‘Strategic Quality Framework’ review
Evidence
Ability to show how previous and upgraded ecosystems compare
Ability to visualise how upgraded ecosystem works
Achievement #2
A plan to implement upgraded version
Evidence
Ability to show how upgrades are being introduced
Ability to show targeted & actual benefits of upgrade
Annual Best Practice Dinner
All completed assessments receive P&Q challenge awards
Best upgrade examples have opportunity to present
Changing The Culture
A Culture Of Learning, Discussing and Testing
• The old process was low value, high in resource and drove the wrong
culture
• P&Q totally freed up our thinking
• Stakeholders trusted us
• Key success factors
– Engagement with team leaders, advisors, business and client
– Identify key competencies
– Alignment with business areas and their priorities
The ‘magic beans’ from which the new culture grew
1. Providing a 6 month space to think, plan and act
2. A support network
3. Co-creating how it works
4. From scores to behaviours
5. From telling to learning
6. From micro mgt to mutual respect
7. From assuming to listening
8. From ‘always the same’ to ‘always evolving’