Quality In: 7 Tactics for Optimizing
Your Quality Program
by Greg Levin
Like it or not, quality monitoring is an absolute necessity in contact centers—and
when carried out well, a truly valuable one at that. Trouble is, many contact centers
struggle to get the most out of their quality monitoring efforts, or worse, don’t
bother to formally monitor at all.
If you are struggling with agent acceptance of quality monitoring or aren’t
getting solid results from your monitoring efforts, here are seven tactics and strategies
shared by leading contact centers across the globe.
1. Gain agent understanding of and buy-in to monitoring from
In top centers, managers introduce the concept of monitoring during the “job
preview” phase of the hiring process. Candidates learn of the reasons behind
and value of monitoring, as well as how much monitoring will occur should they be
offered and accept a job in the center.
2. Use a dedicated quality monitoring team/specialist.
In many contact centers, quality monitoring is carried out by busy frontline managers
and supervisors. In the best contact centers, the process is carried out by quality
assurance folks. With a dedicated quality monitoring team or specialist, there is
time to carefully evaluate eight to 10 customer contacts for each agent, and to
provide prompt and comprehensive feedback to those agents following the evaluation.
In addition, the frontline managers and supervisors are freed up to focus more on
other key tasks.
3. Carefully develop a comprehensive and fair monitoring form.
A good quality monitoring form contains not only all of the criteria that drives
the customer experience, but also all the company- and industry-based compliance
4. Invest in an automated quality monitoring system.
If your center is staffed with more than 10 agents, there is simply no better and
faster way to capture customer data, evaluate performance, and spot key trends in
caller behavior and agent incompetence.
5. Incorporate customer satisfaction ratings and feedback into
Quality is no longer viewed as a purely internal measure. Leading contact centers
have come to realize what should have been evident all along—that the customer
must have a say in whether or not they have received quality service.
6. Provide positive coaching soon after the evaluated call in
Even if you incorporate all of the above tactics into your monitoring program, it
will have little impact on overall quality, agent performance and the customer experience
if agents don’t receive timely and positive coaching on what they did well
and where they need to improve.
7. Reward and recognize agents who consistently deliver high
Top contact centers realize they must reward quality to receive quality, thus most
have some form of rewards and recognition tied directly to their quality monitoring
program. Agents in these centers can earn extra cash, gift certificates, preferred
shifts and/or a trophy or plaque for achieving high ratings on all their monitored
calls during a set month or quarter.
Inside View — Hunter Douglas
by Susan Hash
Customer satisfaction is a key focus at Hunter Douglas Fabrication. First-call resolution
is emphasized and tracked down to the team level. Although contact center management
also monitors traditional productivity metrics—such as average speed of answer,
service level and average handle time—those are primarily tracked to ensure
appropriate staffing levels and to monitor system performance, and are not pushed
out to the CSRs. Supporting the center’s emphasis on FCR is its escalation
process, which consists of multiple levels. The front line has a strong support
team—team leads, supervisors, group managers and trainers—which is always
available to answer questions. In addition, the company’s culture continually
promotes frontline empowerment. In fact, a primary goal of Hunter Douglas’
escalation process is to educate and reinforce effective practices with its frontline
full story here. (PDF)